Artificial intelligence and automation are changing the world, one industry at a time. In fact, many claim that whatever humans can do, machines are learning to also do effectively, with lower costs and fewer errors. The maritime shipping industry is no different, as ships are now increasingly automated, reducing the need for human input. Taking this into consideration, the question that naturally rises is what will happen to the jobs of seafarers.
Effect of MASS technology on jobs
To give an answer to the question, researchers from Korea used complex mathematical models and simulations to determine the effect of MASS technology on jobs lost and gained over time. In their study published in Marine Policy, Assistant Professor Sohyun Jo from Korea Maritime and Ocean University, the lead scientist on this study and a former navigation officer, simulated four possible scenarios depicting varying speeds of growth of MASS technology.
The projected outcomes in all the scenarios were consistent: in all examined scenarios, the number of seafarer jobs decreased, but at least fifty times as many shore-based jobs as the lost seafarer jobs were newly created.
We must as trainers, assessors and crew operators to adapt as service providers to change and evolve, in order to be able to pass on these changes to the seafarers. We are the ones that will guide them, through those difficult waters. Let us make it right!
These findings are encouraging, but not the endpoint, believes Dr. Jo, who noted that this indicates an overall increase in the number of jobs, but shipping must be prepared. Namely, specific and dynamic education, training and development of human resource policies for skills development should be introduced.
Other countries that provide manpower for the maritime industry can benefit from this study by introducing “political willingness and technical ability” to adapt to the changing employment sphere. Technology development and timely training internationally competitive human resources is also essential.
“Moreover, to ensure that the marine industry grows sustainably in a new business ecosystem, preemptive efforts to create new business opportunities incorporating ICT technologies are needed,” Dr. Jo suggests.
Commenting on the subject, Dimitrios Lyrakos, Chief Executive Officer, ASCOT Consulting LTD, has earlier stated at SAFETY4SEA, that based on similar situations in the past on other industries, “inevitably the number of seafarers will decline.” However, he also noted that at the same time these changes will create new job opportunities as well.
“It is certain that the number of required seafarers to operate a vessel safely and efficiently will be reduced with the remote controlled vessels, even if it is required to have a few onboard for safety purposes,” he notes.
Another important change that is already taking place and will be even greater the coming years is the type of seafarer that is needed, in terms of training, knowledge and personality-behavior. Analyzing the seafarer of the future, the type of seafarer has changed significantly over the past few years and it will go on changing even more, believes Mr. Lyrakos.
As he further noted, the soft skills that was a “nice to have trend” on a seafarer is no longer a necessity. Characteristics like efficient problem solving, in terms of personality trait, not only ability, flexibility in change, adaptability and many more are becoming of paramount importance in maritime.
Digital revolution on crewing
Although, shipping seems to have started taking advantage of innovation to solve several issues in various departments, manning seems to be overlooked, according to Nandia Alegra, a Business Development Manager at Seafair.
“This lag in crewing’s digital revolution comes as a surprise. Crew managers and operators are struggling to coordinate everyday operations using outdated infrastructure,” says Ms. Alegra, adding that manning agents have not been keeping up with the digital reality of today.
As a result, the whole recruitment process seems to be falling off, affecting millions of seafarers. However, technology and data can help improve crewing in every aspect. In fact, digital sourcing of seafarers is a crucial element of this.
“As the internet has become an inherent part of their everyday lives, digital sourcing almost comes as a natural next step,” believes Ms. Alegra, noting on the other hand that it won’t be “a walk in the park”. This is because, in addition to getting in touch with seafarers through digital ads/posts, shipping must also create a perceptive product with the right incentive and user interface for them to use and trust
In other words, a user experience is needed, designed by deeply expertised digital and product marketers, with the right value proposition for the seafarer: simplicity, fairness and transparency in the job market.
“The next step would be a data-driven seafarer vetting. Today, a big share of the working day is spent on a daily basis seeking scattered intel and entering the same data in a difficult-to-use system. “The power of data can act as a core differentiator to this lack of transparency, time lost and risk of onboarding the “wrong” person,” says Ms. Alegra.
Taking all of the above into consideration, shipping as trainers, assessors and crew operators, should work harder to adapt as service providers to change and evolve, in order to be able to pass on these changes to the seafarers. Shipping should be able to guide seafarers through those difficult waters, and not let them be consumed by new technologies, but rather leverage them to skyrocket the whole industry into the future.
