Finnish Maritime Cluster Yearbook 2020 -2021

Conclusions From The Cluster Study
› The Finnish maritime cluster is made up of companies
that combine marine expertise and mutual interaction.
The cluster’s versatility is not easy to see, for example, in
media reporting on the industries.
› The marine cluster should be considered as a versatile
market-specific value network. The versatility of the
cluster’s demand structure means that the economic
success of the cluster is not homogeneous, but the fluctuations
of the global market cycles affect the cluster
parts in different ways and at different times.
› The activities of cluster companies are strongly international,
and fostering international connections is the
lifeblood of the cluster.
› The share and importance of foreign ownership in
Finnish maritime cluster companies has
increased. Although foreign ownership is
estimated to be largely positive in terms
of the development of the industry, retaining
of a fleet of national ownerships
and flying of Finnish flag must be ensured
to maintain security of supply. It is therefore
important to preserve the overall
competitive national conditions now
available in shipping.
› The influence of the 2008 financial crisis
on the Finnish maritime cluster was dramatic.
However, the aggregate turnover of
the cluster companies have been steadily
increasing since 2010 and growth is expected to continue
for at least the next few years. The business outlook
varies by main categories due to cyclicality, which
is a significant feature of the industry. Especially in the
construction of cruise ships, the outlook for 2020 and
beyond is bright, while the oil and gas and global freight
markets are currently facing challenges.
› The strength of the Finnish maritime cluster can be
seen in the diverse markets that balance each other.
› There are already good examples of new emerging
businesses in the blue bioeconomy and renewable energy
developments
” The marine
cluster should
be considered
as a versatile
marketspecific
value
network.
› Renewal of companies takes place through a wide
range of innovation activities. We must therefore ensure
that Finland has an operating environment that enables
the launching and piloting of new ideas, technologies
and operating models in Finland.
› New enterprises in the maritime cluster often arise to
benefit from existing technologies or ideas that are still
unknown from other fields. At present, companies involved
in large-scale digitization processes, for example,
combine technologies developed in other sectors with
traditional maritime cluster activities, possibly revolutionizing
industry practices.
› Shipping is an industry that operates strategically independently,
building a growth-generating business. So
shipping is not just a continuation of the transport network
serving the needs of industry, but
an independent industry that has to have
its own national business policy.
› The competition between ports is intensifying
as total traffic volumes do not
grow and logistically it would be cost-efficient
to combine and concentrate export
and import of general cargo. The Finnish
transport system needs an overall visionary
reform.
› The global field of action is unpredictable,
so marine clusters must ensure their
ability to survive by preparing for many
future options. A strong knowledge base must be guaranteed
by quality education and research. In particular,
new maritime education and maritime training resources
should be created.
› For many, the long-term future of the marine cluster
seems to be quite bright and includes many opportunities
for development for both large and small operators.
› In order to support international operations, not only
cluster actors, but also administration, politicians and,
for example, delegations from the public and private sectors,
should strive to strengthen the brand of a highquality
and diverse Finnish maritime cluster.
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