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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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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”
2 PAGE
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
3 PAGE
TRANSNET
ENTERPRISE MINISTER
TRANSPORT MINISTER
4 PAGE
NATIONAL PORTS SYSTEM – The Ports
5 PAGE
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
6 PAGE
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
7 PAGE
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
8 PAGE
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
9 PAGE
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
10 PAGE
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
11 PAGE
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
12 PAGE
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
13 PAGE
PILOTAGE PROGRAMME
14 PAGE
TUGMASTER PROGRAMME
15 PAGE
MARINE MANAGEMENT
16 PAGE
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
17 PAGE
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.
18 PAGE
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
19 PAGE
WIMS
20 PAGE
SEAFARERS AWARDS 2011
21 PAGE
COMMUNITY SOCIAL INVESTMENT (CSI)
22 PAGE
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
23 PAGE
THANK YOU
Q & A