Upload
others
View
3
Download
0
Embed Size (px)
Citation preview
Evolution of Supply, EmploymEnt and SkillS in thE EuropEan maritimE tEchnology SEctor
final report of the Eu-funded project “creating a European Skills council for the maritime technology Sector” (2014-2016)
With the Support of the European Commission
I
Creating a European Skills Council for the Maritime Technology Sector
-i-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
TableofContents1 Introduction...................................................................................................................................1
2 TheEuropeanMaritimeTechnologySector...................................................................................2
EuropeanShipyards:.................................................................................................................3
EquipmentManufacturersandSuppliers:................................................................................4
Designoffices,researchcentresandclassificationsocieties:...................................................5
3 Employmentsituation,forecastsandtrends.................................................................................6
Employmentsituationintheshipbuildingandmarineequipmentindustry............................6
EmploymentDevelopments:ThecaseofEuropeanyards........................................................7
NewSkillRequirementsandNewContractForms..................................................................10
4 Evolutionof theEuropeanMaritimeTechnologySector.Drivers and trends influencing futureskillsneeds:..........................................................................................................................................13
Fuelefficiency,costreductionsandenvironmentalregulations............................................13
OffshoreOil&Gas...................................................................................................................14
NewMarkets:BlueGrowthactivities......................................................................................15
Renewableenergysources.........................................................................................15
Marinerenewables(MRE)..........................................................................................15
Offshorebiomassproductionanddesalination.........................................................15
Aquaculture................................................................................................................15
MutualisationandColocation....................................................................................15
ICT...........................................................................................................................................16
TheArcticDimension..............................................................................................................16
5 QualitativeanalysisofSkillsandOccupations..............................................................................17
Skillsdemandanalysis.............................................................................................................21
Skillsgapinnewrecruits.........................................................................................................23
Futureactions.........................................................................................................................23
Recruitmentstrategies............................................................................................................24
6 InnovativeToolsandStrategiestoMonitorSkillNeedsandAddressSkillsMismatchinSector.25
CompanyLevel.............................................................................................................................25
ThecaseofRoyalIHC.................................................................................................25
ThecaseofFactoríasVulcano....................................................................................25
ThecaseoftheFrenchNavalIndustry.......................................................................26
Cooperationbetweenindustryandeducation............................................................................27
ThecaseofIRT(InstitutdeRechercheTechnologique)JulesVerne..........................27
TheVascoDaGamaProject.......................................................................................27
II
Creating a European Skills Council for the Maritime Technology Sector
-ii-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
ThecaseofMarineValleyKlaipėdaUniversity..........................................................28
Inter-sectoralcooperation...........................................................................................................28
ProposalsoftheFrenchNationalCouncilforIndustry...............................................28
SectoralcooperationattheEUlevel............................................................................................29
EuropeanSectoralSkillsCouncil(ESSC)fortheTextileClothingLeatherandFootwearindustry(TCLF)............................................................................................................29
7 Conclusions:.................................................................................................................................30
8 Policyrecommendations.............................................................................................................32
1.AEuropeanstrategy............................................................................................................32
2.Promotionofenvironmentallysustainablelegislation........................................................32
3.Planningsecurity.................................................................................................................33
4.FaircompetitionandAttractionofSkilledTalent...............................................................33
5.EducationandLifelonglearning..........................................................................................34
III
Creating a European Skills Council for the Maritime Technology Sector
-iii-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
TableofFigures
Figure1:TheEuropeanmaritimetechnologyindustry............................................................................................................3
Figure2:AnnualTurnoveroftheEuropeanMaritimeTechnologyIndustry...........................................................................3
Figure3:ComparisonofOrderbooksmid-2015(Bill.$)............................................................................................................4
Figure4:EquipmentSuppliersMarketShare...........................................................................................................................5
Figure5:AbsoluteandrelativenumberofemployeesinMarineEquipment,ShipbuildingandSMRCin2013ofSEAEurope
Members....................................................................................................................................................................................6
Figure6:EmploymentatSEAEuropeYardsandEquipmentSuppliersbyCountryin2013....................................................6
Figure7:Numberofemployeesinmarinesuppliespercountry(1stand2ndtier)total452kforEU28+NorwayandTurkey
....................................................................................................................................................................................................7
Figure8:Shipbuilding,boatbuildingandrepairofshipsandboats-EU-28............................................................................7
Figure9:EmploymentDevelopmentinTenEuropeanShipbuildingCountriesbetween2004and2014..............................8
Figure10:EuropeanShipbuildingOrderbookDevelopmentfrom2004to2014...................................................................9
Figure11:OrderbookCompositionbyShipTypeinGermany–evolutionfrom2004to2014...........................................10
Figure12:CompositionofstaffintheGermanshipbuildingindustrybyareaofwork(in%)..............................................11
Figure13:ProblemPressurefortheSupplyofSkilledWorkersfrom1(noproblem)to10(bigproblem)..........................11
Figure14:EuropeancommercialOrderbookbyShipTypes(inCGTterms).........................................................................13
Figure15:DistributionofTechnicalPersonnel–%ofTechnicalPersonnelEmployed.........................................................17
Figure16:DistributionofTechnicalPersonnelpercompanytype(fourmaincategories)...................................................18
Figure17:Recruitmentissuespercompanytype...................................................................................................................18
Figure18:Currentrecruitmentissues.....................................................................................................................................19
Figure19:ReasonsforPlannedRecruitmentintheMediumTerm.......................................................................................19
Figure20:Medium-termstaffforecast...................................................................................................................................20
Figure21:MediumTermRecruitmentTypesofPersonneltobeemployed.........................................................................21
Figure22:MediumTermRecruitmentTypesofPersonneltobeemployed.........................................................................21
Figure23:SkillsGapsinNewRecruits....................................................................................................................................23
Figure24:SkillsGapsinNewRecruitspercompanytype......................................................................................................23
Figure25:FutureActionstoAddressShortfallinSkills..........................................................................................................24
Figure26:CentralisedEurope-wideonlinerecruitmenttool.................................................................................................24
1
Creating a European Skills Council for the Maritime Technology Sector
-1-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
1 IntroductionOverthelastdecade,theEuropeanmaritimetechnologyindustryhasdevelopedtowardsdesigning,buildingandrepairingthemostadvancedandspecializedsystems,technologiesandvessels.Inordertoimproveitspositioninthemarket,theindustryiscontinuouslyintroducinginnovativetechnologiesandprocessesandtherefore,thecompetitivenessofthesectorreliesonitshighlyskilledworkforce.
However,theincreasedcomplexitiesoftheproductshavecreatedadditionaldemandforhighlyskilledstaff. A wide swath of the industry is suffering from a pronounced scarcity of skilled personnel,challengingthegrowthofthesectorandriskingthelossofacriticalmassofskillsandtechnologicalcompetences.
Inordertosupportthefacilitationof futureskills, trainingandmobility, the industryandworkers’representativesattheEuropeanlevel(SEAEuropeandIndustriALL,withthesupportoftheEuropeanCommission) are working towards the creation of a European Skills Council for the MaritimeTechnology Sector. This report has been prepared in support of this initiative and to provideintelligenceaboutthestatusoftheindustry,theemploymentsituation,skillsneedsandshortagesandtoidentifytoolstoimprovetheskillssupplyintheindustry.
The creation of European Skills Council for the Maritime Technology Sector is one of therecommendationsofLeaderSHIP20201strategy,adoptedbytheEuropeanCommissionandindustrystakeholdersinFebruary2013andendorsedbytheEuropeanCompetitivenessCouncilinMay2013.
LeaderSHIP 2020 strategy contains the vision of the maritime technology sector for a strong,sustainableandcompetitiveEuropeanmaritimeindustryin2020,employmentandskillsbeingoneofthepillarsoftheindustry’s‘strategicvision’for2020.
In the context of the Sectoral Social Dialogue, the social partners for the shipbuilding industry(IndustriALL Europe and SEA Europe, representing respectively the trade unions and maritimetechnology industry) jointly took the lead in creatingaEuropeanSkillsCouncil tomoreeffectivelyanticipatetheneedforskillsinthemaritimetechnologysectorandachieveabettermatchbetweenskillsandlabourmarketneeds.
InOctober2012, theSocial Partners finalised theEU-fundedproject “Identifying theactors in theshipbuildingsector inviewofsettingupaEuropeanShipbuildingCouncilon JobsandSkills”. Thisfeasibilityprojectidentifiedandmappedalmost200organizationsinvolvedintrainingandeducationfor the shipbuilding and repair sectors across Europe. Itwas found that these organisationsworkindependently, focused in their respective geographic areas, and do not collaborate or exchangeinformationwithsimilarorganizationsinothercountries.ThisrealityleadstotheexistenceofverydifferenttrainingprogrammesandcertificatesthatconstrainthemobilityofworkersandstudentsthroughoutEurope.Itisalsodifficultfortheregionalandnationalactorstomonitorandanticipatemarketand industryneedsat theEuropean levelandeffectively implementeducationaloffers forthem.ThestudyconcludedthattherewasastronginterestamongstthemaritimestakeholdersonthecreationofaEuropeanSkillsCouncilforthesectorandthatitwouldproviderealaddedvaluetoexistingactivities.
Onthebasisoftheoutcomesfromthatproject,itwasdecidedtomoveaheadwiththecreationoftheEuropeanSkillsCouncilforthesector.Uponthecallforproposals2013(VP/2013/010),thecurrentprojectwasgrantedwithadoubleobjective:1. Establishing the structure of the European Skills Council: roles, responsibilities, organisation,cooperationanddisseminationmechanisms2.SynthesisinglabourmarketintelligenceinthesectorThecurrentReportcontainstheoutcomesoftheresearchandworkcarriedoutduringthelifeofthisproject.
1http://ec.europa.eu/growth/sectors/maritime/shipbuilding/ec-support/index_en.htm
-1-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
1 IntroductionOverthelastdecade,theEuropeanmaritimetechnologyindustryhasdevelopedtowardsdesigning,buildingandrepairingthemostadvancedandspecializedsystems,technologiesandvessels.Inordertoimproveitspositioninthemarket,theindustryiscontinuouslyintroducinginnovativetechnologiesandprocessesandtherefore,thecompetitivenessofthesectorreliesonitshighlyskilledworkforce.
However,theincreasedcomplexitiesoftheproductshavecreatedadditionaldemandforhighlyskilledstaff. A wide swath of the industry is suffering from a pronounced scarcity of skilled personnel,challengingthegrowthofthesectorandriskingthelossofacriticalmassofskillsandtechnologicalcompetences.
Inordertosupport thefacilitationof futureskills, trainingandmobility, the industryandworkers’representativesattheEuropeanlevel(SEAEuropeandIndustriALL,withthesupportoftheEuropeanCommission) are working towards the creation of a European Skills Council for the MaritimeTechnology Sector. This report has been prepared in support of this initiative and to provideintelligenceaboutthestatusoftheindustry,theemploymentsituation,skillsneedsandshortagesandtoidentifytoolstoimprovetheskillssupplyintheindustry.
The creation of European Skills Council for the Maritime Technology Sector is one of therecommendationsofLeaderSHIP20201strategy,adoptedbytheEuropeanCommissionandindustrystakeholdersinFebruary2013andendorsedbytheEuropeanCompetitivenessCouncilinMay2013.
LeaderSHIP 2020 strategy contains the vision of the maritime technology sector for a strong,sustainableandcompetitiveEuropeanmaritimeindustryin2020,employmentandskillsbeingoneofthepillarsoftheindustry’s‘strategicvision’for2020.
In the context of the Sectoral Social Dialogue, the social partners for the shipbuilding industry(IndustriALL Europe and SEA Europe, representing respectively the trade unions and maritimetechnology industry) jointly took the lead in creatingaEuropeanSkillsCouncil tomoreeffectivelyanticipatetheneedforskillsinthemaritimetechnologysectorandachieveabettermatchbetweenskillsandlabourmarketneeds.
InOctober2012, the Social Partners finalised theEU-fundedproject “Identifying theactors in theshipbuildingsector inviewof settingupaEuropeanShipbuildingCouncilon JobsandSkills”. Thisfeasibilityprojectidentifiedandmappedalmost200organizationsinvolvedintrainingandeducationfor the shipbuilding and repair sectors across Europe. Itwas found that these organisationsworkindependently, focused in their respective geographic areas, and do not collaborate or exchangeinformationwithsimilarorganizationsinothercountries.Thisreality leadstotheexistenceofverydifferenttrainingprogrammesandcertificatesthatconstrainthemobilityofworkersandstudentsthroughoutEurope.Itisalsodifficultfortheregionalandnationalactorstomonitorandanticipatemarketand industryneedsat theEuropean levelandeffectively implementeducationaloffers forthem.ThestudyconcludedthattherewasastronginterestamongstthemaritimestakeholdersonthecreationofaEuropeanSkillsCouncilforthesectorandthatitwouldproviderealaddedvaluetoexistingactivities.
Onthebasisoftheoutcomesfromthatproject,itwasdecidedtomoveaheadwiththecreationoftheEuropeanSkillsCouncilforthesector.Uponthecallforproposals2013(VP/2013/010),thecurrentprojectwasgrantedwithadoubleobjective:
1http://ec.europa.eu/growth/sectors/maritime/shipbuilding/ec-support/index_en.htm
2
Creating a European Skills Council for the Maritime Technology Sector
-1-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
2 TheEuropeanMaritimeTechnologySector
InsertMayaWheel
Supplying, Building & Maintaining the Futurewww.seaeurope.eu
© 2014, SEA EuropeData source: IHS Fairplay
Anchor
dna
Hling V
essel
oR
ekc
tro
ppu
S hc
nuaL
pih
S t
Trans Shipm
ent Vessel
Tank Cleaning V
esselH
ospital Vessel
Work/R
epair Vessel
Mooring V
esselS
upply TenderLighthouse Tender
Buoy &
Lighthouse TenderB
uoy TenderS
alvage VesselP
ilot VesselS
earch & R
escue VesselU
tility VesselTraining S
hipC
rew B
oatP
atrol VesselP
ollution Control Vessel
Fire Fighting VesselE
ffluent Carrier
Waste D
isposal VesselIncinerator
Cable Layer
Cable R
epair Ship
Icebreaker/Research
Icebreaker
Pile Driving Vessel
Crane Vessel
Stone Carrier
Hopper, M
otor
Hopper/D
redger (Unspeci ed)
Trailing Suction Hopper D
redger
Suction Hopper Dredger
Grab Hopper Dredger
Bucket Hopper Dredger
Water Injection Dredger
Dredger (Unspeci ed)
Suction Dredger
Bucket Wheel Suction Dredger
Backhoe Dredger
Grab Dredger
Cutter Suction Dredger
Bucket Ladder Dredger
Pusher Tug
Articulated Pusher Tug
Tug
Research Survey Vessel
Pipe Burying Vessel
Trenching Support Vessel
Fso, Gas
Fso, Oil
Standby Safety Vessel
Well Stimulation Vessel
Gas Processing Vessel
Fpso, Oil
Production Testing Vessel
Pipe Layer
Pipe Layer Crane Vessel
Drilling Ship
Offshore Construction Vessel, Jack Up
Accommodation Ship
Diving Support Vessel
Offshore Support Vessel
Offshore Tug/Supply Ship
Anchor Handling Tug Supply
Platform Supply Ship
Pipe Carrier
Crew/Supply Vessel
Pearl Shells Carrier
Kelp Dredger
Whale Catcher
Seal Catcher
Fishery Support Vessel
Fishery Research Vessel
Fishery Patrol Vessel
Fish Farm Support Vessel
Live Fish Carrier (Well Boat)
Fish Carrier
Fish Factory Ship
Fishing Vessel
Trawler
Stern TrawlerFactory Stern Trawler
Pulp CarrierNuclear Fuel Carrier (W/ Ro-Ro Facility)Nuclear Fuel CarrierYacht Carrier, Semi SubmersibleHeavy Load Carrier, Semi SubmersibleHeavy Load CarrierBarge Carrier, Semi SubmersibleBarge CarrierLivestock CarrierPassenger ShipPassenger/CruisePassenger/Landing Craft
Passenger/Ro-Ro Ship (Vehic./Rail)
Passenger/Ro-Ro Ship (Vehicles)
Landing Craft
Container/Ro-Ro Cargo Ship
Vehicles Carrier
Rail Vehicles Carrier
Ro-Ro Cargo Ship
Refrigerated Cargo Ship
Passenger/Container S
hip
Container Ship (Fully Cellular + Ro-Ro)
Container Ship (F
ully Cellular)
General Cargo/Passenger S
hip
Deck Cargo Ship
Palletised Cargo Ship
General Cargo Ship
General Cargo/Ta
nker
General Cargo/Ta
nker (C
ontainer/Oil/B
ulk)
Open Hatch
Cargo S
hip
General Cargo S
hip, S
elf-Disc
harging
General Cargo S
hip (W/ R
o-Ro Facil
ity)
Powder C
arrier
Re ned S
ugar
Car
rier
Limes
tone C
arrie
r
Aggre
gates
Car
rier
Urea
Carrie
r
Woo
d Chip
s Car
rier
Cemen
t Car
rier
Bulk
Carrie
r, Sel
f-Disc
harg
ing,
Lak
er
Bulk
Carrie
r, Sel
f-Disc
harg
ing
Ore
/Oil C
arrie
r
Ore
/Bul
k/Pr
oduc
ts C
arrie
r
Bulk
/Oil
Carri
er (O
BO)
Ore
Car
rier
Bulk
Car
rier (
W/ V
ehic
le D
ecks
)
Bulk
Car
rier,
Lake
r Onl
y
Bulk
Car
rier
Cap
rola
ctam
Tan
ker
Alc
ohol
Tan
ker
Glu
e Ta
nker
Mol
asse
s Ta
nker
Wat
er T
anke
r
Coa
l/Oil
Mix
ture
Tan
ker
Asp
halt/
Bitu
men
Tan
ker
Tank
er (U
nspe
ci e
d)
Prod
ucts
Tan
ker
Cru
de/O
il Pr
oduc
ts T
anke
r
Cru
de O
il Ta
nker
Shu
ttle
Tank
er
Frui
t Jui
ce T
anke
r
Late
x Ta
nker
Bee
r Tan
ker
Edi
ble
Oil
Tank
er
Vege
tabl
e O
il Ta
nker
Win
e Ta
nker
Che
mic
al/P
rodu
cts
Tank
er
Par
cels
Tan
ker
Che
mic
al T
anke
r
Mol
ten
Sul
phur
Tan
ker
CO
2 Ta
nker
LPG
/Che
mic
al T
anke
r
LPG
Tan
ker
CN
G T
anke
r
LNG
aT
nkerwr
edn
Uater S
ystem
Subm
ersible
Linkspan/Jetty
Terminal B
uoy
Mooring B
uoy
Pum
ping Platform
Supply P
latform, Jack U
p
Radar P
latform
Production P
latform, Jack U
p
Support P
latform, Jack U
p
Pipe Layer P
latform, Jack U
p
Drilling R
ig, Jack Up
Crane P
latform, S
emi S
ubmersible
Crane P
latform, Jack U
p
Accom
modation P
latform, Jack U
p
Supply P
latform, S
emi S
ubmersible
Production P
latform, S
emi S
ubmersible
Maintenance P
latform, S
emi S
ub.
Pipe Layer P
latform, S
emi S
ubmersible
Diving S
upport Platform
, Sem
i Sub.
Drilling R
ig, Sem
i Subm
ersible
Accom
modation P
latform, S
emi S
ub.
Mechanical Lift D
ock
Floating Dock
Dock G
ate
Air C
ushion Vehicle Research
Air Cushion Vehicle Patrol Vessel
Wing In G
round Effect Vessel
Air Cushion Vehicle, W
ork Vessel
Air Cushion Vehicle Passenger
Air Cushion Vehicle Passenger/Ro-Ro
Air Cushion Vehicle C
rew Boat
Pontoon (Function Unknown)
Work/M
aintenance Pontoon, Non Prop.
Car Park
Steam Supply Pontoon, Non Propelled
Shopping Complex
Permanent Shore Facility
Desalination Pontoon, Non Propelled
Sheerlegs Pontoon
Jacket Launching Pontoon
Inert Gas Proc. Pontoon, Non Prop.
Grain Elevating Pontoon, Non Propelled
Power Station Pontoon, Non Propelled
Crane Vessel, Non Propelled
Water-Injection Dredging Pontoon
Dredging Pont., Unknown Dredging Type
Suction Dredger Pontoon
Grab Dredger Pontoon
Deck Cargo Pontoon, Non Propelled
Bucket Dredger Pontoon
Jacket Launching Pontoon, Semi Sub.
Deck Cargo Pontoon, Semi Sub.
Crude Oil Tank Barge, Non Propelled
Chem./Products Tank Barge, Non Prop.
Products Tank Barge, Non Propelled
Lpg Tank Barge, Non Propelled
Chemical Tank Barge, Non Propelled
Cement Storage Barge, Non Propelled
Bulk Dry Storage Barge, Non Propelled
Hopper Barge, Non Propelled
Oil Storage Barge, Non Propelled
Water Tank Barge, Non Propelled
Trans Shipment Barge, Non Propelled
Bitumen Tank Barge, Non Propelled
General Cargo Barge, Non Propelled
Fish Storage Barge, Non Propelled
Bulk Cement Barge, Non Propelled
Covered Bulk Cargo Barge, Non Prop.
Bulk Aggregates Barge, Non PropelledUnknownRadio Station VesselRestaurant Vessel, StationaryOxygenation Vessel
Museum, Stationary Lightship
Casino, StationaryAccommodation Vessel, Stationary
Training Ship, Stationary
Seaplane Tender
Aircraft Transport, Naval Auxiliary
Submarine
Tank Landing Craft
Landing Ship (Dock Type)
Infantry Landing Craft
Logistics Vessel (Naval Ro-Ro Cargo)
Water Tanker, Naval Auxiliary
Torpedo Boat
Submarine Chaser
Weapons Trials Vessel
Torpedo Trials Vessel
Patrol Vessel, Naval
Attack Vessel, Naval
Helicopter Carrier
Cruiser
Frigate
Escort
Destroyer
Corvette
Command Vessel
Aircraft Carrie
r
Submarine Salvage Vessel
Munitions Carrier
Troopship
Torpedo Recovery Vessel
Netlayer
Minesweeper
Minelayer
Minehunter
Degaussing Vesse
l
Boom Defence
Vessel
Naval S
mall Craft
Salvage Vess
el, Nava
l Auxil
iary
Diving Vess
el, Nav
al Auxil
iary
Unknow
n Function, N
aval/N
aval A
ux.
Replenishment T
anker
Resea
rch Ves
sel, N
aval
Auxilia
ry
Traini
ng S
hip, N
aval
Auxilia
ry
Repair
Vesse
l, Nav
al Aux
iliary
Moo
ring V
esse
l, Nav
al Aux
iliary
Hospit
al Ve
ssel,
Nav
al Aux
iliary
Reple
nish
men
t Dry
Car
go V
esse
l
Crew B
oat,
Naval
Aux
iliary
Crane
Ves
sel,
Naval
Aux
iliary
Sail T
rain
ing
Ship
Yach
t (Sa
iling)
Yach
tH
ouse
boat
Oth
er A
ctiv
ities
, Inl
and
Wat
erw
ays
Dre
dgin
g, In
land
Wat
erw
ays
Tow
ing/
Push
ing,
Inla
nd W
ater
way
s
Res
earc
h, In
land
Wat
erw
ays
Fish
ing,
Inla
nd W
ater
way
s
Pass
enge
r Shi
p, In
land
Wat
erw
ays
Cru
ise
Shi
p, In
land
Wat
erw
ays
Pass
enge
r/Ro-
Ro
Shi
p (V
ehic
les/
Trai
n)
Pass
enge
r/Ro-
Ro
Shi
p (V
ehic
les)
Ro-
Ro
Car
go S
hip,
Inla
nd W
ater
way
s
Gen
eral
Car
go/P
asse
nger
Shi
p
Gen
eral
Car
go, I
nlan
d W
ater
way
s
Con
tain
er S
hip
(Ful
ly C
ellu
lar)
Bul
k C
emen
t Car
rier,
Inla
nd W
ater
way
s
Vege
tabl
e O
il Ta
nker
, Inl
and
Wat
erw
ays
Wat
er T
anke
r, In
land
Wat
erw
ays
Edi
ble
Oil
Tank
er, I
nlan
d W
ater
way
s
Oil
Tank
er, I
nlan
d W
ater
way
sC
hem
ical
/Pro
duct
s Ta
nker
Che
mic
al T
anke
r, In
land
Wat
erw
ays
Sai
ling
Vess
elV
esse
l (Fu
nctio
n U
nkno
wn)
Pow
er S
tatio
n V
esse
lB
unke
ring
Tank
erM
inin
g V
esse
lB
ulk
Cem
ent S
tora
ge S
hip
Bul
k D
ry S
tora
ge S
hip
Mis
sion
Shi
p
The
atre
Ves
sel
noitibihxE
Ves
sel
goLi
Tnipp
pihS g
oR
ekc
t Launch Suppo
trpi
hS
oH
rohc
nA
yTrans S
hipment V
esselTank C
leaning Vessel
Hospital V
esselW
ork/Repair V
esselM
ooring Vessel
Supply Tender
Buoy/Lighthouse V
esselS
alvage Ship
Pilot Vessel
Search &
Rescue Vessel
Utility Vessel
Training Ship
Crew
Boat
Patrol Vessel
Pollution Control Vessel
Fire Fighting VesselW
aste Disposal Vessel
Cable Layer
IcebreakerC
rane ShipM
otor Hopper
Hopper Dredger
Dredger
Pusher Tug
Tug
Research Vessel
Pipe Burying Vessel
Trenching Support Vessel
Offloading)
FSO (Floating, Storage,
Standby Safety Vessel
Well Stimulation Vessel
Storage, Offloading)
FPSO (Floating, Production,
Production Testing Vessel
Pipe Layer
Drilling Ship
Offshore Support Vessel
Offshore Tug/Supply Ship
Platform Supply Ship
Pearl Shells Carrier
Kelp Dredger
Whale Catcher
Seal Catcher
Fishing Support Vessel
Live Fish Carrier
Fish Carrier
Fish Factory ShipFishing Vessel
Trawler
Pulp CarrierNuclear Fuel Carrier
Heavy Load Carrier
Barge CarrierLivestock CarrierPassenger ShipPassenger (Cruise) Ship
Passenger/Landing CraftCargo ShipPassenger/Ro-Ro
Landing Craft
Container/Ro-Ro Cargo Ship
Vehicles CarrierRo-Ro Cargo Ship
Refrigerated Cargo Ship
Passenger/Container S
hip
Container Ship
Passenger/G.Cargo Ship
Deck Cargo Ship
Palletised Cargo ShipGeneral C
argo ShipPow
der Carri
er
Re ned S
ugar
Car
rier
Limes
tone C
arrie
r
Aggre
gates
Car
rier
Urea
Carrie
r
Woo
d Chip
s Car
rier
Cemen
t Car
rier
Bulk
Carrie
r
Self D
ischa
rgin
g
Ore
/Oil C
arrie
r
Bulk
/Oil
Carri
er
Ore
Car
rier
Bulk
Car
rier
Cap
rola
ctam
Tan
ker
Alc
ohol
Tan
ker
Glu
e Ta
nker
Mol
asse
s Ta
nker
Wat
er T
anke
r
Coa
l/Oil
Mix
ture
Tan
ker
Bitu
men
Tan
ker
Oil
Prod
ucts
Tan
ker
Cru
de O
il Ta
nker
Frui
t Jui
ce T
anke
r
Late
x Ta
nker
Bee
r Tan
ker
Edi
ble
Oil
Tank
er
Vege
tabl
e O
il Ta
nker
Win
e Ta
nker
Che
mic
al/O
il P
rod.
Tan
ker
Che
mic
al T
anke
r
CO
2 Ta
nker
LPG
Tan
ker
LNG
Tan
ker
Underw
ater y
Sstem
Subm
ersible
Linkspan/Jetty
BuoyP
latform
Floating Dock
Air Cushion Vehicle
(Hovercraft)
Pontoon
Non Propelled Barge
Other Non Merchant Ships
Sail T
rain
ing
Ship
Yach
tO
ther
Act
iviti
es
Dre
dgin
gTo
win
g/Pu
shin
gR
esea
rch
Fish
ing
Pass
enge
rPa
ssen
ger/R
o-R
o C
argo
Ro-
Ro
Car
go
Pas
seng
er/G
ener
al C
argo
Dry
Car
go
Oth
er L
iqui
ds T
anke
rO
il Ta
nker
Che
mic
al T
anke
rS
ailin
g Ve
ssel
Ves
sel (
func
tion
unkn
own)
Pow
er S
tatio
n V
esse
lB
unke
ring
Tank
erM
inin
g V
esse
l
Dry
Sto
rage
Leis
ure
Ves
sels
Log
iT
pihS gnipp
ed
Gas
Che
mic
al
Oil
Oth
er L
iqui
dsBu
lk D
ryBu
lk Dry
/Oil
Self D
ischa
rgin
g B.
Dry
Other
Bulk
Dry
General Cargo
Passenger/G. C
.
Container
Refrigerated Cargo
Ro-Ro Cargo
Passenger
Ro-Ro Cargo
Passenger
Other Dry
Cargo
Fish Catching
Other Fishing
Offshore Supply
Other Offshore
Research
Towing/Pushing
Dredging
Tank
erDry
Car
go
Oth
er
Naval
Naval A
uxiliary
Non
Merchant
Other
activities
Non
Prop
elle
d
Non
Ship
Structures
Non
Ship
Structures
Non
Ship
Structures
Non
Prop
elle
d
Non
Prop
elle
d
Non
Merchant
Non
Merchant
NonSeagoingMerchantShips
InlandWaterwaysMiscellaneous
Offs
hore
Fis
hing
Tankers
Bulk Carriers
Dry C
argo
Passengers
CargoCarrying
Wor
k
Vesse
ls
Hul
l
Comms.
Equipment
PollutionControl
Hotel
Bridge
Equipment
SafetyC
argoM
edica
l
Mooring
Steering
Services
Propulsion
Electrical
Vessel TypesV
esse
l Typ
es
Vessel Types
Marin
e Equipment
Mar
ine
Equ
ipment
-1-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
2 TheEuropeanMaritimeTechnologySector
InsertMayaWheel
3
Creating a European Skills Council for the Maritime Technology Sector
-2-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
TheEuropeanmaritimetechnologyindustryencompassesalltheenterprisesinvolvedinthedesign,construction,maintenanceandrepairofshipsandothermaritimestructures,includingthecompletesupplychainofsystems,equipmentandservicessupportedbyresearchandeducationalinstitutions(Figure1).
Figure1:TheEuropeanmaritimetechnologyindustry
WithanannualturnoverofEUR91billion,thesectorprovidesmorethan500,000directjobsalloverEurope(Figure2).
Figure2:AnnualTurnoveroftheEuropeanMaritimeTechnologyIndustry
EuropeanShipyards:TheEuropeanshipbuildingandShipMaintenance,RepairandConversion(SMRC)industryiscurrentlycomposedofapproximately300shipyardsspecialisedinbuildingandrepairingthemostcomplexandtechnologicallyadvancedcivilandnavalshipsandotherhardwareformaritimeapplications.TheseshipyardsproduceanapproximateturnoverofEUR31billionyearlyandemploymorethan200,000directjobsinEurope,whereupto75%ofthoseshipsbuiltgotoexportmarkets.
10%3%
12%
5%
4%66%
COMMERCIALNEWBUILDINGSHIPYARDS
COMMERCIALSMRC
NAVALNEWBUILDING
NAVALMAINTENANCE
MEGAYACHTSNEWBUILDING
MARINEEQUIPMENT
Thegraphsexcludes:OFFSHORESTRUCTURESBOATBUILDING
Source:. SEA Europe
4%66%
91bn€
4
Creating a European Skills Council for the Maritime Technology Sector
-3-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Europeanyardsare theonlysuccessfulcruisebuilders in theworld,building99%of thesevessels.Someattemptsfromoverseascompetitorstoenterthecruiseshipsmarkethavefailedoverthepastyears,leadingtohugelossesforthecontractingshipyards.Thecomplexityanduniquenatureofthesevesselsrequiresexpertiseandknow-howthattodaycanonlybefoundinEurope.Therefore,itisofoutmostimportanceforthesectortoretainthisknow-howandskilledpersonnelinEurope.
OfMegaYachtsdeliveredeachyear,65%arebuiltinEurope.Invalueterms,European-builtYachtsaccountfor80%ofthevalueofannualworldwideMegaYachtproduction.
Attheforefrontofenvironmentalandsafetytechnologies,themostadvancedferries,offshoresupplyvessels,researchvessels,workboats,fishingvessels,dredgers,tugsandothernon-cargo-carryingshipsarealsobuiltinEurope.
Inthenavalfield,Europeisagloballeaderintheexportmarket.Fromthepointofviewofsupply,thenavalexportorderbookisrelativelyconcentratedinafewshipyards.Inthecaseofsurfacevesselsexports, over 66%of theorder book is in European shipyards, proving their competitiveness. Theexportmarketforsubmarinesisevenmoreconcentrated,whereEuropeancompanieshavemorethan80%ofworldwideexports.
Comparingthevalueofthetotalorderbookbothforcivilianandnavalshipsinthemainshipbuildingareas,itappearsthatEuropeisbiggerthanitstraditionalAsiancompetitors,anditspositionasoneofthemarketleadersisunquestionable(Figure3).
Figure3:ComparisonofOrderbooksmid-2015(Bill.$)
Currently,theshipyardscontinuetodiversifyandenterthenewBlueGrowthmarkets,buildinganddesigninginfrastructureandvesselsfortheoffshore
Apartfromshipbuildingyards,therearealsoyardsspecializedinrepair,maintenanceandconversionofvesselsandplatforms.InEurope,suchactivitiestakeplaceinatleastsixteencountries.
EquipmentManufacturersandSuppliers:Marineequipmentsuppliersdelivermaterials, systems,andequipment;actasserviceproviders inengineeringandconsulting;orare integratedas subcontractors inpre-productmanufacturingandassembly.Theindustryprovidesaverywiderangeofsupplies,from5mmtitaniumboltsto50MWdieselgeneratorswitheverythinginbetween,foranequallydiverserangeofvesseltypesandsizes.TheEuropeanmarineequipmentindustrygeneratesanaverageyearlyturnoverestimatedataroundEUR60billion. It ismadeupofaround22,000enterprises,directlyemployingmore than350,000workersandgeneratingmorethan436,000indirectjobs.Themajorityofthecompaniesaresmall,butit
0
50
100
150
200
250
SK CHI EU JAP US RoW
ComparisonofOrderbooksmid-2015(billionUSD)
NavalMerchant
Source:. SEA Europe
5
Creating a European Skills Council for the Maritime Technology Sector
-4-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
areledbysomelargemultinationals.Currently,theEuropeanindustryrepresentsalmost50%oftheworldwidemarketshare2(Figure4)
Figure4:EquipmentSuppliersMarketShare
From a technological standpoint, the European maritime technology industry is of outmostimportance.Asan innovation-driven industry, it isoneof the sectorswith thehighest investmentintensity in Research, Development and Innovation (RDI) activities: 8-9%of the industry sales areinvestedinRDI,comparedto4.2%,representingoverallRDIinvestmentinrelationtotheEUGDP.
Designoffices,researchcentresandclassificationsocieties:Designofficescanactasindependentcompaniescollaboratingwiththeshipyardsinspecificprojects.But in many cases, these offices are integrated with the shipyards to develop a ship design thatmatchestheoperationalcriteriasetbyeithertheyardortheowner.Thisisacrucialphasetoensurethevessel’soperationalefficiency.
Thedesignoffices,researchinstitutes,classificationsocietiesandR&Danddesigndivisionsofotheractors along the value chain play a very important role in certain innovations (e.g. hull design).Designers also increasingly cooperatewithmarine equipmentmanufacturers to take part in jointdevelopmentprojects.
Insomecases,classificationsocietiesalsoplayanimportantroleinthedesignandbuildingphasesbyprovidingtheirtechnicalexpertise,whichcanbeusedforpre-projectconsultingtoassistinbuildingavessel and establishing and approving safety and security standards. Classification societies areimportantbecausetheysetstandardsandsuperviserules intheshipbuilding industry. Inprinciple,classificationsocietiescheckwhethertheproductsandsystemsaboardashipcomplyornot.Theysetandapplytechnicalstandardsrelatingtothedesignandconstructionofships,andcarryoutextensivesurveysofshipsandtheirmainsystems.
2Supplying,Building&MaintainingtheFuture2014EditionPubSEAEurope
48%52%
EquipmentSuppliersMarketSharesGlobalproductionvolumeaverage=125.5bn€
EuropeanCompaniessuppliedvolume(EU28+Norway
RestoftheWorldsuppliedvolume
Source:.BalanceTC
6
Creating a European Skills Council for the Maritime Technology Sector
-5-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
3 Employmentsituation,forecastsandtrends
Although the focus of this report lies on the evolution of skills in the European shipbuilding andmaritime technology sector, thesedevelopmentsmust be considered against thebackdropof thesector’s general employment situation in recent years. The intention of the following chapter is,therefore,togiveasynopticoverviewonquantitativeemploymentfigures,whichcanhavepossibleimpactsonskills-relateddevelopmentsaswell.
EmploymentsituationintheshipbuildingandmarineequipmentindustryIn total, over 500,000 people are directly employed in the shipbuilding and maritime technologyindustries inEurope.Whilethemajorityoftheseworkinthemaritimeequipmentindustry,almost40%ofoverallemploymentcanbeattributedtonewbuilding,aswellasrepairandmaintenanceyards(seeFigure5).
Source:SEAEurope(2014);ownillustration
Figure5:AbsoluteandrelativenumberofemployeesinMarineEquipment,ShipbuildingandSMRCin2013ofSEA
EuropeMembers
Employment is, furthermore, concentrated in fourcountries, Germany, Italy, France and the UK, whichtogetheraccount forapproximately50percentof thetotalEuropeanworkforce.However,asthesenumbersarerelatedtothegeneralsizeofthenationaleconomyand labour force, the shipbuilding and marine equipment sector plays also an important role forregionallabourmarketsinothercountries,suchasDenmark,SpainortheNetherlands(Figure6).
Figure6:EmploymentatSEAEuropeYardsandEquipmentSuppliersbyCountryin2013
Themaritimeequipment industry is characterizedby itsheterogeneitydue todiversifiedmarkets,firms’varyingsizesanddegreesofspecialization,anddiversecustomerbases.Basically,itispossibleto distinguish between 1st tier and 2nd tier suppliers. While 1st tier suppliers directly produceequipment (i.e. for shipyards), 2nd tier suppliers are responsible for manufacturing components
350,00061%
175,00031%
45,0008%
MarineEquipment Shipbuilding SMRC
7
Creating a European Skills Council for the Maritime Technology Sector
-6-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
utilized by 1st tier suppliers and can, therefore, be considered sub-suppliers3. In most Europeancountries, themajority of employeeswork at 1st tier suppliers, though 2nd tier suppliers have aconsiderableshareintotalemploymentaswell(seeFigure7).
Figure7:Numberofemployeesinmarinesuppliespercountry(1stand2ndtier)total452kforEU28+NorwayandTurkey
EmploymentDevelopments:ThecaseofEuropeanyardsConsideringemploymentdevelopmentsintheEuropeanshipbuildingandshiprepairindustryinmoredetail, a decline in overall employment can be observed since 2008 as a consequence of theinternationalfinancialandeconomiccrisis,afteremploymenthadincreasedfrom2000onwardsduetogrowingorderbooks(seeFigure8).
Figure8:Shipbuilding,boatbuildingandrepairofshipsandboats-EU-28
AsurveyconductedonbehalfoftheSectorCommitteeforShipbuildingofIndustriAllEuropeshedsfurtherlightondirectemploymentchangesbetween2004and2014atcommercial(civilian)shipyards
3BalanceTechnologyConsulting(2014):CompetitivePositionandFutureOpportunitiesoftheEuropeanMarineSuppliesIndustry.ReportpublishedfortheEuropeanCommission,January2014,p.34.
8
Creating a European Skills Council for the Maritime Technology Sector
-7-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
in tenmainEuropeanshipbuildingcountries.4As reveal,mostcountries,exceptCroatia, sufferedemploymentlossesbetween15and75percent.(seeFigure9).
Source:SectorCommitteeIndustriALLEurope2015
Figure9:EmploymentDevelopmentinTenEuropeanShipbuildingCountriesbetween2004and2014
ThesurveydataindicatesthemostseveredecreasesinemploymentinPoland.ThePolishStatisticalYearbook of Maritime Economy, edition 2004 and 2014 shows that in 2004 15.500 people weredirectlyemployedbyPolishshipyards.In2014thenumberofworkersonthepayrollwasaround5.200and6.824wereworkingasself-employed.Thisdevelopmentwasparticularlytriggeredbyclosuresofthetwobiggestyards.Furthermore,alotofformerdirectlyemployedworkersarenowworkingonPolishshipyardsassocalled“self-employed”workersorone-man-companies(mainlyinstate-ownedshipyards).
TheemploymentdeclineinthePortugueseindustrywasduetotheclosureoftwoshipyardsin2009and2010thatwerereopenedin2013withdifferentownership.AccordingtothePortugueseNationalInstituteofStatistics(INE–InstitutoNacionaldeEstatística),intheperiod2004–2014,thenumberofemployeesinthePortugueseshipyardsreducedby49.8percent,butinthelast3yearsincreased9.3percent.
Denmark,FinlandandSpainalsohadtofacesharpdecreasesintheoverallworkforceinshipyards.Despite the fact that four out of five yards still existing in Denmark even recorded employmentincreasesof50percentandmore,thedeclineresultedmainlyfromtheclosureofthebiggestyard.BankruptciesandclosuresplayedanimportantroleinSpainaswell,and23.7percentofthelossofemployment in the Spanish shipbuilding sector was caused by bankruptcies and closures. ThedevelopmentsintheFinishshipbuildingindustryare,instead,mostlyaconsequenceofredundanciesonstillexistingyards.GermanyandtheUKexperienceddecliningemploymentonshipyardsaswell,butduring the last fiveyears thesituation iscomparativelystable.At themajorityofGermanandBritishshipyards,thenumberofemployeesremainedunchangedorevenincreased,whereaslayoffsinafewshipyardsweremainlyresponsiblefortheemploymentdecline.InCroatia,ontheotherhand,thenumberofemployeesworkinginshipyardsincreasedslightlyby6.4percent.ThedevelopmentinCroatianshipbuildingwas,however,notentirelypositiveeither,sincejoblossescouldbeobservedon
4ThesurveywascarriedoutbyAgenturfürStruktur-undPersonalentwicklungGmbH(AgS)inBremen/Germany.ThesummaryoftheresultspresentedonthefollowingpagesisacontributionofAgStotheSectorSkillsCouncilProject. The sample consists of responses from trade union officials from ten major European shipbuildingcountrieswithafocusondirectlyemployedworkersin124shipyards.
9
Creating a European Skills Council for the Maritime Technology Sector
-8-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
sevenoutofeightyards,andonlyoneyardincreaseditsnumberofemployeesbymorethan1,000employees,whichelucidatestheoverallpositiveresults.
Thereasonsforshrinkingdirectemploymentnumbersinthesectoraretwofold:thebankruptcies(andclosures)of16yardsinsixdifferentcountriescausedatotallossofemploymentof16,000jobs.Asaforementioned, not just bankruptcies, but also layoffs at the remaining yards led to thisdevelopment.Afurtherreasoncouldbefoundinanadjustmentsofthemakeorbuymodelofsomeshipyards,which ledtotheoutsourcingofcertainactivitiespreviouslycarriedoutwith internal -ordirect-manpower.
ThisquantitativeevolutionofemploymentintheEuropeanshipbuildingsectormustbeconsideredagainst the backdrop of general economic developments in the industry. Southern Europeancountries,whichwerehitmostseverelybythefinancialcrisis,stillsufferfromthenegativeeconomiceffects,whichalsoaffectedtheshipbuildingsector.Othercountries(forinstance,Germany)quicklyrecoveredfromthecrisisandso its impactonthenationalsector’semploymentsituationwas lessdramatic.
Nevertheless,nearlyallmajorEuropeanshipbuildingcountrieshavefaceddecliningcommercialorderbooksduringthelasttenyears(seeFigure10),resultinginlessworkonshipyards.Inthisregard,thetotalEuropeanorderbook(byCompensatedGrossTonnage,orCGT)decreasedfrom12,406,000CGTin2004to7,247,000CGTin2014(-41.6%).ThespecialisationofEuropeanshipyardsduringthisdecadewastowardsbuildinghightechnologyvessels.Leavingbehindthelargesteel-intensivecargocarriershas also impacted employment in the industry, and the structure and organisation ofwork. As aconsequence,thevaluepervesselandCGThasalsoincreasedconsiderably.Bytheendof2004theshipyardsunderCESA5membershiphadanorderbookof12millionCGT,accountingforatotalEUR23.5millionwithaunitvalueof1,96€/CGT).In2014,theorderbookforCESAcountriesaccountedfor7millionCGTandEUR30million,bringingtheunitvalueto4€/CGT.
Source:SeaEuropeShipbuildingMarketMonitoringFY2014–ReportNo.38–April2015
Figure10:EuropeanShipbuildingOrderbookDevelopmentfrom2004to2014
Since2012,however,thedownwardtrendhasreversedandtheEuropeancommercialorderbookhasstartedtogrowagain.
5CESA(CommunityofEuropeanShipbuildersAssociation)NowintegratedinSEAEurope
-‐8-‐
Creating a European Skills Council for the Maritime Technology Sector
could be observed on seven out of eight yards, and only one yard increased its number of employees by more than 1,000 employees, which elucidates the overall positive results.
The reasons for shrinking direct employment numbers in the sector are twofold: the bankruptcies (and closures) of 16 yards in six different countries caused a total loss of employment of 16,000 jobs. As aforementioned, not just bankruptcies, but also layoffs at the remaining yards led to this development. A further reason could be found in an adjustments of the make or buy model of some shipyards, which led to the outsourcing of certain activities previously carried out with internal -‐or direct-‐ manpower.
This quantitative evolution of employment in the European shipbuilding sector must be considered against the backdrop of general economic developments in the industry. Southern European countries, which were hit most severely by the financial crisis, still suffer from the negative economic effects, which also affected the shipbuilding sector. Other countries (for instance, Germany) quickly recovered from the crisis and so its impact on the national sector’s employment situation was less dramatic.
Nevertheless, nearly all major European shipbuilding countries have faced declining commercial order books during the last ten years (see Figure 10), resulting in less work on shipyards. In this regard, the total European order book (by Compensated Gross Tonnage, or CGT) decreased from 12,406,000 CGT in 2004 to 7,247,000 CGT in 2014 (-‐41.6%). The specialisation of European shipyards during this decade was towards building high technology vessels. Leaving behind the large steel-‐intensive cargo carriers has also impacted employment in the industry, and the structure and organisation of work. As a consequence, the value per vessel and CGT has also increased considerably. By the end of 2004 the shipyards under CESA5 membership had an order book of 12 million CGT, accounting for a total EUR 23.5 billion with a unit value of 1.960 €/CGT). In 2014, the order book for CESA countries accounted for 7 million CGT and EUR 30 billion, bringing the unit value to 4.300 €/CGT.
Source: Sea Europe Shipbuilding Market Monitoring FY 2014 – Report No.38 – April 2015
Figure 10: European Shipbuilding Order book Development from 2004 to 2014
Since 2012, however, the downward trend has reversed and the European commercial order book has started to grow again.
Moreover, in Poland and Portugal (which were the countries with the most dramatic employment decreases), a political strategy for promoting the evolution of the sector (for instance through financial aid), is still lacking, which may jeopardize further jobs at the yards in the future. 5 CESA (Community of European Shipbuilders Association) Now integrated in SEA Europe
10
Creating a European Skills Council for the Maritime Technology Sector
-9-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Moreover, inPolandandPortugal (whichwere thecountrieswith themostdramaticemploymentdecreases),apoliticalstrategyforpromotingtheevolutionofthesector(forinstancethroughfinancialaid),isstilllacking,whichmayjeopardizefurtherjobsattheyardsinthefuture.
NewSkillRequirementsandNewContractFormsConsideringtheorderbooksofthemainshipbuildingcountriesinEurope,aqualitativechangecanbeobserved.Alackoforders–interaliaduetorisinginternationalcompetitionanddiminishingnationalordersinthenavalsector–forcesEuropeanshipbuildingcompaniestodiversifyandspecializetheirproducts-rangebyenteringnewmarkets(e.g.offshore,mega-yachts,etc.).Inthisregard,thegrowingcommercialorderbookmostlyreliesonnewordersforpassengerships,offshorevesselsandotherhigh-technon-cargo-carryingvesselssuchasfishing,tugs,dredgers,researchvesselsetc.6ThecaseofGermany illustrates the trend towards specialized vessels such as passenger ships and offshorevessels,andtheoverallchangeinorderbooks(seeFigure11),averysimilartrendcanbeseeninmostofEuropeancountries.
Source:VSM2015,presentedontheparliamentaryeveninginJanuary2015,Berlin
Figure11:OrderbookCompositionbyShipTypeinGermany–evolutionfrom2004to2014(inMillionsofEUR)
Consequently,theskillrequirementsforworking inthemaritimesector increases,asexpressedbyhighersharesofengineersaspartofthetotalworkforce,forinstance.Theshareofemployeesworkingin the engineering departments is particularly high in the maritime supply industry (35%) whencomparedtothatofshipyards(27.8%)(seeFigure12).Bycontrast,intheKoreanshipbuildingindustry,the percentage ofworkers involved in engineering is significantly lower (13.1% in 2012) than, forinstance,inGermany.7
6cf.SeaEuropeShipbuildingMarketMonitoringFY2014–ReportNo.38–April2015,p.27cf.OECD–CouncilWorkingPartyonShipbuilding(2015):PeerReviewoftheKoreanShipbuildingIndustryandrelatedGovernmentPolicies,p.19
11
Creating a European Skills Council for the Maritime Technology Sector
-10-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Source:IGMetallShipbuildingsurvey2015,p.7
Figure12:CompositionofstaffintheGermanshipbuildingindustrybyareaofwork(in%)
This developmentposes a challenge for the sector’s employment situation, as companieshave toadapt the skills profile of their workers to the new technological advances in order to competesuccessfully.Vocationaltrainingthusbecomesevenmoreimportant.Andeventhoughyardsstillhaveto cut jobs, the availability of skilled workers represents one of the main employment relatedchallenges throughoutmost European shipbuilding countries (see Figure 13). The pressure arisingfromthelackofskilledlabourisapparentlynotdirectlyrelatedtonationaltrainingsystems,sincethedatapointstohighproblempressuresindifferenteconomicmodels.ParticularlyinPoland,Portugal,Norway,CroatiaandtheUKtheproblempressureissignificantlyhigherthantheaveragevalue.AsforCroatiaandPolandthisphenomenoncanbeexplainedbytheexpatriationofworkersmaderedundantathome,duetomoreattractivewagelevelsandemploymentperspectivesabroad.
Recruitingskilledpersonnel,however,isproblematicinmostEuropeanshipbuildingcountries.Onlyin Spain, Italy and Finland is the pressure considerably below the overall mean (see Figure 13).EspeciallyinFinlandandSpain,thisresultcanbeexplainedbythefactthat,duetothehugenumberof redundancies in the shipbuilding sector in recent years, the required skilled workers are (still)availableonthenationallabourmarkets.
Source:SectorCommitteeIndustriALLEurope2015
Figure13:ProblemPressurefortheSupplyofSkilledWorkersfrom1(noproblem)to10(bigproblem)
DrawingontheGermanexampleagain,asurveyamongGermanworkscouncilsonshipyardsrevealedthat60percentoftheyardsparticipatinginthesurveyhadproblemsfillingjobvacancies.Inthiscase,theproblemisnotsolelylimitedtojobsrequiringspecializedskills,butcanbeobservedacrossthe
12
Creating a European Skills Council for the Maritime Technology Sector
-11-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
wholespectrumofjobsintheshipbuildingsector.8WithinthesurveycarriedoutbytheSectorSkillsCouncil, 67%of the shipyardsparticipating confirmed that theyexperience important recruitmentissues.Theshareislowerforequipmentmanufacturers,classificationsocietiesanddesignoffices(seeFigure17).
A further employment-related challenge is the increasingnumberof sub-contractorsonEuropeanshipyards.OnGermanyards,forinstance,nearlyonethirdofallemployeesworkingattheshipyards(29%)areemployedbyasub-contractor,whileafurthertenpercentareagency-workers.
Incomparison,theshareofworkerswhoaresub-contractorsintheKoreanshipbuildingindustryisevenhigher,andincreasedfrom33percentin2000tomorethan60percentin2012.9
In conclusion, this brief overview on employment development in the European shipbuilding andmarine equipment sector demonstrated that the firms are facing quantitative decline in directemploymentaswellasqualitativechangesinskillsrequirementsandemploymentcontractsandthatthereisneedtomanagethissituationbyincreasingcooperationbetweenemployeesandemployers’organizations, education and institutions and more proactively use anticipation of changeinstruments.
8cf.IGMetallShipbuildingSurvey2015,p.8,99cf.OECD–CouncilWorkingPartyonShipbuilding(2015):PeerReviewoftheKoreanShipbuildingIndustryandrelatedGovernmentPolicies,p.19
13
Creating a European Skills Council for the Maritime Technology Sector
-12-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
4 EvolutionoftheEuropeanMaritimeTechnologySector.Driversandtrendsinfluencingfutureskillsneeds
Overthelastdecade,Europeanorderbookhascompletelychanged.In200475%oftheorderbookinCGTtermswascomposedbysteelintensivevessels(containerships,tankers,bulkersandothercargocarriers).In2014thepicturehascompletelychanged,cargocarriersaccountingjustfor20%oftheorderbook,and80%beingadvancedtechnologyhighvaluevessels,suchaspassengerships,offshorevessels,researchvessels,workboats,mega-yachtsorfishingvessels(seeFigure14).
Figure14:EuropeancommercialOrderbookbyShipTypes(inCGTterms)
Thereareseveraldriversinfluencingthemarketandfromwhichsomeskillsneedscanbeanticipated:
Fuelefficiency,costreductionsandenvironmentalregulationsPricesandcostsareimportantcompetitionfactorsinshipping(andhenceshipbuilding).Historically,highoilpricesoverthelastdecadeandtheovercapacitysituationinthecargoshippingmarkethaveledtoanattempttolowertransportcosts.Since2012,demandfornewvesselshasbeendrivenbyfuelefficiencyimprovements,withtheaimofreducingthecostsofshipping,butalsothoseofotheractivitiessuchasoffshore,transportofpassengers,fisheries,etc.Althoughthisisnotagreeningtrendin itself, lower fuel consumption results in lower emissions of both CO2 (greenhouse gas) and airpollutantssuchasSOxandNOx.Hence,animprovementinfuelefficiencyresultsinanimprovementof theenvironmentalperformanceof ships.Stakeholdersconfirmthatcost reduction through fuelefficiencyisthemainmarketdriverforgreeninginthesectoratpresent.
Despitethecurrentdownturninoilprices,internationalexpertsforecastarecoveryofpricesby2017,andthetrendtoreplaceoldfleetwithmoreenergyefficientvesselsisexpectedtocontinuedrivingthemarket.
Recentenvironmental regulations, coming fromboth the IMOand theEU,arealsobenefiting theEuropeanmaritimetechnologyindustry,inthesensethattheystimulatethedemandfornewvesselsandtechnologiestoensuregreenershipping.ThetargetstoreduceemissionsofCO2,NOxandSOx,and recentandupcoming regulations (suchas theestablishmentofEmissionControlAreasor theBallastWaterTreatmentConvention),ledtoaninvestmentinRDIactivitiesandthedevelopmentofnewtechnologiesandtoanincreaseintheneedfornew,greenervesselsandmoreretrofits.
Theuseof LNGasbunker fuel, installationof scrubbers,dual-useenginesandbatteries is alreadyimprovingtheenvironmentalfootprintofmaritimetransport.Dieselemits73.2kgofCO2perMillion
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
European commercial Order book by Ship Types (in CGT terms)
Ferries/Passenger ships Non-cargo/Offshore vessels General cargo ships Gas TankersTankers Containerships Bulk carriers
14
Creating a European Skills Council for the Maritime Technology Sector
-13-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Btu,whilenaturalgasemitsonly53.1kgperMillionBtu.Moreover,SOxemissionscanbereduced(to0withLNG),aswellasNOx(40%-90%dependingontheengine)andparticulatematter(95%-100%).
Attheendof2015,thereweremorethan70LNG-fuelledvessels inoperation,while80areintheorderbook.Europeanshipyardswillbuild55%oftheorderbookand86%oftheoperationalvesselsareownedbyEUandNorwayoperators.
LNGisalreadyanoptionasabunkeringfuelinEurope,thankstobunkeringfacilitiesin8Europeancountries and 21 new facilities under construction, expanding its availability to 14 countries. Themaritimetechnologysector isattheforefrontofanewopportunity,namelytheretrofittingofoldvesselsandnewbuildingwithstate-of-the-arttechnologythatwillbebuiltinEurope.
In order to achieve EU andUN environmental targets by 2020/2050, the implementation of newenvironmentalregulations(MARPOLAnnexVI,BWMConvention,HongKongConvention,BiofoulingandNoiseGuidelines)andrelatedsafetyrequirements(IGFCode,DamageStability)isnecessary,andtheindustrywillneedtodevelopfurthergreentechnologies.Thenewinstrumentshaveasignificantinfluence on ship design, ship production and the competences required at shipyards and shipequipment manufacturers. Future ships will be designed and constructed with more and morecomplexequipmentbasedonfunctionalrequirementsusingagoal-basedapproach,whichrequireshighly educated naval architects and crews capable of copingwithmore new equipment and theinteractionofitwiththeshipanditsoperation.
In order to ensure that European companies invest in RDI activities and lead the development inpioneeringinnovativeandgreenertechnologies,theremustbecertaintyabouttheenforcementandimplementationdeadlines of those regulations.Delays andpostponements in the enforcement ofregulationscanhaveanegativeeffectonfirstmovers.
OffshoreOil&GasThekeydriverforthedemandofoffshoreoilandgastechnologyandvesselsistheprevailingoilpriceandtheperceptionoffutureoilpricedevelopmentvs.actualandexpectedcostdevelopment.Withhigheroilprices,wegetahighernumberofprofitableoffshorefields,moreexplorationactivityandthushigherspendingandahigherdemandforrigsandships.ThecurrentlowoilpricesareaffectingthemaritimetechnologyindustryandchallengingsomeEuropeancompaniesthatarespecialisedinthismarketsegment.However,mostinternationalexpertsconsiderthatthecurrentoilprice(around$30perbarrel)isnotregardedassustainableinthelongerterm.Mostobserversseehigheroilpricesin2017,oralreadyin2016.
Withinoilandgasproduction, there isa trendtowardsoffshoregrowing faster thanonshore,andwithinoffshore,deep-waterisgrowingfasterthanshallow-waterproduction.Thistrendisexpectedtocontinue.Since2008,60%ofoffshoreoilandgasdiscoverieshavebeenindeep-water.Inaddition,distancesfromshoreareincreasing,leadingtohigherdemandformoreefficientvessels.Moreover,therearenewrequirementsandaneedformorerigsandshipscapableofoperatingintheseareasinthemostefficientandsafeway.Morecost-efficientvesseldesignsandsystemsarealso importantdrivers,sincevesselswill thenhaveacompetitiveadvantage,obtainhigherutilisationandthusbepreferredinthemarket.Intheshortterm,mostoffshoremarketswilltakeahit,whileafewothersmaybepickingup,butincreasedactivityisagainexpectedtowards2020.
Insummary,asidefromthecurrentdifficultiesforthecompaniesspecialisedinoffshoreoilandgas,arecuperationisexpectedinthecomingyears.Withtherecuperationtheoilprices,asharpincreaseisexpectedinthedemandfornewvesselsandtechnologiescapableofworkingmorecostefficientlyindeeper,moredistantwatersandinadverseenvironmentalconditions.Forasuccessfuldevelopmentofthosetechnologiesandvessels,skillsinthisregardneedtobedeveloped.
15
Creating a European Skills Council for the Maritime Technology Sector
-14-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
NewMarkets:BlueGrowthactivitiesThescarcityofresourcesonshoreispromptingtheneedtosignificantlydevelopindustrialactivitiesatsea.Thesebusinesseswillbeasdiverseasrenewableenergies,aggregatemining,shallow&deepseamining,offshoreoil&gas,shipping,yachtingandmarinas,cruisetourism,coastaltourism,fisheries,maritimesecurity,biotechnologies,desalination,aquaculture,fishfarming,etc.
RenewableenergysourcesEU energy and environmental policies aim to rely more on renewable energy sources, given theexpectedpopulationgrowthincoastalareas,saturationoftheshoreandclimatechange.Inparticular,by2030,renewableenergiesshouldrepresent27%oftheEuropeanenergymix. Inadditiontothecontributiontothelong-termobjectivesoftheEUwithrespecttothereductionofgreenhousegasemissions, the target of self-sufficiency and reduced dependency towards volatile and unsecuredenergy sources is a strong identified trend that will lead to an acceleration of renewable energydeployment.Inthenexttwodecades,renewableenergywillbeoneoftheworld'sfastest-growingenergysources,increasingatover5%peryear.
Marinerenewables(MRE)Marinerenewables(MRE)isamajorconstituentofthis,andtherewillbeanincreasingmarketforenergydevices forwave,wind (both floatingor gravity-based), tidal current andOTEC alongwithvesselstosupportmaintenanceandmonitoringofthesedevices(manyofwhicharepredictedtobeunmanned,ifnottotallyautonomous).
ThedevelopmentofMREwillhelpreducetheEU'sdependencyonfossilfuelsfortheproductionofelectricityandreinforceitsenergysecurity.Thisaspectcouldprovetobeparticularlyimportantforisland states and regions where ocean energy can contribute towards energy self-sufficiency andreplacehigh-costelectricityproducedbydieselpowerstations.
Alltheavailabletechnologieswillhavetocontributetowardachievingthisambition,whichshallallowEuropetokeepitsleadershipinthisfield.In2030,marinerenewableenergieswillhavestartedtheircommercial deployment phase, with a forecast 100 MW plus installed for wave power and tidalcurrentpoweralone,andover30GWforoffshorewindfarms.
OffshorebiomassproductionanddesalinationAmongothermarineresources,offshorebiomassproductionanddesalinationwillbecomeotherkeydrivers. These two industrial offshore developments will support human shore-based activitiesconcentration,with lessand lessareadedicatedtoagricultureandmoreandmoretocleanwaterrequirements.
AquacultureThese trends are also being observed in aquaculture. Continuously expanding, it is expected thataquacultureproductioninEuropewillnearlydoubletoreach4.5Mtonsoffoodproductionby2030,andincreaseby50%thenumberofworkersdirectlyemployed,reaching150,000indirectworkforceand100,000indirectlyinvolved.
Thisisbeingrealisedthroughacontinuousmodernisationofthisindustry.Currentfarmsarealreadyinstalledfurtheroutatseaandrequireevenmoreadvancedtechnologies.Automation,monitoringsystemsandadvancedprocessingmachinehavestartedbeingusedorenteringthemarket.
MutualisationandColocationTheseparatedevelopmentoftheseindustriesbringsalonganothertrend.Thedevelopmentofnewoffshoreactivitiesislookingtowardsthemutualisationofcoststhroughtheutilisationofmulti-use
16
Creating a European Skills Council for the Maritime Technology Sector
-15-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
offshoreplatforms.Thiswillleadtoevenmorecomplexsystemsofsystemsatseathatwillhavetobeappropriatelyhandledbyacompetentworkforce.
BeitforMRE,Aquacultureorotherrelatedactivities,itisexpectedthattherewillbeasharpincreaseinthedemandforspecificorcross-sectoralnewvesselsandadvancedtechnologiescapableofworkingmorecostefficientlyindeeper,furtherwatersandinadverseenvironmentalconditions.Forsuccessfuldevelopmentofthosetechnologiesandvessels,therelevantskillsneedtobedeveloped.
ICTThenewoffshoreactivitiesandtheincreasedcomplexityofvesselswillleadtoariseintheneedforICT. New technologies are being developed in the fields of manufacturing and automation. Theindustry is looking at robotics and additive manufacturing and 3D printing as cutting-edgetechnologiesthatwillcontributetotheinnovationofproductionprocesses,asignificantreductionofcostsandimprovedefficiency.Thedevelopmentof3Dprintingwillsignificantlyincreasetheabilityofships’stafftocarryoutcomponentreplacementandmaintenancetasks.
The development of ICT is also forecast to have a significant impact on vessel operations, on theimprovementofcommunicationsbetweenshipandshore,vesselmonitoring,improvedvesselsafetyandsecurityandwell-beingofseamen,includingmedicaltreatment.ThecontributionofICTtowardsvesselcontrolmaypotentiallyleadtounmannedvesseloperation.
TheArcticDimensionAsglobaltemperaturesrise,theArcticareasoftheworldareopeninguptoshippingandexplorationandextractionofnaturalresources(oilandgas inparticular).Themarketpotential ismassive:thevalueoftheArcticMaritimeTransportMarketcouldrunuptoEUR30billionthrough2020(Source:TeamArcticFinland).TheArcticSocietyofFinlandestimatesthat,inthenext10-20years,around20-40newicebreakerswillbeneededtoreplaceexistingshipsalone.Furthervesselswillbeneededtoguide ships through the Northern Passage and to pave the way for offshore energy operations.Icebreaking offshore support vessels and icebreaking construction vessels are expected to seeincreasingdemand.TheoilandgasreservesinArcticareasarelocatedunderice-covered,deepwater,and extraction will have to take place in very harsh conditions. Hence, Arctic offshore energyoperationswillrequiretop-of-the-rangevessels.
17
Creating a European Skills Council for the Maritime Technology Sector
-16-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
5 QualitativeanalysisofSkillsandOccupations
Contrary to the old conception of a manual, non-sophisticated industry, European maritimetechnology is an innovation-driven, technologically advanced industry thatprovidesquality, highlyskilledjobs.
Together with the specialisation of the industry in high technology, complex products (the mostadvancedvesselsandtechnologies) the innovativemanufacturingprocessesandglobalisedmarketandsupplychainrequiremoreandmorehighlyskilledtechnicalpeopleandsellers,andfewerandfewerlower-qualifiedpeople.
This levelofemploymentofhighlyqualifiedandhighly skilledpersonnel supports theviewof thereport “Competitive position and future opportunities of the European marine supplies industry”(FundedbytheECDGEnterpriseandIndustryContractNo.SI2.630862)thatthelong-termfutureofthe sector is dependent on the utilisation of key strengths, such as a strong market position,technologicalleadership,stronginfrastructure,co-operativepartners,theskillsofemployeesandtheabilitytoidentifyopportunitiesinnewemergingmarketsaswellasmaintainacloserelationshipwiththeircustomerbase.
Nowadays,itisestimatedthat50%oftheemployeesintheindustrycomefromahighereducationbackground,with a technical university degree. These personnel are essential for the companies,coveringintermediatemanagementanddesignpositions.Another30%arehighlyskilledworkerswithvocationaleducationandtraining,doingworksuchaswelding,painting,electricity,boiler-andpipe-making,etc.Whitecollarsdoingadministrative,management,financing,etc.accountfor13%ofthetotalstaff(seeFigure15).
Figure15:DistributionofTechnicalPersonnel–%ofTechnicalPersonnelEmployed
Lookingmorecloselyattheprofileofemployeesbycompanytype(seeFigure16),itcanbeseenthat:
- 35-40% of the workers in Shipyards and equipment manufacturing companies have atechnical/engineeringeducation,and40-50%aretechnicalworkerswithaVETbackground.
- Companieswhicharenotinvolvedinmanufacturinggoodsandmostlyprovideservices(i.e.classificationsocieties,consultingofficesetc.)tendtoemployahigherpercentageofhighly
skilledpersonnelwithhigheracademicqualificationsanddegrees
Whitecollar/admin
13%
Technical/engineeringAcademic,49%
Technicalhighskilledvocational,33%
OtherS
killed
Workers5%
DistributionofTechnicalPersonnel
18
Creating a European Skills Council for the Maritime Technology Sector
-17-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Figure16:DistributionofTechnicalPersonnelpercompanytype(fourmaincategories)
Theeconomicandfinancialcrisisthatstartedin2008broughtdrasticreductionindemandfornewordersglobally,impactingbothshipyardsandequipmentsuppliersinEurope.Thelossofexperiencedworkerswholefttoothersectorsischallengingtransmissionofknowledgetonewgenerations.Eachvesselbuiltisauniqueprototype.Foreachneworder,companiesdesignauniqueproductaccordingtotheneedsofthecustomer(theship-owner).Thecomplexityanduniquenatureoftheproductsmakes it necessary to count on themost highly skilled and experiencedworkers. However,manycompaniesareexperiencingdifficultiesrecruitingworkerswithadequateskills.
ThischallengewasalreadymentionedbytheexpertsgrouponskillsandemploymentissuesintheframeoftheLeaderSHIP2020strategy.WithinthesurveycarriedoutbytheSectorSkillsCouncil,44%oftherespondentsconfirmedthattheyexperienceimportantrecruitmentissues.Figure17illustratesinmoredetailtherecruitmentissuespercompanytype
10%
17%
10%
9%
90%
41%
83%
34%
37%
5%
54%
5%
3%
3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ClassificationSociety
ComponentSupplier
ConsultingOffice,NavalArchitecture
Shipyard
Distributionofpersonnelpercompanytype
Whitecollar/administration Technical/engineeringwithacademictechnicalbackground
Technicalhighskilledworkerswithavocationaltrainingbackgroundorsimilar Otherskilledworkerswithnon-formaleducationbackgroud
33%
33%
25%
67%
67%
67%
75%
33%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ClassificationSociety
ComponentSupplier
ConsultingOffice,NavalArchitecture
Shipyard
Currentrecruitmentissuespercompanytype
Yesproblemswithrecruitmentprocess Noproblemswithrecruitmentprocess
-19-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Figure17:Recruitmentissuespercompanytype
Amongthereasonsidentifiedbytheindustryasdriverstothedifficultyinrecruitmentofworkerswithan adequate set of skills, amain issue is the lack of appropriately experienced and appropriatelyqualifiedstafftrainedandreadilyavailableonthejobmarket(seeFigure18).
Figure18:Currentrecruitmentissues
ThetypeofproductsbuiltinEuropemakehavingahighlyskilledworkforcewithextensiveexperienceandknow-howessential.Thelossofexperiencedworkersduringthecrisisyearsandtheagingoftheworkforcemakeitchallengingtoretainknow-howinthesector.Amongthemainreasonstorecruitin themediumterm(2 to5years), theexpected largenumberof retirements isoneof them(seeFigure 19). Ensuring the transfer of knowledge between generations is, therefore, of outmostimportancefortheindustryinthecomingyears.
Thediversificationoftheindustryintonewemergingmarkets,suchasoffshorerenewableenergies,andsupportingbusinessdevelopmentand technologicalevolutionarealsomaindrivers for futurerecruitment.
74%68%
53%
21%
0%0%
10%
20%
30%
40%
50%
60%
70%
80%
Lackofappropriatelyexperiencedstaff
Lackofappropriatelyqualifiedstaff
Lackofappropriatemixofskillsorhighly
specificskill(s)
Unabletoofferappropriate
salary/package
Issueswithvisas/immigration
CurrentRecruitmentissues
2% 2%5%
2%
16%
7%
12%12%
2%
7%
7% 12%2%
2%
7%7%
9%
7%
12% 7%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
TosupportbusinessexpansioninEurope TosupportbusinessexpansionintheRoW Replacementofretiringstaff Diversificationofbusinessactivities
Reasonsforplannedrecruitment(2-5Years)
ClassificationSociety ComponentSupplier ConsultingOffice,NavalArchitecture Other Shipyard
19
Creating a European Skills Council for the Maritime Technology Sector
-18-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Figure17:Recruitmentissuespercompanytype
Amongthereasonsidentifiedbytheindustryasdriverstothedifficultyinrecruitmentofworkerswithan adequate set of skills, amain issue is the lack of appropriately experienced and appropriatelyqualifiedstafftrainedandreadilyavailableonthejobmarket(seeFigure18).
Figure18:Currentrecruitmentissues
ThetypeofproductsbuiltinEuropemakehavingahighlyskilledworkforcewithextensiveexperienceandknow-howessential.Thelossofexperiencedworkersduringthecrisisyearsandtheagingoftheworkforcemakeitchallengingtoretainknow-howinthesector.Amongthemainreasonstorecruitin themediumterm(2 to5years), theexpected largenumberof retirements isoneof them(seeFigure 19). Ensuring the transfer of knowledge between generations is, therefore, of outmostimportancefortheindustryinthecomingyears.
Thediversificationoftheindustryintonewemergingmarkets,suchasoffshorerenewableenergies,andsupportingbusinessdevelopmentand technologicalevolutionarealsomaindrivers for futurerecruitment.
74%68%
53%
21%
0%0%
10%
20%
30%
40%
50%
60%
70%
80%
Lackofappropriatelyexperiencedstaff
Lackofappropriatelyqualifiedstaff
Lackofappropriatemixofskillsorhighly
specificskill(s)
Unabletoofferappropriate
salary/package
Issueswithvisas/immigration
CurrentRecruitmentissues
2% 2%5%
2%
16%
7%
12%12%
2%
7%
7% 12%2%
2%
7%7%
9%
7%
12% 7%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
TosupportbusinessexpansioninEurope TosupportbusinessexpansionintheRoW Replacementofretiringstaff Diversificationofbusinessactivities
Reasonsforplannedrecruitment(2-5Years)
ClassificationSociety ComponentSupplier ConsultingOffice,NavalArchitecture Other Shipyard
20
Creating a European Skills Council for the Maritime Technology Sector
21
Creating a European Skills Council for the Maritime Technology Sector
-20-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Figure21:MediumTermRecruitmentTypesofPersonneltobeemployed
Amongtherespondentsmentioningtheirintentiontorecruitschoolleaversandapprentices,shipyardcompanies and component suppliers represent themajority. Their business needs are focusedonskilledoperatorsandtechnicianstoreplacehighlyskilled,retiringstaff(seeFigure22).
Figure22:MediumTermRecruitmentTypesofPersonneltobeemployed
SkillsdemandanalysisAmongthemostdemandedskillsandoccupations,asshownbytheresultsoftheSkillsCouncilsurvey,wefindthefollowing:
Engineer NavalArchitect Designer ProjectManagerWelders Fitters ElectricalEngineers 3DDesignexperts
28%
40%
63%58%
9%
0%
10%
20%
30%
40%
50%
60%
70%
Schoolleavers/apprentices
Graduates Experiencedtechnical
Experiencedprofessional
Other
Mediumtermrecruitmentroles
10%
28%
10%
33%
13%
31%
21%
20%
40%
31%
28%
30%
33%
33%
38%
21%
30%
33%
3%
3%
10%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ClassificationSociety
ComponentSupplier
ConsultingOffice,NavalArchitecture
Shipyard
Other
Mediumtermrecruitmentrolespercompanytype
Schoolleavers/apprentices Graduates Experiencedtechnical Experiencedprofessional Other
22
Creating a European Skills Council for the Maritime Technology Sector
-21-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Thetablebelowprovidesanoverviewoftheresponsesreceivedpercompanytype.
ComponentSuppliers ConsultingOffice,NavalArchitecture Shipyards Other
Perm
anen
tSta
ff
TechnologistNavalArchitectMarineEngineerEngineering/Design/ProductionElectronicsProjectManagersMechanicalSpecializationDesignerServiceEngineerQualityManagerCNCoperatorAdministrator
NavalArchitect3DModellerHullandStrengthexpertAeronauticalEngineer
AssistantManagerMechanicalengineerDesignerSteelFittersProjectmanagers
ICTExpertWeldersElectriciansElectro-MechanicalEngineerCuttersOffshoreengineersSustainabilityexpertsMechatronicsoperators
Fixe
dTe
rmS
taff
Welders StabilityExpertOHSAS18001managerElectrical systemsengineer3DPipingdesigner3DMechanicaldesigner3DHulldesigner
WelderPaint &ScaffoldingSupervisorPipers / PipefittersManualSupervisors
OffshoreengineersSustainabilityexperts
Typeofskilland/orpositionrequired
Specific skills shortages envisaged in themedium termwere also identified by the Skills Council´ssurvey.Thequestionpromptedtherespondentstodescribe intheirownwordswhattheyfelttheskillsproblemstheywouldbefacedwithinthemediumtermwere.Theresponsesreceivedcouldbegrouped in two main categories: Company Related, where the responses were describing skillsshortageissuesspecifictotherespondent’scompanyandSectorRelated,wheretheresponsesweredescribing more generic, medium-term skills issues that the sector and their company areencountering.Belowaretheresponses:
CompanyRelated SectorRelatedMore personnel needed due to CompanygrowthPracticalexperienceandskillsshortage in thefollowingdisciplines:productionstabilitycalculationselectricalsystemsshippingandportssalespersonnelqualityengineerstechnicalwritersFEMengineerstechnicalStaff
DifficultiestoattractpeopleintheindustryMismatches between the Educational Systemand the employers requirements leading tolossofcompetitiveness.Vocationalschoolsdonot produce ready-to-work employees forshipyards.Shipbuilding of complex vessels (i.e. CruiseShips) requires relatively longexperienceandthattypeofpeoplearenotamongjobseekers.Personnel with poliqualification (design, inserviceoperation,conformityassessment)Level of competence in different areas -Welding,electricity,boilermaking
Specificskillsshortagesenvisagedinthemediumterm
23
Creating a European Skills Council for the Maritime Technology Sector
-22-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
SkillsgapinnewrecruitsThequestiononwhethernewrecruitsintheorganizationoftendonothavetheskillsrequiredfortherole was also investigated. Of respondents, 67% confirmed that there is a skills gap for newrecruitments(seeFigure23).Thisisasubstantialresponserateforacrucialissue,whichdemonstratesthereisaneedforsectoralactioninordertoaddressthis.
Figure23:SkillsGapsinNewRecruits
Analysingtheskillsgapfornewrecruitsfurthershowsthatthecompanieswhichsuffermorefromtheskills gaps fornew recruitmentsare shipyards,whichalready facebigger issues for recruiting (seeFigure24).
Figure24:SkillsGapsinNewRecruitspercompanytype
FutureactionsInordertoassessfurtherhowtheorganisationswouldaddresstheskillsgapissues,theywereaskedwhat actions they plan to take. The majority of respondents plan to take specific actions, whichreinforcestheperceptionthatthereisasectoralviewthataskillsgapexists,andalsodemonstratesthatthecompaniesinthesectorarewillingtodosomethinginordertoimprovethesituation.
Yes,67%
No,33%
Doyoufindthatnewrecruitstoyourorganizationoftendonothavetheskillsrequiredfortherole?
100%
42%
63%
60%
100%
58%
38%
40%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ClassificationSociety
ComponentSupplier
ConsultingOffice,NavalArchitecture
Other
Shipyard
SkillsGapsinNewRecruits(responsespercompanytype)
Yes No
24
Creating a European Skills Council for the Maritime Technology Sector
-23-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Figure25:FutureActionstoAddressShortfallinSkills
Amongfutureactionstoaddressskillsgap,fourinitiativesappeartobemostpopular:“Reviewinternaltrainingprogrammes”,“Utiliseexternaltrainingprogrammes”,“Workwithotheractorsinthesectortodeveloptheskillsrequired”and“Promotethesectortoschoolleaversandgraduates”(seeFigure25). Some of these actions have been presented during the workshops as best practices orrecommendationsforcommoninitiativesataEuropeanlevel.
RecruitmentstrategiesRespondentswereaskediftheyconsideredacentralisedEurope-wideonlinerecruitmenttoolforthemarinesectorwouldbebeneficialforrecruitingstaffandalsoifthisplatformshouldbeonlyforjobseekersorforcompanies,orforboth.
Byfarthemajorityofrespondentsfelt thatacentralisedEurope-wideonlinerecruitmentplatformwouldbebeneficial,andthatitshouldincludedetailsofbothavailablejobsandprofilesofindividualslookingforemployment(seeFigure26).
BenefitofCentralisedEurope-wideonlinerecruitmenttool
UseofaCentralisedEurope-wideOnlineRecruitmentTool
Figure26:CentralisedEurope-wideonlinerecruitmenttool
0%
10%
20%
30%
40%
50%
60%
70%
80%
Reviewinternaltrainingprogrammes
Utiliseexternaltrainingprogrammes
Workwithotheractorsinthesectortodevelop
skillsrequired
EmploystafffromoutsideEU
Promotethesectortoschoolleaversand
graduates
Payhighersalaries Other,pleasespecify Noneoftheabove
FutureActions
Yes- verybeneficial
28%
Yes- quitebeneficial
46%
Don'tknow19%
No- notbeneficial 7%
EUonlinerecruitmenttoolfortheMarineSector
Advertiseavailablejobs
only18%
Both77%
EUonlinerecruitmenttoolfortheMarineSector
25
Creating a European Skills Council for the Maritime Technology Sector
-24-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
6 InnovativeToolsandStrategiestoMonitorSkillNeedsandAddressSkillsMismatchesinSector
Three thematic workshops were organized to present, discuss and analyse, amongst experts andstakeholders, the sector’s employment situation, including forecasts and trends, the qualitativeevolutionofskillsinthesector,innovativetoolsandnational,regionalandlocalinitiativestoolsandstrategiestomonitorskillsneedsandtoaddressthequestionofskillmismatchandgapsinthesector.Annex1includesathoroughdocumentationofthethreethematicworkshopsthattookplacein2015and all the presentations and relevant files that were presented in these three events can bedownloadedfromhttp://wegemt.com/skills/
Thissectionprovidesashortsummary,outlininginfourdifferentcategoriesthoseInnovativeToolsand Strategies to Monitor Skill Needs and Address Skills Mismatch successfully implemented byvariouscompaniesinthesector(asexamplesofgoodpractice).
CompanyLevel
ThecaseofRoyalIHCRoyal IHC, the market leader in the design and manufacture of efficient and integrated dredgingvesselsandequipment,employsmorethan3,900staff,themajorityofthembeingpermanent.TheaverageeducationlevelatIHCisincreasing,andthistrendisexpectedtocontinueoninthefuture.ArecentskillsevaluationatRoyalIHCresultedinthefollowingfindings:
• TherewillbeafutureneedformorehighlyeducatedemployeesinthedisciplinesofSales,EngineeringandProduction.
• Achangeinthestructureofthecompany’ssalesforcewouldbenecessaryinordertoadapttothechangingneedsofthecustomers.
• Thereisanincreasingneedforbasicengineersandadecreasingnumberofdetailedengineers.• Itisexpectedthattherewillbelessdemandforproductionemployeesinthecomingyears
duetotheshifttocountriesoutsidetheNetherlands,suchas:Poland,Romania,Croatia,ChinaandVietnam.
Inordertoaddresstheskillsrequirementsoftheworkforce,thefollowingstrategiesandbestpracticesareemployedatRoyalIHC:
• Thecompanyoperates itsownschool,where theyoffera2-yearweldingand ironworkingeducationprogrammetoapproximately30youngpeopleeveryyear.
• Thecompanyintendstoincreasetheentrancelevelofyoungpeoplethatentertheschoolinordertobeabletotrainthemtoahigherlevel,suchas(service)engineers.
• ThecompanyiscloselycooperatingwithlocaluniversitieslikeTUDelftinordertoattracttheirstudents.
• ThecompanyisplanningtoshiftoneoftheirR&DdepartmentstothecampusofoneofthelocalUniversities(TUDelft)inordertocooperatemorecloselywiththem.
ThecaseofFactoríasVulcanoFactorías Vulcano is a shipyard in Vigo, Spainwith expertise in product carriers, offshore vessels,research vessels, as well as other miscellaneous vessels, such as trawlers, RORO containerships,cementcarriersandLPG’s.Currently,theshipyardencountersthefollowingskills-relatedissues
26
Creating a European Skills Council for the Maritime Technology Sector
-25-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
• There is a serious training problem, as the old highly specific training schools havedisappeared. The current qualifications are not specifically tailored to the needs of theshipbuildingindustry.
• Thesynthesisshipyardneedsprofessionalsabletoperformanalysis,diagnosis,reportinganddecision-makingtasksinlarge,complexprojects.
• Mostdegreesdon’tmakesignificantreferencetotheindustryand,insomecases,noneatall.Thisbecomesaseriousissuewhenconsideringtheabilitiesthatamiddlemanagermusthavetodohis/herjobasamanager.
Inordertoaddresstheskillsrequirementsandtodefinetheskillswhichareessentialforashipyard,FactoríasVulcanohasconsideredthreekindsofskillsrequiredtodevelopaprofessionalcareerinthecompanyforthecorrectperformanceofhighlevelfunctions:
• AccessTraining:thisisthetrainingand/orminimumqualificationsrequiredfortheadaptationofapersontoajob/role.
• AdditionalAccessTraining:thisistheprofessionaltrainingrecommendedforthepersonwithaspirations to access a job/role. This includes training programs related to the mostprestigiousbusinessschoolsinthecountry.
• Transversal and/or Additional Training: this improves the ability of theworker to develophis/herskills,withoutconstitutinganaccessrestriction.
ThecaseoftheFrenchNavalIndustryThe naval industry and yachting, togetherwith oil and gas, constitute an industrial branch of theFrenchMaritimeCluster,whichemploys100,000people in France. The Frenchnaval industry is amajor economic partner in local territories as it provides work for 69 shipyards and about 480companies(2012statistics).
The skills situation is quite complex,withmore than 300 different positions existingwithin navalindustry companies, mostly in technical areas such as welding, mechanics, electro-technics,maintenance,designandengineering.
In order to address the skills requirements needed by business, several strategic initiatives areundertakenbytheFrenchNavalIndustry,suchas:
• Agroupofindustrialmembers(HRpersonnel)meeteverymonth(OneHourConferenceCall)andworkoncommonprojectsrelatingtoskillsneeds.
• Anothergroupofvocationaltraining(VT)providershelpsstructureandofferinitialtrainingthatiscloselyadaptedtobusinessneeds.
• ProjectshavebeenlaunchedwithFrenchNationalEducationtoadaptdiplomaswhichconcernmostlyoperatorsandtechniciansinmechatronics,vesselconceptionandwelding.
• LaunchedduringEURONAVALattheendof2012byGICAN,theFrenchNavalCampusisawayforthekeytrainingactorsinthenavalindustrytogetdirectinformationregardingbusinessneedsandtoworkwithcompaniesonshort-andlong-termsolutions.Themaingoalsofthiscampusaretoprovideaneffectivestructuringof“bottom-up”trainingpathsforspecificskillsrequired by the naval industry (from operator to engineer) with professional (and whenpossible, international) certificates, as well as to promote careers through a website(www.campusnavalfrance.fr)wherevideosanddocumentsarepubliclyavailable.
27
Creating a European Skills Council for the Maritime Technology Sector
-26-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
Cooperationbetweenindustryandeducation
ThecaseofIRT(InstitutdeRechercheTechnologique)JulesVerneTheInstitutdeRechercheTechnologiqueJulesVerneisdedicatedtoadvancedcompositesproductiontechnology,metal andhybrid structures, and aims tobecome,within thenext ten years, a globaltechnological innovation campus. The institute is active in 4 main areas: strategic technologicaldevelopment,researchprojects,training,technologytransferandintegrationofSME’s.
TheJulesVerneManufacturingValleyconsistsofatechnologicalclusterofmorethan300companies,aresearchclusterwithmorethan1,000researchers,acampuswithmorethan2,000studentsandcoversanareaofmorethan60,000m².Thiscreatesarelativelycomplexenvironment,asfarasskillsandexpertiseneedsareconcerned.
In an attempt to respond to the expertise needs expressed by companies in the sector (such asdifficultiesinrecruitmentnow,preparingforthefutureandtheindustryofthefuture)andinordertoimprove the quality of the training, the IRT Jules Verne federates and supports development viatrainingandhasinitiatedaManufacturingAcademyonitssiteinNantesthatwillaccommodate1,000studentsandwillsupportadvancedtraining.
TheManufacturingAcademyiscloselycooperatingbetweenacademicpartnersandlocalcommunitiesintheregion,witheducationalgoalsdefinedbycompanies.TheIRTJulesVerneanditspartnersareworking on the construction of this campus, which will establish a network of education centreschargedwithprovidingtrainingwhichfulfilsthedemandsofindustryaswellasamutualisedcampusdedicated to apprenticeship training, and which is expected to welcome students from the 2018academicyear.
TheVascoDaGamaProjectOneexcellentexampleofcooperationbetweenindustry,educationandpublicauthoritiesistheVascoDaGama Project. The aim of the VDG-TGSMT project (co-financed by the EU) is to contribute toachievingthedevelopmentofhighprofessionalskillsandthedevelopmentofEducationandTrainingwithintheEU.Inparticular,itsaimisimprovetheskillsofpersonsemployedinEuropeanshipping,withaviewtoaddressingspecificchallenges,suchasmaritimesafetyandreductionofenvironmentaldamage, and to lay the foundations for mobility within Europe, involving education and traininginstitutions(alongthelinesofa‘maritimeErasmus’).
TheprojectleaderistheCPMR,anorganisationthatbringstogethersome160regionalauthorities.ManyofthemareinvolvedinthegenericVascoDaGamainitiative,forwhichmainobjectivesare:
• Topromotethequalityofeducationandtraininginthemaritimetransportsector• EnhanceEuropeanmobility forstudents,teachersandseafarers in linewiththe“Maritime
ErasmusConcept”• Encouragenetworkingbetweenregions,educationalandtraininginstitutionsandtheprivate
sector
Thestructureanddifferentworkpackagesoftheprojectwerepresented.Theprojectaimedtoalsoaddresstheskillsgapinthemaritimetransportsectorby:
• Developinginnovativemoduleswithafocuson“key”issues;• Encouragingparticipationofstudentsandseafarersinmobilityschemes;• HarmonisationofprogrammesandsemestersinEUMETs;
28
Creating a European Skills Council for the Maritime Technology Sector
-27-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
• Designinginnovativehardwareandsoftware;• Developing“transnationalcooperation”exercises;and• Identifyingthatstudentsshouldspendmorehours insimulatorsmeansthere isaneedfor
moreinvestmentsin“infrastructures”andmore“teachers”.
ThecaseofMarineValleyKlaipėdaUniversityInLithuania,the“BalticValley”Associationwasestablishedinordertocoordinateresearch,academicandbusinessactivitieswithin the“IntegratedScience,StudiesandBusinessCentre (Valley) for theLithuanian maritime sector”. The founders of the association are public scientific and academicinstitutions and business entities. TheMarine Valley Programme is aimed at creating a cluster ofmaritime, knowledge-based economy by consolidating the existing potential and promotingintegrationofmaritimeresearch,academicstudiesandbusinesses.MainobjectivesoftheProgrammeinclude:
• Creating a modern infrastructure for the general needs of Lithuania’s maritime research,academicstudiesandtechnologicaldevelopment;
• Encouragingmoreactiveapplicationofscientificoutputinproductionandbusiness;• Promotingtheoccurrenceofneweconomicentitieswithtechnologicalprofileandbasedon
thepracticalapplicationofscientificoutput;openingpossibilities forcooperationbetweenknowledge-demandingmaritimebusinesses,academicinstitutionsandresearchteams;
• Strengthening the competitiveness of Lithuanian maritime research and technologies oninternationalmarkets;creatingconditionsforattractingmoreforeigninvestmenttobusinessandresearchactivitieswithinLithuania’smaritimesector.
ProjectsoftheProgrammeinclude:
• DevelopmentoftheMarineValleyNucleusandRenewalofStudyinfrastructure• DevelopmentofStudyInfrastructure• DevelopmentoftheLaboratoryoftheFisheryandAquaculture• DevelopmentoftheEngineeringNetworksandCommunications• DevelopmentoftheInfrastructureofKlaipėdaScienceandTechnologyPark• Strengtheningofthe“BalticValley”Association• DevelopmentandUpgradeofthe1stand2ndLevelProgrammesforMaritimeStudies• Upgradeofdoctoralstudies,qualificationofacademicstaffandstimulationofMobility• EstablishmentoftheNationalCentreforMarineScienceandTechnology
Inter-sectoralcooperation
ProposalsoftheFrenchNationalCouncilforIndustryThe French National Council for Industry has set up a working group with representatives fromstrategicindustrycommittees,unionconfederations,ministriesforeducation,employment,economyandindustryandregionalcouncils
Theworkinggroupmetonceamonthinordertoshareexperiencesanddiscusshowtoaddressskillmismatchesandgapsbetweenjobdemandsandoffers,andtoelaborateproposals.
The purpose of these proposals, focusing only on initial professional training, is to improve theinteraction between industrial skills-related needs and educational systems, providing initial
29
Creating a European Skills Council for the Maritime Technology Sector
-28-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
professional training and developing an attractive professional and technological training policy,includingacommunicationcampaignaimedatteenagers,parents,teachersandmedia.
TheStrategicIndustryCommitteeswillshare,withintheFrenchNationalCouncilofIndustry,specificinformationregardingtheevolutionof jobs,skills,technologicaltoolsandworkingorganizations.Aroad map focused on Professional and Technological Education and Training will be defined andsupportedbyallthepartiesinvolvedintheworkinggroups.
ToimproveinteractionbetweenIndustryandEducationalandTrainingSystems,asharedanduniquemethodwillbeappliedbyeachStrategicIndustryCommitteeinordertoproduceaprospectivevisionofjobsandcompetenciesneeded,resultingfromrealsituationsandtransformationsobservedintheirterritories.Thiscommonreferencewillhelpbuildanationalindustrialvisionofjobsandcompetenceneedsandcanevaluatehowmanypeoplethesystemshouldeducateandtrain,andhowmanyofthemgetajobintheindustry
Toestablishexchangesonaregularbasisbetweenindustryandeducationalsystematthenationaland regional levels, each Strategic Industry Committee gets a referee within the Ministries forEducation,Employment,Economy&Industry,andtheregionalStrategicIndustryCommitteedevelopscontactsandinitiativesatthelocallevel.
SectoralcooperationattheEUlevel
European Sectoral Skills Council (ESSC) for the Textile Clothing Leather and Footwearindustry(TCLF)TheTCLFESSCaimsatimprovingthelevelofeducation,skillsandemploymentintheTextileClothingLeatherandFootwearsector,addressing(amongothers)issuesregardingtraining,qualificationsandskillsintheEuropeanlabourforceintheseindustries,theappealofthesectorforattractingyoungprofessionalsandtheassistanceneededbyenterprisesforbeingmoreflexibleinmeetingchangingcompetitivedemands.
Bybringing together key industrial stakeholders, educators, bi-partite and tri-partiteorganizationsdealingwitheducationandskillsdevelopment,andinterestedgovernmentrepresentatives,theTCLFESSCaimsataddressingawiderangeofissuesrelatedtoimageandtechnologicalchange,qualificationstandardsandpractices,planning,andhumanresourcedevelopment.Throughtheirparticipation,theEUsocialpartnerspledgetocooperateactivelyandloyallywiththeEUTCLSKILLSCOUNCILandtocontributetoitssuccessinaspiritofopennessandtransparency.TheoverallmissionsoftheEUTCLSKILLSCOUNCILare:
• TomonitorlabourmarketdevelopmentsintheTCLFindustriesandcontributetotheactivenetworking/informationexchangeoftheinvolvedsectoralnationalISPsand/ortherespectivesocialpartnersatEuropeanlevelregardingEducationTrainingandEmployment;
• To carry out reports/surveys/analyses to construct and maintain the interaction with thereferencemarketrelatedtoEducationTrainingandEmploymentoftheTCLFIndustries;
• Tofosterallianceswithin theTCLF Industriesandalsowithrelatedsectors (e.g.machinerymanufacturers,chemicalindustry,distribution,etcetera.)inordertomaximisesynergieswiththem;
• Todevelop andpromote an effective innovationpolicy, in keepingwith sustainability andflexibility,toincludetechnicalresearch,technologytransfers,vocationaltraining,etc.;
• Topromotetheimageofadynamicandforward-lookingindustrywithpublicinstitutions,themediaandeconomicdecision-makersregardingEducationTrainingandEmploymentoftheTCLFIndustries;and
• Toprovidethememberswithrelevantinformation
30
Creating a European Skills Council for the Maritime Technology Sector
-29-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
7 Conclusions:TheEuropeanmaritimetechnologyindustryencompassesalltheenterprisesinvolvedinthedesign,construction,maintenanceandrepairofalltypesofshipsandothermaritimestructures,includingthecomplete supply chain of systems, equipment and services, as well as research and educationalinstitutions.
The maritime technology industry is the key industry for achieving the goals of the Europe 2020strategyforsmart,sustainableandinclusivegrowth,inparticularthrough‘bluegrowth’.
• Smart:The Europeanmaritime technology industry is a pioneer in the development of themostadvancedtechnologiesandvessels.InvestmentinR&D&Iandahighlyskilledworkforceareessentialforthesuccessoftheindustry.ThesectorcontributestoEurope´ssmartgrowthandknowledge-basedeconomy.
• Sustainable:o ThemostefficienttechnologiesaredevelopedinEuropetoensurethereductionof
environmental emissions from waterborne transport. The industry is forming acomprehensiveresearchstrategytoworktowardszeroemissionandtowardszero-accidentvesselconcepts.
o Theindustrycontributestodevelopmentofoffshorerenewableenergies,providingthetechnologiesandstructuresfortheirproduction,transmissionandstorage.
• Inclusive:WithanannualturnoverofEUR91billion,itcomprisesmorethan22,000companies,mostofthem SMEs, providing in excess of 500,000 direct jobs and thousands of indirect jobs,contributingtotheeconomicdevelopmentoftheregionsinwhichtheyaresituated(morethan200regionsinatleast18Europeancountries).
The'blue'economyrepresentsaround5.4millionjobsandgeneratesagrossaddedvalueofalmostEUR500billionayear.However,furthergrowthispossible,andthemaritimetechnologyindustryisthekeyenabler,providingthetechnologies,vesselsandstructuresneededtoensurethesustainabledevelopmentofallthemaritimeactivities(maritimetransportofgoodsandpassengers,promotionofoilandgas,offshorerenewableenergies,aquacultureandfisheries,securityanddefence,etc.).
Overthelastdecade,theindustryhasexperiencedameaningfulevolution.Europeancompanieshavespecialisedtowardsbuildingthemostinnovativeandadvancedtechnologiesandhigh-valuevessels.TheEuropeanmaritimesupplier industryproduces50%oftotalmarinesuppliesworldwide,andincivilshipbuilding,Europeanshipyardsrepresent20%oftheglobalorderbookvalue,ranking3rdafterSouthKoreaandChina.Ofglobalinvestmentinnewbuilding,40%comesfromEuropeanship-owners.Furthermore, several studies forecast growth in the demand for vessels and technologies in thecomingyears,providingapositiveoutlookforthesector.
However, the sector in Europe is facing challenges as a direct result of the ongoing financial andeconomic crises, and unfair competition from overseas, where protective legislations and tradebarriersareputinplaceinordertosupportmaritimetechnologyindustries.
In order to maintain its leading position and to continue contributing to Europe´s innovative,sustainableandsmartgrowth,thesectorneedstocountonahighlyskilledworkforcewhocandrivetheindustrialinnovation.
The maritime technology industry is one of the sectors with higher RDI intensity in Europe.Approximately9%oftheturnoveris investedinRDIactivities.Asaninnovation-drivensector,withoneofthehighestinvestmentintensityinRDI,itisdifficulttoanticipatetheskillneedsandadaptthe
31
Creating a European Skills Council for the Maritime Technology Sector
-30-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
education, training and re-training programmes accordingly. Moreover, nowadays, the industrycontinues leading technologicaldevelopment in theemergingmarkets, designingandbuilding thetechnologies,infrastructuresandvesselstoenablethedevelopmentBlueGrowthactivities(offshorerenewables,greenandsafeshipping,maritimesurveillance,deep-seamining,etc.).
Somecompaniesexperiencedifficultiesfindingworkerswiththerightskills,andfindthatmismatchesbetweentheindustry’sdemandandtheexistingskillssupplyisarealchallengeforthedevelopmentofthesector.SeveralinitiativesarebeingdevelopedalloverEuropetosolvetheshortageofskillsandthechallengethatitconstitutesfortheindustry.However,theseinitiativesareimplementedatthenational,regional,localorcompanylevels,andthereisnocoordinationamongtheseinitiativesattheEuropeanlevel.
IntheframeworkoftheactionstakentocreateaEuropeanSkillsCouncilfortheMaritimeTechnologysector, it has been proven that the stakeholders see the need to act at the European level. Thefollowingobjectivesareseenasnecessarytoimproveskills,employmentandeducationinthesector:
- ImprovethecooperationamongdifferentstakeholdersalloverEurope,mainlycooperationbetweeneducationandtrainingprovidersandtheindustry,inordertodesignprogrammeswhich address the actual needs of the industry in terms of skills and knowledge. Theadaptation of innovative programmes for the sector should include high education(university),VETandlifelonglearningprogrammes.
- HarmonisationofcertificatesacrossEuropetoimprovethemobilityofworkers.
Inordertoachievetheabovementionedgoals,theSkillsCouncilwilltakethefollowingactionsinthecoming2-3years:
- BasedonoutcomesfromthecurrentReport,in-depthanalysisandidentificationofkeyskillneeds;
- Coordinatejointactivitiesandworkshops,bringingtogetheractorsfromdifferentEuropeancountriestoimprovetheexchangeofgoodpracticesandinnovativetoolstoanticipateskillsneedsandsolveexistingmismatches,andtofostercommunicationandcollaborationamongorganisationsindifferentcountries;
- Analysisofexistingeducationprogrammesforkeyoccupationswithinthesector,comparingcontents and identifying possible improvement, cooperation and harmonisation ofcertificates;and
- Support projects and activities in the field implemented at the national, regional or locallevels.
Basedon theoutcomesof theseactivities, theSkillsCouncilwillhave the information required tofurtherdevelop findings inorder todelivernewand innovativeeducationprogrammes (VET,higheducationandLLL).
32
Creating a European Skills Council for the Maritime Technology Sector
-31-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
8 PolicyrecommendationsThemaritime industry is the economicbackbone formany coastal regions throughout Europe. ItsworkforceishighlyspecialisedandhighlyskilledanditiscrucialthatEuropemaintainsacriticalmassofactivityinordertoremaincompetitiveontheglobalmarket.Inanefforttocontributetoachievingthiscrucialgoal,thisreportputsforwardasetofrecommendationsforpolicymakersworkingonthefutureofEurope’smaritimeindustry.
1.AEuropeanstrategyTheEuropeanUnionrequiresaholisticindustrialstrategyforthemaritimesectorbasedonasharedvisionofhowtobestrongertogetherbydevelopinghighvalueproductsandsystems.Inparticular,theshipbuildingindustryhasevolvedintoafieldinwhichonlyafewcountriescompeteonaglobalscale.Nationalstrategies,whicharenotinplaceinallEUMemberStates,cannotsufficientlyaddressthechallengesofsuchascale.Therefore,furtherEuropeanactionisnecessary.
• Inorder tosupportand fosterEuropeanexpertise, theCommissionneeds toplace furtheremphasisonadvancinganambitious,butneverthelessrealistic,industrialpolicystrategyforthesector,aswassuggestedintheLeaderSHIP2020document,devisedbytheCommission,theEUMemberStates,theSocialPartnersandfurtherstakeholders.
• Supporting the installation of a Skills Council for the Maritime Sector that promotes thetraininganddevelopmentofthenecessaryskillsneededtocompeteinthissectorwouldbeawelcomestep.
• Encourage the establishment of cross-border maritime clusters that bring togethercompetencesfromthroughoutthevaluechainandeducation.
• FacilitatethemobilityoftheEuropeanworkforcethroughharmonisationofcertificateswhileensuring that social standards, as agreed by the European Sector Social Dialogue, arerespectedthroughouttheEU.
2.PromotionofenvironmentallysustainablelegislationLegislativeandfinancialincentivesfromtheCouncilofMinistersandtheCommissionmustbeputinplacetoencourageshipownerstoordernew,environmentallyfriendlyandenergy-efficientshipsandtodismantleorretrofitoutdatedshipsofmorethan30yearsofage.Thismustincludemeasurestoensure these ships are built or retrofitted in Europe. Besides serving the purpose of stimulatingdemand,considerableheadwaywouldbemadeinaddressingenvironmentalandsafetyconcernsinthisway.Themaritimeindustrywouldalsobeprovidedwithastableperspectivetofurtherinvestin‘greening’ the sector. Thus, it is absolutely crucial that investments made by European yards toimprove the environmental performance of their ships and to expand their know-how are finallyaccompanied by a legislative framework rewarding these green innovations. Consequently, a newstrategyshouldincludefollowingmeasures:
• Agree as quickly as possible on the Vessels for the Future contractual public-privatepartnership (CPPP), supported by the WATERBORNE-TP through its research association(Vessels for the Future),with the aim of focusing research toward zero-emission, energy-efficient,andzero-technical-accidentvesselsandemerging-marketopportunities.
• SupporttheroleoftheindustrythroughdedicatedR&Dprogramsinthedevelopmentof‘BlueGrowth’opportunitiesandmaximisingthesector’sroleinharnessingeconomicpotentialfromtheoceansandseas,asdescribedintheWATERBORNE-TPBlueRoadmap.
• Encourage pioneering companies to invest in new technologies with an effective policybenefitingfirstmovers,asagilityontheimplementationofnewregulationsisamust.
33
Creating a European Skills Council for the Maritime Technology Sector
-32-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
• Linkshiptaxationtotheirrespectiveenvironmentaltrackrecord.
• Ship-ownersandtheirclientsmustbeheldresponsiblefortheenvironmentalperformanceoftheirships.
• Environmental aid must be granted to shipbuilders that produce and develop emission-reducingtechnologiesinEurope.
• SECA/ECAregulationsshouldbeexpandedtoallEUcoasts.
• PromoteenvironmentallysustainabletechnologiesforshipbuildingenterprisesinEurope.
3.PlanningsecurityThe economic and financial crisis, and the resulting worldwide credit crunch, have significantlyimpairedthechronicproblemofshipfinancinginEurope.Thisdevelopmentisparticularlyworrisome,sincethesectorisexposedtoglobalcompetitionthatissupportedbyitsnationalbanksectorandcanoffer technological as well as financing solutions. Withdrawing further from the sector of shipfinancingwoulddiminishtheEU’scapacitiesasarelevantactorandpresentacriticallosstoknow-how.Inordertoremainleadersininnovationanddevelopment,itisessentialthat:
• Therebesufficient incentivestoallowthe industrytomaintainasustainablemarketshareand to exploit the full potential of current capacities. For this reason, it is necessary toreconsidersomerestrictiveinterpretationsregardingcompetitionlawinaccordancewithEIBGuidelines;
• Revisionoffinancinginstrumentsforthesector,especiallyEIB,inordertoimproveaccesstofinanceindependentoftheregional/nationaleconomicsituation,bestudied;
• Ensuring that any financing being provided by the European Commission to undertake‘retrofitting’orsimilarprojectstostimulatetheuptakeoftechnologybyship-ownersbegiventotheEuropeanmaritimetechnologytosupporthome-growntechnologydevelopmentandnotbeprovidedtooverseascompetitors;and
• Theguarantee thatEU financial supportwillbenefit theproductionandserviceabilities inEurope.
4.FaircompetitionandAttractionofSkilledTalentInthelightofthelackofinternationalregulationsforshipbuilding,theburdenliesallthemoreontheEuropeanCommissionanditsMemberStategovernmentstoensurethat,inbilateralormultilateralnegotiations,Europeanshipbuildersareshieldedfromunfaircompetition.Suchaneffortiscrucialsothatasignalissenttotheyoungergeneration,thatacareerinshipbuildingwillnotbethreatenedbyunfairtradepractices,orfallvictimtoever-increasingpricepressurethatnegativelyinfluencessalariesorworkingconditionsorfundsavailabletobeinvestedinskillsdevelopment.
• TheEUCommissionshoulddeployalltheresourcesatitsdisposalinabidtoimposefairglobalcompetitive conditions. This position should be reflected in any free trade agreementbetweentheEUandtheAsiancountriesinquestion.
• It is nomystery that the competitiveadvantagesof Far-East shipbuilding stems toa greatextendfromstateaid,disregardforprotectionoftheenvironmentandviolationofhumanandworkers'rightsandsocialdumping,amongothers.Stepsmustbetakentocorrectthisnegative image in Europe, where working conditions are good, salaries attractive andinvestmentsinR&Dandaskilledworkforcearethebasisofvaluecreation.
34
Creating a European Skills Council for the Maritime Technology Sector
-33-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
• Unfairtradepracticesneedtobeeradicatedandgoodglobalstandardsshouldbepromoted,sothatyoungpeopleareencouragetoseekacareerinthemaritimeindustry.
5.EducationandLifelonglearningFinally, education and skills are the key drivers for growth and jobs because they provide thefoundationsforinnovationandvalueadded,inparticularinahigh-technology,high-precisionsectorlikethemaritimeindustry.ThesustainabilityofEurope’spositiondependsondesigningandbuildinghigh-end products that are leaders in their field. Therefore, this report recommends theimplementationoffollowingpractices.
• Timely anticipation of employment and skills needs coupled with re-skilling/re-trainingprogramsthataddressemergingskillgapsandshortageswhereidentifiable.Inthisrespect,theestablishmentofaSectoralSkillsCouncilandthecreationofsectoraltraininginstitutesshouldbeencouraged.
• Thepromotionof lifelonglearningandtransferofcompetencesbetweenjuniorandseniorstaffshouldbepromoted.
• Thesettingupoftransfersystemsbetweeneducationandindustry:systemsofdualeducationandapprenticeshipswithhighqualitystandardsforyoungpeople.
• Dualeducationsystems(VETandthesimultaneouspursuitofauniversitydegree)shouldbeextended, inparticular inregionswithmaritimeclusters.Cooperationbetweenuniversitiesandon-sitetrainingcentresneedstobedeepenedandextended.
• The curriculumof training centres in Europe should be reviewed andharmonized to suchextent as toestablish a commonEuropean standard that facilitates theawardof EU-widerecognizeddegrees.AnEUSkillsCouncilcouldplayanessentialroleinsuchaprocess.
• Extensionofthecompetencesof theEuropeanGlobalisationFund inordertoupgradetheskillsofworkersinsectors/supplychainsthataresufferingfromoff-shoringandinternationalcompetition.
35
Creating a European Skills Council for the Maritime Technology Sector
-34-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
EditorialCredits
Organisationsthatcontributedforthecreationofthisreport:
ShipsandMarineEquipmentAssociation
IndustriAllEuropeanTradeUnion
DCNSGroup
AgenturfürStruktur-undPersonalentwicklungGmbH(AgS)
WEGEMTFoundation,EUMarineUniversityAssociation
-36-
CreatingaEuropeanSkillsCouncilfortheMaritimeTechnologySector
EditorialCredits
Organisationsthatcontributedforthecreationofthisreport:
ShipsandMarineEquipmentAssociationMs.SaraiBlanc
IndustriAllEuropeanTradeUnionMr.MischaTerzyk
DCNSGroupMs.SophieNormand
AgenturfürStruktur-undPersonalentwicklungGmbH(AgS)Mr.ThorstenLudwig
WEGEMTFoundation,EUMarineUniversityAssociationMr.GeorgesSmyrnakis
36
Creating a European Skills Council for the Maritime Technology Sector
ThispublicationissupportedbytheEuropeanUnionProgrammeforEmploymentandSocialSolidarity– PREGRESS (2007-2013). This programme is implemented by the European Commission. It wasestablishedtofinanciallysupporttheimplementationoftheobjectivesoftheEuropeanUnionintheemployment,socialaffairsandequalopportunitiesarea,andtherebycontributetotheachievementoftheEurope2020Strategygoalsinthesefields.Theseven-yearProgrammetargetsallstakeholderswhocanhelpshapethedevelopmentofappropriateandeffectiveemploymentandsociallegislationandpolicies,acrosstheEU-27,EFTA-EEAandEUcandidateandpre-candidatecountries.
Formoreinformationsee:www.ec.europa.eu/progress
The information contained in this publication does not necessarily reflect the position of the EuropeanCommission.
Picturescoverpage:CourtesyofKongsberg,RollsRoyce
Rue Marie de Bourgogne 52-541000 Brussels, Belgium
tel.: +32 2 230 27 91fax: +32 2 230 43 [email protected]
Bd roi Albert II, 5 1210 Brussels,
Belgiumtel +32 2 226 00 50
www.industriall-europe.eu