No abstract

European oceans are subject to rapid development. New activities such as aquaculture and ocean energy have gained importance. This triggers interest in "multi-use platforms at sea" (MUPS), i.e., areas at sea in which different activities are combined. MUPS are complex features with regards to technology, governance, and financial, socioeconomic, and environmental aspects. To identify realistic and sustainable solutions and designs for MUPS, the MERMAID project applied a participatory design process (PDP) involving a range of stakeholders representing companies, authorities, researchers, and NGOs. This paper evaluates if and how the participatory design process contributed to the design of multi-use platforms. It is based on interviews with the managers of the case study sites and a questionnaire administered to all stakeholders participating in the PDP workshops. Analyzing the four case studies, we conclude that the participatory design process has had a valuable contribution to the development of the four different designs of MUPS, even though the preconditions for carrying out a participatory design process differed between sites. In all four cases, the process has been beneficial in generating new and shared knowledge. It brought new design issues to the table and increased knowledge and understanding among the different stakeholders.

The EU H2020 MaRINET2 project has a goal to improve the quality, robustness and accuracy of physical modelling and associated testing practices for the offshore renewable energy sector. To support this aim, a round robin scale physical modelling test programme was conducted to deploy a common wave energy converter at four wave basins operated by MaRINET2 partners. Test campaigns were conducted at each facility to a common specification and test matrix, providing the unique opportunity for intercomparison between facilities and working practices. A nonproprietary hinged raft, with a nominal scale of 1:25, was tested under a set of 12 irregular sea states. This allowed for an assessment of power output, hinge angles, mooring loads, and six-degree-of-freedom motions. The key outcome to be concluded from the results is that the facilities performed consistently, with the majority of variation linked to differences in sea state calibration. A variation of 5–10 % in mean power was typical and was consistent with the variability observed in the measured significant wave heights. The tank depth (which varied from 2–5 m) showed remarkably little influence on the results, although it is noted that these tests used an aerial mooring system with the geometry unaffected by the tank depth. Similar good agreement was seen in the heave, surge, pitch and hinge angle responses. In order to maintain and improve the consistency across laboratories, we make recommendations on characterising and calibrating the tank environment and stress the importance of the device–facility physical interface (the aerial mooring in this case).

Organizational leaders can make a large, positive impact on their employees during crises. However, existing research demonstrates that social support is not always effective in helping employees cope with stress, and existing research has not fully identified features of support attempts that determine their effectiveness. Using mixed methods, the authors investigate the efficacy of organizational leaders’ support efforts during a crisis. In the first study, 571 employees (196 university administrative staff, 192 licensed nurses, and 183 licensed engineers) described actions their leaders engaged in to support them during a global pandemic. Nine themes differentiated helpful from unhelpful leadership support: autonomy, changes, communication, personal resources, safety, timing, tone, work equipment, and workload. Study 2 used a quantitative methodology (162 licensed nurses and 239 licensed engineers) to demonstrate that leadership actions employees deemed as helpful in Study 1 were associated with less employee burnout and fewer physical symptoms. Drawing from emerging social support literature and the stressor-strain model, the findings inform optimal leadership support practices during crises.