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1 PAGE BEYOND SKILLS DEVELOPMENT AND MANAGING A DECLINE IN MARINE EXPERTISE IN A CHANGING LANDSCAPE – A SOUTH AFRICAN PERSPECTIVE “A rationale and benefits of developing a human capital strategy for Port Operations”

Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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Capt. Dennis Mqadi, Harbour Master, Port of Cape Town, Transnet National Ports Authority, South Africa delivered this presentation at the 2012 International Harbour Masters Congress – Global Port and Marine Operations in Ireland. The Congress provides a unique forum in which formal Association meetings are combined with a conference and an exhibition - displaying equipment, services and technical developments from throughout the port and harbour sector. The event is held biennially and will next take place on 26-30 May 2014 in Bruges – Ghent, Belgium. Addressing the theme, ‘Safe and smooth access to ports: A challenge’, the 9th IHMA Congress in Belgium will showcase technical and operational breakthroughs together with international case studies on the development and management of modern port and marine operations across the globe. For more information about the congress, please visit the event website: http://www.globalportoperations.com

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Page 1: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

1 PAGE

BEYOND SKILLS DEVELOPMENT AND MANAGING A DECLINE IN MARINE EXPERTISE IN A CHANGING LANDSCAPE – A SOUTH AFRICAN PERSPECTIVE

“A rationale and benefits of developing a human capital

strategy for Port Operations”

Page 2: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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OUTLINE

1. Background

•Organizational structures – TRANSNET and National Port Authority

•National Ports Authority – Organizational structures and Functions as Ports Act

2. Strategic initiatives to address skills shortage, training and development –

Maritime Operations

•Human capacity statistics – National Ports Authority

•Key issues – drivers of Ports Operations Capacity Shortage

•Key strategic interventions and focus areas

•Success stories – the key benefits of interventions

3. Short and long-term strategies for Human Capacity training, development and

retention

•Local and international partnership in Capacity Training and Development – Port Authority

Human Capacity – the future

•A South African integrated Maritime Capacity Development approach – the future

4. Conclusion

Page 3: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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TRANSNET

ENTERPRISE MINISTER

TRANSPORT MINISTER

Page 4: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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NATIONAL PORTS SYSTEM – The Ports

Page 5: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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National Ports Authority

Chief Executive

Chief Harbour Master

GM Operations

GM Human Resources

GM Infrastructure

GM Corporate Affairs

GM Commercial

GM Strategy

CFO CIO

GM Legal GM Supply

Chain

• The division has 3500 employees and half of those are Maritime skilled employees • Manages 8 commercial ports with more than 70 commercial berths and more than 40 terminal operators • Ports Act 12 of 2005 is governing legislation for Port Authority in South Africa

Page 6: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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FUNCTIONS OF PORT AUTHORITY – Ports Act 12 of 2005

Master planner

Landlord

Marketer &

administrator

Coordinator with

other state agencies

Change agent

Promote the use, improvement and development of ports, and control land use within the ports, having the power to lease port land under conditions it determines

Plan, improve, develop and maintain port infrastructure

Make and apply rules to control navigation within port limits and approaches, ensure protection of the environment and ensure safety and security within port limits

Ensure that adequate, affordable, equitable and efficient port services and facilities are provided for port users

Ensure non-discriminatory, fair, transparent access to port services and facilities; advancement of previously disadvantaged people; promotion of representivity and participation in terminal operations; enhanced transparency in port management

Advise on all matters relating to the port sector, and liaise with all stakeholders

Controller of ports

navigation

Controller of ports

services & facilities Ensure that port services and facilities are provided, and may enter into agreements or licence other parties to provide these

Page 7: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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Human Capacity – Port Authority: Pre-and-Post-2000

Pre-2000 Current Future (Projected)

Officers (Engineering and Deck)

180 259 454

Ratings (Engineering and Deck)

900 1093 1295

Officers in training 40 63 69

Ratings in training 71 119 261

Cadets - Deck 20 38 50

Cadets - Engineering 18 94 90

Other skills – Ship Repair, Lighthouses etc.

270 230 250

Other – Marine Management & Support

140 90 100

1640 1986 2569

Page 8: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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Key issues – drivers of Ports Operations Capacity Shortage

•Recruitment was based on the number of personnel that felt being at sea was enough and

opted for shore based work. Recruitment from shore based personnel was not a priority.

•Country’s needs for skills development were not a priority in Maritime especially in Port

Operations.

•No structured training programmes – in-house trainings were not documented

•Lack of analysis/research of skills shortage in the future – we do business with what we have.

•Lack of focus on business re-engineering thinking – business as usual. This affected service

delivery.

•Rigid training legislative requirements thereby resulting in stringent recruitment

requirements for Port Operations.

•Lack of structured training programmes for Port Operations. Training programme that will

focus on the port operation

•Limited Maritime training institutions in South Africa

•Lack of sea berths to provide training for new officers to meet an increasing demand of

qualified officers

•Lack of Maritime awareness – “Maritime as a career”

•Complex legislative regime e.g. Labour Laws

Page 9: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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KEY STRATEGIC INTERVENTIONS AND FOCUS AREAS

1. Recruitment was based on the number of personnel that felt being at sea was enough and opted for shore based work. Recruitment from shore based personnel was not that important.

2. Lack of focus on business re-engineering thinking – business as usual. This affected service delivery.

3. No structured training programmes – in-house trainings were not documented.

4. Country’s needs for skills development were not a priority in Maritime.

5. Lack of analysis/research of skills shortage in the future – we do business with what we have.

• Engagement with organs of the state to revise training requirements for port operations qualifications without compromising on training quality in line with STCW. These reviews included entry requirements for all grades especially officers.

• Reviews of manning levels onboard vessels bounds within Port Operations thereby enabling Port Authority to spread its limited resources in operations whilst focusing on capacity building

• Formation of dedicated training institution to focus on Port Operations training needs

• Development of structured operations and management training programmes by partnering with local and international training institutions

• Local workforce recruitment initiative with special focus on previously disadvantaged workgroup thereby ensuring a constant supply of trained port operations workforce. This formed part of Government transformation initiatives of 1994

• Retention of skilled and experienced workforce to assist in the mentorship and skills transfer.

Pre – 2000 : Prior to any interventions – capacity sourcing from seafarer pool

Post - 2000 : Strategic interventions focus areas

Page 10: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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Interventions success stories – benefits of reviewing training and development of skills in Port Operations

• 95% of the current active workforce excluding new recruitments are South African citizens

whist 100% of new recruits are South Africans mainly from previously disadvantage

communities.

• First pilotage and Harbour Master programme launched in 1999 in partnership with STC –

Netherlands

• 19% of the current workforce in Port Operations are women. In 2000, there were less than

3% women in Operations. First woman pilot graduated with her first pilotage license in 2001.

In 2011, Port Authority had a first women (3) to graduate as unrestricted licensed pilots.

• The Chief Harbour Master had been recorded as the youngest in world and from South African

perspective is a major transformation achievement.

• School of Ports has been a major success in training and developing Port Authority personnel

in all areas of Operations

• These interventions further support Government employment creation initiatives and creation

of stable employment.

• Strategic intervention has enabled NPA to increase fleet resources in operations thereby

delivery of predictable services

Page 11: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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Interventions success stories – benefits of reviewing training and development of skills in Port Operations

Year Programme Operational area

Remarks

1999 Pilotage Programme Pilotage • Since inception – we have trained more than 60 pilots.

• Currently there are 16 women as pilots • About 80% are a product of accelerated

programme through School of Ports

2006 Tug Master Programme Towage • Since inception – we have trained more than 70 Master – Tugboats

• Currently there are 34 women in Operations • 100% of trainees in this programme are from

accelerated programme through School of Ports

• Master – Tugboats are a feeder system for pilot training thereby enabling skills development and capacity building

1999 Harbour Master and Marine Operations Management Programme

Management • Visible high levels of transformation. • First woman Harbour Master in 2007 • First Chief Harbour Master in 2011 as part of

transformation • Currently - all Harbour Masters hold pilotage

licenses as part of accelerated Pilot Training Programme – an supports skills base knowledge

Page 12: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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Year Programme Operational area

Remarks

2002 Ratings Training and Development Programme

Deck and Engineering ratings

• With accredited programmes, School of Ports has facilitated multiple programmes for ratings.

• 21% are women are employed as ratings

Page 13: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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PILOTAGE PROGRAMME

Page 14: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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TUGMASTER PROGRAMME

Page 15: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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MARINE MANAGEMENT

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Local and international partnership in Capacity Training and Development – Port Authority Human Capacity – the future

• To sustain the current programmes and to start new programmes especially in

Engineering it is important to form partnership with local and international

institutions.

• School of Ports alone at the current state is not fully equipped to deliver all

programmes as skills continue to be in demand

• Local and International institutions and Statutory bodies:

• South African Maritime Safety Authority (SAMSA)

• Durban University of Technology (DUT)

• Cape University of Technology (CPUT)

• University of Stellenbosch and other local universities

• World Maritime University

• Shipping and Transport College (STC)

• Lloyd’s Maritime Academy

Page 17: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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A SOUTH AFRICAN INTEGRATED MARITIME CAPACITY DEVELOPMENT APPROACH – THE FUTURE

• Whilst the successes that have been shared here with you are a result of intervention strategies;

National Ports Authority skills growth will not be sustainable unless an integrated approach to

maritime skills problem is developed for the benefit of the entire nation.

• Current lead by South African Maritime Safety Authority (SAMSA), National Ports Authority and other

maritime industries, we have identified the following issues and potential solutions for the country:

Solution for shortage caused by lack of training sea-berths

• Various incentives to attract ship operators’ thereby increasing number of training sea berths including

introduction of tonnage tax

Solutions for shortage caused by costs imposed on employers

• Government to introduce training subsidies in line with those provided by leading maritime nations

Solutions for shortage caused by lack of local entrants to seafaring

• Recruitment campaigns that seek to increase intake of cadets driven by the demand of seafarers

• Creation of a national database to provide a single point of contact for people pursuing a maritime career.

• Conducting maritime awareness campaigns especially to the youth. Such campaigns to include school

programmes

• Creating and nurturing local and international partnerships will be the key to growing the industry.

Solutions for shortage caused by poor retention rates of trained seafarers

• Developing maritime retention strategies by focusing on creating integrated learning programmes for the

sector, coherent career patching and financial incentives to retain maritime skills.

Page 18: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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PROGRAMMES IN SUPPORT OF INTEGRATED APPROACH

•WOMEN IN MARITIME PROGRAMME

•The programme was introduced to create Maritime awareness especially for Women in South Africa.

•Vessel SA AGULHAS was used for showcasing Women-in-Maritime

•Vessel sailed from Cape Town to Durban via Port Elizabeth

•The programme was highly publicized in local and international media

•SEAFARERS AWARDS

•The awards are to sensitive and motivate seafarers in South Africa including all other related Maritime

industry fields.

•Recipients are selected from wider Maritime industry

•It is annual event since 2010

•CORPORATE SOCIAL INVESTMENT

•Programmes include

•Maritime studies at School level thereby enhancing Maritime knowledge in the wider community

•Adoption of Schools around the country

•Workplace exposure for kids

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WIMS

Page 20: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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SEAFARERS AWARDS 2011

Page 21: Captain Dennis Mqadi, Transnet National Ports Authority: Beyond skills development and managing a decline in marine expertise in a changing landscape: A South African perspective

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COMMUNITY SOCIAL INVESTMENT (CSI)

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CONCLUSION

• National Ports Authority and South African Maritime industry to survive and to

grow thereby remaining competitive; it needs to embrace and harness the

programmes it has established.

• These initiatives are not unique and we are confident as National Ports Authority

that we will able to continue to develop and retain skills in port operations.

• The Government engagement seeking support in Maritime skills developments and

retention will bear benefits and will, in future, see South Africa being one of the

major supplier of Maritime skills in the world

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THANK YOU

Q & A