CANADA'S OCEAN SUPERCLUSTER 2022 CORPORATE PLAN
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CANADA’S OCEAN SUPERCLUSTER
2022 CORPORATE PLAN
Page A
TABLE OF CONTENTS LOOKING BACK: KEY ACTIVITIES IN FISCAL 2021 4 DEVELOPING TECHNOLOGY FOR THE FUTURE 7 INNOVATION ECOSYSTEM ACTIVITIES 9 OVERALL DSC PROGRAM MANAGEMENT 12 CORPORATE STRUCTURE AND FINANCIAL$ 13 KEY OUTCOMES FOR FISCAL 2022 15 INTELLECTUAL PROPERTY AND DATA STRATEGIES 17 RISK MANAGEMENT 19 EQUITY, DIVERSITY, AND INCLUSION 20 APPENDIX A: CURRENT ANNOUNCED PROJECTS 21 APPENDIX B: OCEAN SHARED CHALLENGES 39 APPENDIX C: DSC ORIGINAL 5-YEAR OBJECTIVES 41
OUR VISION: Realize the potential of Canada’s ocean economy to establish and grow companies, achieve commercial outcomes, and engage in cross-sectoral collaboration. OUR MISSION: To enable the sustainable growth of Canada’s ocean economy by building an ecosystem in which all members are well-connected and have the capacity and capability to drive digital innovation. OUR OBJECTIVES: Canada’s Ocean Supercluster is changing the way ocean business is done. We are working together across ocean sectors to develop and commercialize globally-relevant solutions to shared challenges (Appendix B), building a dynamic and regenerative ocean economy that creates new economic growth and job opportunities for Canadians. Our objectives include creating an ocean economy that is more: Collaborative and connected, that provides opportunities for collaboration that is cross-sectoral, pan- Canadian and includes researchers, government, investors, regional innovation hubs, communities and large and small business. Digital, that leverages emerging technologies to reduce the risks and costs of doing business in the ocean while promoting greater productivity. Inclusive, that provides specific opportunities for under-represented groups and expands the awareness of ocean opportunities for all Canadians. Sustainable, that balances prosperity, production and protection, on the journey to a carbon neutral ocean economy. World leading, that expands markets and creates opportunities for Canadian companies around the world, attracting foreign investment and talent to Canada. Our current objectives are reconciled to the program’s original objectives in Appendix C. Page 2
LOOKING BACK:
KEY ACTIVITIES IN FISCAL 2021
THROUGHOUT THE YEAR, THE OSC REMAINED FOCUSED
IN THE FOLLOWING AREAS:
Expand collaboration:
• Committed remainder of OSC project funds to projects. We approved 10 additional projects with
just over $20M of commitments from the OSC and total project value of approximately $42M. We
announced 20 projects in 2021.
• Launched the Intellectual Property (IP) registry.
• Connected projects within the portfolio with similar areas of focus: in addition to ongoing meetings
of our working groups, held workshops on key topics including talent and IP.
• Hosted three half-day CEO forums focused on digitalization, environmental technologies, and
remote operations in the ocean economy were held in collaboration with the Atlantic Canada
Opportunities Agency (ACOA).
• Raised awareness of our project activities including:
• Speaking at over a dozen Canadian conferences from across the country
• Reaching over one million users across our social media channels.
• Launched The Career Pivot web series and Deeper Dive podcast series, second #Storytoell series,
ongoing monthly newsletters, and quarterly updates.
• Canadian Geographic series featured five articles on OSC projects and an On the Map feature in
print capturing the pan-Canadian story of the Ocean Supercluster reach and impact.
• Earned media across more than 50 media articles and published three collaborative ocean
focused opinion articles in national media. International media story published focused on MOU
with Port of San Diego, and regular articles published in Forbes.
Expand networks:
• Increased engagement internationally to raise awareness of Canadian capabilities and projects.
The OSC also presented to global audiences at the Halifax International Security Forum as well as
presentations to industry audiences in Germany, France, Norway, Iceland, and Japan.
• Signed agreements with the Port of San Diego in California and The Plant in New York to share
opportunities and raise awareness.
• Strengthened the network of ocean networks across the country: focused on building the oceaan
story/brand for the country. We meet with ocean associations and hubs across Canada on a
regular basis to share updates on activities and available materials.
Page 3
• Further strengthened the pan-Canadian ocean supply chain: while events continued to be virtual in 2021, we did hold our member event in May and a connector event in December, resulting in over 280 1:1 video networking meetings. The OSC is further investing in the Ocean Asset map to maximize its capability in connecting ocean organizations. The OSC now has over 450 members, including over 100 industry members. • Partnered with MIT on their first global Blue Technology Barometer ranking 66 coastal countries and territories in the areas of marine activity, blue technologies, policy, and marine environment. Canada was ranked 10 overall in this first edition. • Provided input into broader ocean economy activities including providing a submission in response to the discussion paper for the Blue Economy strategy and facilitating a session focused on ocean health and innovation at the UN Decade of Ocean workshop. Expand capacity: • Built an increasingly inclusive ocean economy leveraging the data collected through the Ocean Allies project: the Ocean Allies project has developed baseline metrics for Canada’s ocean sector and is hosting regular training and networking sessions for participants. The Indigenous Career Pivot Project continued cultural awareness training. The OSC also held its first Indigenous Member Connection event. • Upskilling and reskilling talent and creating opportunities in the ocean economy: Blue Futures Pathways launched the portal to connect students to ocean opportunities. The Ocean Leadership Impact Program (OLIP) was launched in the summer of 2021 and again in January 2022. • Held a “Future of Oceans” grade school pilot to build ocean awareness for Atlantic Canadian students in grade 7 to 9. » Page 4
KEY ACTIVITIES FOR 2022
THROUGHOUT THE Expanded capacity:
• Build an increasingly inclusive ocean
YEAR, THE OSC economy leveraging the data collected
REMAINED FOCUSED through the Ocean Allies Project: continue to
IN THE FOLLOWING look for opportunities for ocean employment
for underrepresented groups.
AREAS: • Upskill and reskill talent and create
opportunities in the ocean economy: further
Expand collaboration:
Indigenous Career Pivot Project hires, further
• Continue to raise awareness of OSC
opportunities through the Blue Future
Technology Leadership (TL) projects and IP
Pathways Project, the Inclusive Workforce for
sharing opportunities through OSC events.
Arctic Ocean Technology Project, and project
• Continue to connect projects with similar activity through OLIP.
areas of focus: facilitate opportunities
• Expand on Atlantic Canadian “The Future of
for projects with similar areas of focus to
Oceans” pilot awareness program in junior
connect and potentially identify additional
high schools, the pilot will continue with a
collaboration opportunities.
focus on West Coast school presentations.
• Continue to raise awareness of project
OSC 2.0 design:
activities.
• Develop the strategy for OSC 2.0 designed
Expand networks: around specific areas of focus in ocean
• Continue to engage internationally to raise innovation where Canada can lead globally,
awareness of Canadian capabilities and that also support Canada’s path to economic
projects. recovery, net-zero targets, and activities
that help build a diverse ocean workforce.
• Continue to strengthen the network of ocean
Membership model changes will support
networks across the country: expanding key
the continued growth of this pan-Canadian
program participation across the country
network and increasing interest from
including the Ocean Allies Project and the
international parties to engage directly with
Ocean Startup Project.
the Ocean Supercluster.
• Further strengthen the pan-Canadian
ocean supply chain: continue to create
opportunities within our events for
businesses to connect and identify new
opportunities to work together.DEVELOPING TECHNOLOGY FOR THE FUTURE As all our funds are committed, in fiscal across Canada (strengthening capability). 2022 the OSC will continue to invest in our New solutions developed will also lead to existing TL project portfolio to address shared export opportunities and/or opportunities for challenges as identified in our 5-year strategy. international partnerships (increasing reach). These projects invest in ocean focused Our original programming areas focused mainly technologies with global market potential on digital transformation (ocean sensing that enable Canadian small and medium and characterization, data analysis and enterprises (SMEs) to de-risk scaleup activity, visualization, and operational intelligence). pivot towards digitally driven business models, The OSC added a program area specifically and deliver world- leading solutions to ocean focused on sustainable ocean solutions in industries and consumers of ocean-derived 2020, and as a result many of our digital products. These projects will encourage projects, particularly those focused on remote collaboration amongst ocean industry capability development, ocean health, and stakeholders (increasing connectivity), foster automation, also help move companies towards job creation, and increase Science, Technology, a lower-emission, carbon-neutral future ocean Engineering and Mathematics (STEM) talent economy. Program Streams 2022 Budget Ocean Digital Transformation Existing program streams are focused on developing scalable, innovative solutions to digitize ocean operations, accelerate ocean product development and increase remote and autonomous capabilities, including: • Develop nnovative solutions to lower the costs of ocean data acquisition and sampling, increase the quality and quantity of ocean information, and facilitate data exchange. $76.9M • Advance offshore communication, analytical capabilities, and visualization tools to improve operational decision-making in ocean environments. • Resolve capability gaps that currently limit the degree to which ocean industries are able to work remotely and safely with minimal direct human intervention.
Program Streams 2022 Budget
Sustainable Ocean Solutions
Projects in this stream are focused specifically on the development
of new solutions and alternative products that primarily and
directly improve the environmental performance of ocean
industries and the global competitiveness of Canadian SME
companies in emerging sustainability-driven markets, including:
• Commercialization of sustainable ocean-derived and ocean-
destined products that develop alternative Canadian supply
chains which center on waste re-utilization and circular
economy concepts.
$101.9M
• Initiatives that introduce market-ready, cost-effective
alternative sources of ocean energy, propulsion, and marine
fuel to domestic and global customers.
• Projects that reduce Greenhouse Gas (GHG) emissions
originating from ocean-based activity, such as initiatives that
reduce fuel/energy consumption in the context of marine
logistics or improve the efficiency of ocean resource harvesting.
• Development of robust, sustainability-driven solutions that
meet the needs of remote ocean communities and de-risk
arctic operations.
Total $178.8M
Over 50 projects will continue to be in delivery in 2022. Although our program funds will be fully
committed, we will continue to expand our network and collaboration including:
1. Cluster building events: continue to host cluster building events. These activities allow
organizations to build relationships, share ideas and identify collaboration opportunities.
2. Broadening our reach: created a membership survey in 2021 and received input from its
members on areas of interest. The OSC is working on a member engagement plan to continue to
engage members and identify new members in 2022. This also includes building relationships with
the academic community and government departments to raise awareness of the activities of the
OSC and potential projects of interest.
Page 7INNOVATION ECOSYSTEM ACTIVITIES
The OSC’s Innovation Ecosystem (IE) activities in fiscal year 2022 are focused on supporting
the successful delivery of the approved projects and developing new collaborations within the
ecosystem that impact the strength and integration of a complex national network of capabilities,
to support startups, SMEs, and ocean stakeholders, in Canada and internationally. These projects
will continue to focus on shared resources (reducing cost and risk); connectivity, inclusivity, and
innovative culture, strengthening the links between small and large companies to scale supply chain
partnerships (increasing connectivity); increasing commercialization from post-secondary institutions;
and encouraging new entrants, both talent and companies, into the ocean economy (strengthening
capability).
IE activities are complementary to TL activities in addressing these shared challenges and
strengthening the ability of members to commercialize and grow their businesses in Canada.
Company Creation and Growth 2022 Budget
Foster new ocean startups, create regional partnerships,
connect entrepreneurs to resources, incentivize increased
$7.4M
commercialization, facilitate SME-supply chain collaborations
and support ocean industry leadership.
Inclusive Talent Attraction and Transformation
Address shared talent challenges identified by members,
attract the best entrepreneurs to the cluster, support the
$10,8M
growth of work integrated learning environments and skill
agility of the workforce.
Ocean Innovation Resources and Collaborations
(combines previous access to innovation resources
and global cluster collaborations)
Accelerate ocean research and innovation by cultivating a
system in Canada that is open, accessible, collaborative and $0.7M
valuable to international supply chain organizations.
Total $18.9M
The OSC funds up to 75% of all Innovation Ecosystem activities. The remainder will be funded from other sources and through delivery partners.
The above figures are inclusive of both industry and OSC funding.
Page 8Key project areas: Inclusive talent attraction and transformation:
We have highlighted key projects below. For a 1. Capacity building: given the impacts of the
summary of announced projects, see Appendix A. pandemic, the OSC added strategic focus on
We will continue to build international cluster increasing awareness of ocean opportunities
relationships focused on the UK, Asia, US and and building ocean technology skill sets
Europe, and on the information within Canada’s within the ocean economy. The Blue Futures
ocean asset map to increase access to ocean Pathways Project has committed to creating
innovation resources and national connectivity. connections with ocean career opportunities
for 2500 youth between the ages of 18 and
Company creation and growth: 30, focusing on Indigenous and other under-
1. Ocean Startup Project: is a 24-month series represented populations.
of activities to foster and support new ocean
2. Inclusion: the OSC is committed to building
technology companies. It focuses on funnel
an inclusive ocean economy and all IE
development and acceleration. The project
projects focus on inclusion, diversity and
continues to build upon its success and
Indigenous engagement. We have the
will launch a second cohort of Lab2Market
following active projects heading into 2022:
Oceans in September and a second cohort of
Creative Destruction Lab Oceans in October. a. Indigenous Career Pivot Project (ICPP):
Engagement activities are underway through This project is facilitating meaningful
strategic events such as the newly launched career opportunities for mid- career
Ocean Solutions Exchange webinar series and Indigenous peoples interested in
regular mentorship meetings with start-ups entering a new role with an OSC member
who applied to the Ocean Challenge. A final company to gain experience in an ocean
challenge competition will launch spring 2021. industry. The placements will benefit
all participants – both mid- career
2. International ocean technology and
Indigenous peoples and the participating
innovation conference: the OSC is
employers. The initial one-year placement
partnering with organizations throughout
was complete in 2021 and work is
Atlantic Canada and the Economist to deliver
underway to expand the program
an ocean technology conference in October
throughout Canada and additional
to attract over 200 ocean leaders from all
partners, and deliver a second cohort.
over the world. This will create an opportunity
to showcase Canadian ocean technology b. Ocean Allies: In 2022, the OSC and
as well as any early outcomes from both Ocean Allies teams are working to
our Technology Leadership and Innovation develop strategies with project partners
Ecosystem projects. This conference was to address challenges identified in the
delayed from 2020 given the impact of the Navigating Change report issued in
pandemic. The OSC was involved in the February 2021.
virtual delivery of an Economist insight hour
in December 2020 with 250 people from 41 c. Inclusive Workforce for Arctic Ocean
countries in attendance. Technology: working with existing
SmartICE SmartICE operators to co-
design a new curriculum that addresses
Page 9addresses the social, structural, and Ocean innovation and collaboration:
geographic barriers to delivering training 1. CRIOP-DO Project - Building upon the
in remote Inuit communities. The new successful Critical Intervention and
curriculum will include a focus on Operability Analysis (CRIOP) methodology
improving fundamental literacy, digital developed in Norway to establish a
literacy, and the essential skills needed uniquely Canadian methodology that
to process and interpret data outputs demonstrates safety and reliability
from SmartICE technologies. Overall, assurance of critical complex digital
the project aims to co-design operator ocean systems. The project is currently
training with Inuit in four communities. identifying opportunities for ocean
digitalization, supporting national
d. Two-Eyed Seeing Project - Indigenous
regulatory compliance with the
Engagement is identified as building
development of the new methodology,
block of the OSC foundational structure.
and focusing strategically on human-
Even prior to its formalization, the OSC
machine interfaces in normal and
began discussions with Indigenous
abnormal operating scenarios.
groups on potential collaborative
efforts that would shape meaningful 2. Canada’s Ocean Asset Map - The aim
activities. This has been formalized in of Asset Map 2.0 is to increase the
an Indigenous Engagement Strategy and number of listings claimed, improve
accomplished through specific initiatives the quality of listings, enhance the
and measures. Opportunity exists to overall user experience, and offer a
reshape engagement to an Indigenous- French version of the existing map and
led model to encourage greater project database (www.canadasoceanassets.
participation and capitalize on greater ca). Such enhancements will increase
knowledge exchange. This project interconnectedness between ocean
would undertake initiatives to provide companies and other key players in
Indigenous communities to identify their Canada’s ocean ecosystem and raise
own goals and objectives for engagement awareness around the existing and
and participation with the OSC and anticipated opportunity for inclusive and
identify possible knowledge exchange rewarding engagement afforded therein.
opportunities and mechanisms.
3. OSC Working Groups - The OSC has
• Two-eyed seeing definition: Using several working groups that meet
multiple perspectives to find balanced throughout the year including:
approach to different views that often
a. Technology Leadership Working Group:
clash. Using the Indigenous perspective
has participation by our over 100
that is rooted in relationships (to mother
industry members. The purpose of this
earth and to each other) and using
group is to create the opportunity to build
the western perspective that rooted in
business relationships and discuss topics
science and technology.
of common interest.
b. Innovation Ecosystem Working Group
Page 10b. Innovation Ecosystem Working Group Ocean stakeholders and meets quarterly.
brings together a diverse group of ocean The group’s purpose is to build relationships
stakeholders to provide input on cluster among other Indigenous members of the
projects, programs, and activities throughout OSC, advise the OSC on key elements
the year. of Indigenous engagement and be
ambassadors of the OSC to develop and
c. Indigenous Engagement Working Group participate in Indigenous focused innovation
has participation from Indigenous member ecosystem projects.
organizations and other key Indigenous
OVERALL OSC PROGRAM MANAGEMENT
Program management includes organizational • Leveraging and enhancing technology to
support for strategy, finance, administration, support OSC activities including related
member engagement, communications and processes around data management,
management. Key organizational activities in reporting security and our member
2022 include: engagement portal; and
• Continuing to expand communications to
• Supporting the OSC staff throughout multiple support all OSC activities including our
cities across Canada; social media presence, engaging with
• Continuing to engage nationally and traditional media, increased keynote
internationally through key conferences, speaking opportunities both in Canada
collaborations, and meeting opportunities; and internationally, and leveraging our OSC
website and member portal.
Page 11CORPORATE STRUCTURE
AND FINANCIALS
Canada’s Ocean Supercluster is a not-for-profit established in 2018. We currently have 14 Board
members and in addition our CEO is an ex-officio Board member. We had a number of director changes
in 2021, with four new Board members appointed from across Canada at our Annual General Meeting
and have maintained Board composition requirements of our Contribution Agreement.
Financial forecast (in millions):
Expenditures
Funding Sources
Program 2022
TL Program IE Program
Management Total
Innovation Superclusters
$83.2M $7.8M $3.4M $94.4M
Initiative
Industry $95.6M $11.1M $0.6M $107.3M
Interest income and other $0.1M $0.1M
Total $178.8M $18.9M $4.1M $201.8M
Forecast revenues from other sources (in millions)
2022
Other sources of revenue
Amount
Industry Contribution towards eligible project costs $95.6M
Industry Contribution towards Innovation Ecosystem & Program Management $11.7M
Interest income and other $0.1M
Total $107.4M
Forecast revenues from other sources (in millions)
2022
Industry Matching Funds
Amount
Industry Contribution towards eligible project costs $95.6M
Industry Contribution towards Innovation Ecosystem & Program Management $11.7M
Total $107.3M
Page 12KEY OUTCOMES FOR FISCAL 2022
To monitor our performance and progress against the Corporate Plan and 5-year strategy, all projects
will be required to provide status updates at minimum on a quarterly basis. These monitoring
strategies will include receiving and reviewing financial information and metrics reporting as well as
evaluating progress against both qualitative and quantitative project objectives. Fiscal 2022 is the last
year of our 5-year mandate and our progress to date on our shared challenges and planned activities
for 2022 are included below:
Shared Challenges Original 5-year Plan Objective Outcomes (To-date & Planned)
Costs and risks • Increase in the commercial • Over $160 million in industry
potential and commercial investment
value of research and
• Over 80% of projects led by SMEs
development activities across
ocean sectors • The OSC has over 100 industry
members representation
• Attract over $150 million in
representing 10 ocean sectors
industry investment
2022: Funded projects continue to
deliver commercial outcomes.
Connectivity • 100% of all projects involve
• 21 research institutions engaged
or benefit multiple ocean
in projects
sectors, SMEs, research
institutions, NPOs, • 10 indigenous organizations are
Indigenous communities or partnered on projects
under-represented groups
• 50 NPOs are part of OSC projects
• Engage over 200
• 220 organizations involved in
organizations through
projects
technology leadership project
participation or involvement • Data registry being developed
in innovation ecosystem through the Vitality Project
engagement activities
2022: continue to look for
• Increase in data exchange opportunities for projects to share
across ocean stakeholders progress and IP and data sharing
opportunities
Page 13Shared Challenges Original 5-year Plan Objective Outcomes (To-date & Planned)
Capability • Increase the total percentage • Directly supporting 51 startups
of venture capital funds via the Ocean Startup Challenge
invested in ocean technology with 1.7 million in awarded new
companies investment
• Increase the number of jobs • More than 80 early-stage
in ocean sectors by 3,000 by companies supported, and 30
2030 new ocean companies created
• Increase in the participation • Over 4,500 jobs created through
of underrepresented groups current projects and close to
within the ocean economy 20,000 projected by 2028
• Increase the number of • 11 mid-career internships through
students in ocean studies ICPP and more than 450 early
career placements through Blue
• Double the number of ocean
Futures Pathways
tech startups
• Pilot awareness program
• Increase revenue and
launched in schools around
employment within SMEs
careers in the “Future of Oceans”,
reaching more than 300 students
2022: Deliver OLIP call and projects.
Continue to create opportunities for
underrepresented groups through
Blue Futures Pathways, Ocean Allies
and ICPP.
Reach • Increase the economic value • Total GDP impacts have not been
of Canada’s ocean sectors by calculated.
$14B by 2030
• Partnerships established s in
• Develop four new Spain and Norway, and with The
international partnerships Plant and the Port of San Diego.
• Increase number of pan- • Member survey indicates 56% of
Canadian supply- chain members have developed new
partnerships. relationships as a result of the
OSC.
Page 14INTELLECTUAL PROPERTY
AND DATA STRATEGIES
Intellectual Property Strategy • IP rationales will continue to be included in
In the spring of 2019, the OSC hired an project proposals. The evaluation process
Intellectual Property Manager to assist for projects will consider this information as
companies with any questions on developing part of the selection process for Technology
their IP rationales. All Technology Leadership Leadership projects. The OSC will help to
projects that were submitted to the OSC in identify and maximize the opportunities to
2020 and 2021 for evaluation have included develop, protect, commercialize and share IP.
an IP rationale and an evaluation of that
• Continue to participate in the supercluster
rationale by the IP Manager. In 2020, the
peer group of IP managers that, among
OSC initiated a series of IP workshops with
other items, aims to collaboratively develop
presentations by subject matter experts on
IP related metrics and ways to leverage
issues related to collaborative Research and
each cluster’s IP registry. With the launch of
Development (R&D) projects to discuss key
several TL projects, OSC expects to build the
IP considerations and provide an opportunity
number of entries in its IP Registry allowing
for members and other regional stakeholders
members to request and negotiate licenses
to ask questions related to their technology
to use Foreground IP, subject to relevant
development efforts in OSC projects. These
competitive issues.
workshops continued in 2021 as part of OSC’s
IP strategy to increase awareness of IP related • Continue to identify IP emerging from TL
topics amongst members. This is especially projects and populate the IP Registry. It will
relevant for SMEs who are less likely to have also continue to seek out ways to identify
dedicated in-house IP resources. OSC’s IP opportunities for members to benefit from
registry is launched, and an overview of the the visibility and access provided by the IP
objectives of the IP Registry and the nature Registry.
of information within it was shared with OSC
members as part of a TLWG meeting. There are
no changes planned to the IP strategy in 2022. Data Strategy
Every TL project proposal is required to
In 2022, the OSC will build and expand upon articulate how the project will increase
the IP strategy: data exchange and facilitate data-driven
• The IP Manager will continue to advise collaboration among OSC members and
the OSC and its member organizations, the broader ocean ecosystem and deliver a
particularly SMEs, on best practices related long-term positive impact to Canada’s ocean
to IP; and provide guidance and support to data network. This strategy has increased
project participants developing technology the amount of data assets that have been
leadership project IP rationales. identified and committed as shareable with
stakeholder groups beyond the project
Page 15consortium. The VITALITY Project is building a innovation in a manner that maximizes
data registry that will be founded on use return on investment, both for members and
cases in tidal, aquaculture, and offshore Canada as a whole.
wind. The OSC has also approved the Digital
• Leverage the unique opportunity to use its
Offshore Canada Project which will be an open
strategic position as a connectivity network
marketplace for offshore digital assets and
across ocean sectors to encourage and
twins. There were no changes made to the data
facilitate data exchange aimed at driving
strategy in 2021.
industrial growth that delivers a long-term
positive impact to Canada.
In 2022 the OSC will continue to:
• Work with CIOOS to build momentum through • Ensure all OSC operational data is
the VITALITY Project. appropriately protected including user
access, change management, data
• Facilitate digital collaboration among OSC
classification and compliance with all data
members, as well as between the OSC and
privacy requirements.
the broader ocean ecosystem, to foster
Page 16RISK MANAGEMENT
The OSC has developed focused approaches to address the risks to the implementation of its 2022
Corporate Plan. The following risks and mitigation strategies have been identified for fiscal 2022
Risk Mitigation Strategy
Project outcomes: ability • Reporting - Ensuring robust project reporting
of projects to achieve
• Project Management and Monitoring
desired outcomes
• The OSC has a seat on all project steering committees which
meet regularly to monitor project success
• Enhanced our project portfolio reporting
• The OSC is able to leverage the claims for reimbursement that
are submitted to the OSC by project teams for insight into project
spend/progress against project outcomes, deliverables and
milestones
Project disbursements: • Project Monitoring and Forecasting – actively working to monitor
ability of the OSC to meet project spending and to adjust our forecasts so that any potential
our annual disbursement issue is identified as far in advance as possible
targets
• Project advances – provide project advances to help projects
initiate activity quickly and to help SMEs manage project cash
flow
• In cases where we have underspent funding, we will redirect such
funding towards other projects.
Renewal – Ability of • Collaboration – work closely with ISED and other stakeholders
the OSC to attract involved in the renewal decision to provide data, information
Government of Canada required to support the case for renewal
funding beyond March
• Communication – seek ongoing clarity from ISED and elected
2023
officials on the status of renewal
• Consider the role of the OSC beyond original project funding.
Explore opportunities for additional funding through other
sources.
Page 17APPENDIX A:
CURRENT ANNOUNCED PROJECTS
Technology Leadership Projects:
Project Name/Budget About the Project Collaborators
Ocean Vision Development of new underwater • Kraken
$20M technologies and products that will
• Petroleum Research
support Robotics-as-a-service and
Newfoundland and
predictive analytics business models
Labrador (PRNL)
https://www.oceansupercluster.ca/ • Nunavut Fisheries
canadas-ocean-supercluster-osc-
stakeholders-announce-exciting- • Ocean Choice
milestone/ International
Ocean Aware Subsea monitoring of fish health, fish • Innovasea
$29M movement, and environment
• Irving Shipbuilding,
Emera
https://www.oceansupercluster.ca/
project/canadas-ocean-supercluster- • Nova Scotia Power
announces-29m-ocean-aware-project/
• Xeos Technology
• Dartmouth Ocean
Technologies
• Memorial University
Dalhousie University
• Department of
Fisheries and Oceans
Canada
• Ocean Tracking
Network
Page 18Project Name/Budget About the Project Collaborators
Ocean DNA System DNA assessment, monitoring and • eDNATec
$4.9M characterization of the ocean
• Department of
Fisheries and Oceans
https://oceansupercluster.ca/
Canada
project/canadas-ocean-supercluster-
announces-4-9m-oceandna-system/ • PRNL
• Nunavut Fisheries
Association
Smart Protective Development of revolutionary • Graphite Innovation
Coatings graphene-based protective coating and Technologies
$4.6M products for vessels
• Horizon Maritime Ltd
https://oceansupercluster.ca/ • Mitacs
protective-coatings-project/
Colab Enterprise Enterprise-ready review and • Colab
$2.8M engineering communication platform
• PRNL
https://www.oceansupercluster.ca/ • Kraken
colab-enterprise-project/
• Genoa
Marine SAR Helicopter New hoist simulator training for search • Bluedrop Training and
Mission Simulation and rescue operators Simulation
$2.1M
• Cougar Helicopters
https://oceansupercluster.ca/marine-
sar-program • Marine Institute of
Memorial University of
Newfoundland
X0-G2 Next generation uncrewed service • Graphite Innovation
$3.4M vessel – faster, deeper and further and Technologies
offshore
• Horizon Maritime Ltd
https://www.oceansupercluster.ca/ • Mitacs
xocean-xo-g2-project/
Page 19Project Name/Budget About the Project Collaborators
CARIS Cloud Reduce the need for software operators • Teledyne CARIS
Technology in the field and enable increased
• Ocean Floor
$2.1M processing and quality control from an
Geophysics (OFG)
office or home setting
• Marine Institute of
https://www.oceansupercluster.ca/ Memorial University of
caris-cloud-technology-project/ Newfoundland
• University of New
Brunswick Ocean
Mapping Group
• CIDCO
• H2
Rutter Internet of Remote monitoring as a managed • Rutter Inc
Things Project service with specialty radar system
• Husky Energy
$3.1M data acquisition, and cloud-based
storage and analytics
https://www.oceansupercluster.ca/
project/canadas-ocean-supercluster-
announces-3-1m-rutter-iot-project/
Digital Ship Advanced technology platform to help • Seaspan Shipyards
In-Service Support vessel designers, builders, operators
• Genoa Design
$2M and maintainers more efficiently
manage vessel lifecycle
https://www.oceansupercluster.ca/project/
digital-ship-in-service-support-project/
Tallybot: Artificial Next generation of seafood processing • ThisFish Inc.
Intelligence for Next powered by traceability and production
• Orca Specialty Food
Generation Seafood software focused on improved
Processing efficiency and quality • Hardy Buoys Smoke
$842K Fish Ltd
https://oceansupercluster.ca/project/
tallybot-project-artificial-intelligence-for- • McGill University
next-generation-seafood-processing/ • York University
• Eurofish
Page 20Project Name/Budget About the Project Collaborators
Automated Pipeline Development of a commercially ready • 2G Robotics
Payload for Small AUVs small AUV payload, for immediate
• Ocean Floor
$1.7M adoption by inspection companies
Geophysics EIVA
to improve their capability and cost
efficiency • L3Harris OceanServer
https://oceansupercluster.ca/project/ • Ocean Infinity
automated-pipeline-payload-for-small-
auvs-project/
Ocean Energy Smart Solutions to help reduce the • BMT
Grid Integration dependence of diesel power
• Sustainable Marine
$975K generation in rural communities and
increase the opportunity for use of • University of Victoria
renewable source of energy
• Rainhouse
https://oceansupercluster.ca/project/ • Turtle Island Innovation
ocean-energy-smart-grid-integration-
project/
Miniaturized Sonar Creation of a customized, miniaturized • Sensor Technologies
Transducers Project piezocomposite transducer direct to
• NorthEastern Micro
$907K un-crewed platform developers
• Kraken Robotic
https://www.oceansupercluster.ca/ Systems Inc.
project/miniaturized-sonar-transducer-
project/ • Dr. Christopher Purcell
Digital Offshore Canada A platform for the development, • Petroleum Research
$18M validation and commercialization of Newfoundland and
digital twins for a range of applications Labrador
in Canada’s offshore as well as for
• Hatch Ltd
other ocean industries
• MNP
https://oceansupercluster.ca/project/
digital-offshore-canada-zones- • Virtual Marine
extracotieres-numerique-du-canada/ • GRI Simulations
• Memorial University
Page 21Innovation Ecosystem Projects:
Project Name/Budget About the Project Collaborators
Ocean Startup Project Double the number of high-quality, • Genesis
$6.8M ocean technology start-ups thriving in
• Creative Destruction
Canada
Lab (CDL)
https://www.oceansupercluster. • Innovacorp
ca/projects/innovation-ecosystem-
activities/ocean-startup-project/ • New Brunswick
Innovation Foundation
• PEI BioAlliance
• Springboard Atlantic
Vitality Advancing ocean data analysis, • Pisces Research
$3.8M management and visualization Project Management
capabilities, and products Inc.
• Dalhousie University
https://oceansupercluster.ca/cluster-
building-vitality-project/ • Perennia Food and
Agriculture Inc.
• Fundy Ocean Research
Centre for Energy
• University of Victoria
• St. Lawrence Global
Observatory
• Tula Foundation and
The Hakai Institute
• Marine Renewables
Canada
• COINAtlantic
Page 22Project Name/Budget About the Project Collaborators
Inclusive Workforce Develop technical skills training for Inuit • SmartICE
for Arctic Ocean participants across Inuit Nunangat
• Pinnguaq Association
Technology
$1.8M https://www.oceansupercluster.ca/ • Nunavut Fisheries
smart-ice-inclusive-workforce-for-tech/ Association
• Ilitaqsiniq Literacy Council
• Social Research
and Demonstration
Corporation
Ocean Allies Access, engage, and support a diverse • Pisces Research Project
$420K ocean economy Management Inc.
• Upswing Solutions
https://oceansupercluster.ca/ocean-
allies-project/ • Huntsman Marine
Science Centre
• Assembly of First Nations
• BioNB
• Centre for Ocean
Ventures and
Entrepreneurship (COVE)
• Irving Shipbuilding
• Nova Scotia Business Inc.
• Ocean Technology
Council of Nova Scotia
• Ocean Frontier Institute
• OceansAdvance
• PanGeo Subsea
• Synapse
• Mitacs
• Ulnooweg
Page 23Project Name/Budget About the Project Collaborators
Blue Futures Pathways Building capacity, providing mentorship • Students on Ice
$2.4M and support for youth (aged 18-30 Foundation
years old) to pursue a career in ocean
• ECO Canada
sectors
• Centre for
https://www.oceansupercluster.ca/blue- Ocean Venture
futures-pathways/ Entrepreneurship
(COVE)
• Mitacs
Port Integration And The Port Integration and Enhancement • Bluenode
Enhancement Of Data of Data Project will support economic
• Halifax Port Authority
Project growth both as an ocean transport hub
$3.2M and as a software hub. Through the more • Saab
effective and efficient ocean operations,
the project will also create more resilience • NRC
to the Canadian supply chain.
https://oceansupercluster.ca/port-
integration-and-enhancement-of-data-
project/
Page 24Fishless Marine This Nova Scotia-led project will work to • Mara
Microbial Fish Oil develop an algal nutritional oil that fully
• Acadia University
Project mimics and complements the health
$3.48 M benefits of fish oil consumption. Fish oil • Algarithm Ingredients
has numerous health benefits including
the support of heart health. Fish, however, • Nature’s Way of
are a finite resource. In this project, Mara Canada
Renewables Corporation is collaborating
with Acadia University, Nature’s Way
Canada, and Algarithm Ingredients to
discover novel marine sources of EPA as
well as develop existing strains from Mara’s
algal marine microbial library. The outcome
will be a sustainable, alga-based nutritional
oil, rich in EPA, which would complement
Mara’s existing omega-3 DHA offering for
human use and health benefits.
https://oceansupercluster.ca/fishless-
marine-microbial-fish-oil-project/
Autonomous COMPASS This Nova Scotia-led project will develop • Sensor Tech
Project a portable, embedded passive acoustic
• Kraken Robotics
$3M capability which will allow the data to
Systems
be collected and analyzed in-real time,
onboard an untethered autonomous • 3D Wave Design
underwater vehicle.the Autonomous
COMPASS Project team will work
together to develop a compact, multi-
element passive acoustic monitoring
system to conduct passive acoustic
monitoring (PAM), which is used in
defence applications, oceanographic
research, marine mammal protection
activities, and energy exploration.
https://oceansupercluster.ca/
autonomous-compass-project/
Page 25APPENDIX B:
OCEAN SHARED CHALLENGES
Reducing Cost and Risk: Strengthening Capability:
All sectors of Canada’s ocean economy are Canadian companies remain overly reliant on
united by the dominating influence of cold, highly human intervention in harsh operating conditions.
variable, and harsh environmental conditions Additionally, there is a limited ocean sector
on their operations. These conditions increase startup pipeline and a limited pool of available
risk and reduce efficiency of marine based talent. To address this challenge, there is a need
operations, adding cost and complexity for to develop, retain, and attract world class talent,
businesses. While land-based industries can draw on innovative ideas and digital solutions
exploit ubiquitous cellular and Wi-Fi networks to from other jurisdictions as well as increase the
deploy novel digital technologies (e.g. the Internet number of start-ups focused on ocean solutions.
of Things), it remains a challenge to communicate, We need to engage employers, employees,
collect, and transmit timely data and to operate Indigenous communities and organizations,
reliably and safely in the ocean—even in near not-for-profit organizations, as well as academia
shore conditions. By encouraging cross-sector and employ multiple strategies to create a
collaboration and providing industry matching, the diversified and inclusive workforce of the future.
OSC will create a new model for ocean activity, Finally, smart capital focused on investments in
reducing risk for individual organizations. the ocean sector needs to be made more easily
available so that businesses can thrive and take
Increasing Connectivity: on risks associated with innovation.
Industry leaders and their immediate suppliers
often have a limited awareness of the research Increasing Reach:
and development activities of other sectors It is sometimes difficult for international
and the creative technological capabilities of companies to navigate the ocean economy in
SMEs. This limited awareness exists because Canada and identify potential partnerships.
there are few mechanisms for idea exchange Canada’s Ocean Supercluster has the potential
between companies that do not have an to provide a single-entry point to help companies
established commercial relationship. SMEs that identify potential partnerships. Further, while
are not in the supply chain often have a weak there is significant export activity across ocean
understanding of large industry needs, which sectors, there is an opportunity to increase export
creates a prevalence for innovation “technology and supply chain opportunities for Canadian
push” rather than the “market pull” of industry. ocean tech companies and help facilitate
The OSC will create multiple connection points connections through supercluster activities.
for its members to strengthen overall ecosystem
relationships and knowledge of ocean activities
and marine assets throughout the country.
Page 26contact@oceansupercluster.ca
oceansupercluster.ca
@CanadaOSC
@Canada’s Ocean SuperclusterYou can also read
