Apo Belokas delves into the evolving landscape of the shipping industry, emphasizing the imperative of addressing human factors in relation to decarbonization and digitalization as new industry realities.
Human factors present a significant challenge for the maritime sector, given the multifaceted challenges of this new era. The industry is confronted with the ‘Modern Ship Management Equation,’ where flawless operation hinges on the synergy of the right people, the right ships, and the right systems. Regrettably, the maritime sector often prioritizes ships and systems over human capital.
Commercial shipping is fragmented
The concept of return on investment in human capital remains conspicuously absent compared to other industries. However, recent Global Port State Control (PSC) statistics from the RISK4SEA platform reveal that human factors account for nearly 20% of the 357,574 deficiencies recorded, making it the leading category. Furthermore, the commercial shipping landscape is highly fragmented. Vessels like VLCCs and LNG carriers make only a few dozen calls per annum, whereas containerships can make hundreds. As a result, each vessel requires a tailored approach to diligence.
While 61% of companies operate more than one hundred ships, there are approximately 2,000 operators with just one ship. These smaller operators likely lack the expertise, resources, and financial means to competently operate ships compared to larger companies. Recognizing this disparity is crucial for the industry to devise effective solutions and initiatives.
What it takes for decarbonizing maritime operations
Decarbonization remains a hot topic in the maritime sector. Discussions encompass a range of topics, from selecting the right alternative fuels and energy sources to addressing lesser-known concerns like Polar Trading and Nox Tier III. Compliance with IMO Tier III regulations demands a 76% reduction in nitrogen-oxide emissions compared to Tier II engines, incurring an additional daily cost of approximately two thousand dollars per ship.
Digitalization and emerging technologies, such as Integrated Bridge systems, Remotely Operated Systems, and autonomous ships, introduce new skill requirements spanning personal, operational, digital, and sustainability competencies. The transition cost is steep and not expected to abate in the coming years, raising questions about who will shoulder the financial burden.
Moreover, the regulatory environment further complicates the transition. The IMO is lagging in establishing regulations compared to the more proactive EU, which already introduced the Emissions Trading System. However, this delay has spurred stakeholders to launch various innovative initiatives to facilitate the transition.
Need for new skills
The forthcoming 2027 revision of the cornerstone International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW), seventeen years after the 2010 Manila amendments, presents a significant challenge. The revised STCW must address outdated training models, with approximately 80% dating back to the 1990s, and integrate emerging technologies in ship operations, education, and training.
New STCW (2027) Challenges
- Addressing outdated training models
- Emerging technologies on ships and ship operations
- Emerging technologies in education and training
- Training Facilitation & use of simulators
- Requirements for sea time or practical experience in relation to new and emerging technologies including the use of simulation
- Bullying and harassment, mental health
- 21st century and interpersonal skills
- Lessons learned (Investigations, Covid, certs extension)
- Alternative certification under chapter VII (ship type training)
- Cybersecurity awareness
Acknowledge reality in learning trends and learners
Key considerations in modern maritime education include training facilitation, simulator usage, practical experience requirements, and addressing issues like bullying and harassment. Emphasizing 21st-century skills and interpersonal competencies is also vital for maritime professionals, and cybersecurity awareness is imperative to mitigate digital threats. Furthermore, even if the global seafarer workforce is adequately trained in areas like alternative fuels, there is a shortage of available ships to apply their skills.
According to the 70-20-10 Model, people learn 70% from practice, 20% through social contacts, and 10% through training. The maritime industry predominantly adheres to the 10%, which is only part of the problem. Additionally, the maritime industry faces challenges in integrating Gen Z, characterized by their digital nativity, entrepreneurial spirit, and concerns about environmental sustainability. This generation values flexible work arrangements, a work-life balance, and interactive, personalized learning experiences.
Decarbonization skills outline
Personal skills
- Soft Skills (communication, negotiation, innovation, creativity, interaction, learn, unlearn, relearn)
- Multi-lingual skills for communication in a global operation
- Manage teams and people working onsite/remotely
Operational Skills
- Operation & maintenance of M/E, A/E, Other Systems with AFT
- Operation & Maintenance of Aux Systems (Propulsion, Pumps, hydraulic components, pneumatic equipment, complex hybrid and zero-emission machinery)
Safety skills
- Hazard identification and mindset working with AFT
- Risk Management using AFT and Hybrid Systems
- New Emergencies (First aid, fire detection, fire fighting)
Digital skills
- Basic digital technology knowledge (IoT, sensors, networks, cyber security, connectivity).
- Digital skills for Safe & Secure operation of shipboard systems
- Update, service and repair digital systems
Automation skills
- Manage automation failure, with onshore support
- Operation, monitoring, diagnosis and rectification of automated systems
- Knowledge of electrical systems and PLCs
Sustainability skills
- Energy Efficiency Components of shipboard operations
- Emission monitoring and documentation
- ESG impact of operations
Gen Z: Key characteristics
People born between 1997-2012 are considered as Generation Z, having the following features:
- Digital Natives, highly tech-savvy, comfortable with digital tools and platforms.
- Diverse and Inclusive
- Entrepreneurial Spirit, interested in starting their own businesses, side hustles, or pursuing creative ventures.
- Pragmatic and Realistic, focused on financial stability and practical career paths.
- Individualistic, comfortable with expressing their unique identities and viewpoints.
- Short Attention Spans due to the constant stream of info
- Concerned about the Environment, climate change, Sustainability & eco-friendly practices.
- Global Awareness due to internet and social media
- Blurred Work-Life Boundaries, valuing work flexibility and seeking work/life balance
- Learning Preferences on interactive, multimedia-rich educational content, seeking self-directed and personalized learning experiences.
Looking forward
The maritime industry is navigating an increasingly uncertain landscape compared to two decades ago.
Decarbonization, while a crucial goal, is proving to be expensive and slower to implement than anticipated. The rising costs of building and operating ships, coupled with high-frequency costs, are expected to escalate.
ESG (Environmental, Social, Governance) considerations predominantly focus on environmental sustainability, often sidelining crewing, and human factors sustainability. This prevailing perspective views people more as a cost center than an asset, emphasizing the need to reevaluate the costs and responsibilities associated with upskilling in this evolving environment.
