Maritime education - cornerstone for sustainable development of competitive maritime cluster


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This presentation is a reflection of an article written by Maurice Jansen and Roberts Gailitis. The aim of this article is to uncover the importance of maritime education for sustainable development of EU maritime cluster and to define a framework for longitudinal research program, providing understanding of the relationship between maritime education, knowledge infrastructure and national and European cluster competitiveness.

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Maritime education - cornerstone for sustainable development of competitive maritime cluster

  1. 1. Latvian M iti L t i Maritime Academy Conference A d C fNetherlands Maritime University y Riga, 28th of A il 2011 Ri f April Maurice Jansen
  2. 2. Maritime EducationCornerstone for development of an integrated maritime sector
  3. 3. Structure of presentation 1 2 3 Integrated Added value and  Competition from approach: focus on employment of    other maritime resources,     resources European clusters stakeholder maritime cluster cooperation Competitiveness of the European maritime cluster and the importance of an integrated approach to fostering maritime education Role f R l of maritime ii Maritime education for Education and    Research            competitiveness Career agenda perspective 4 5 6
  4. 4. Leading maritime clusters in the world Maritime Clusters are competing for talent  in order to deliver quality, service and be innovative
  5. 5. Competition from other clustersSingapore • Strategically located at Strait of Mallacca;  • Rank top 3 in gross tonnage: 502,5 mn • Container throughput: 28,430 TEUs; • Major bunkering port: 30 mn tonnes • SRS is among top 10 registries in the world with over 4,000 vessels; • Over 5,000 maritime companies;    • • 170,000  employees, 7% of GDP; 170,000 employees, 7% of GDP; Top‐down governed cluster, controlled by MPA  of  Singapore Singapore. • Maritime cluster fund facilitates the growth of cluster fund facilitates the growth of  Singapores maritime cluster by supporting the  industrys manpower and business development  efforts. • English, both in language as in common law Source: Maritime Ports Authority, Singapore (2011)
  6. 6. Competition from other maritime clustersShanghai, China• Strategically located in NE Asia, in Yangtse delta,     vast hinterland vast hinterland• 650 mn gross tonnage throughput, rank no.1  • Container throughput: 29 mn TEU, rank no. 1• Major manufacturing, shipping and logistics center • Shanghai Shipping Stock exchange founded in  1996; Shanghai,  g• Strives to become major international shipping and   financial center in 2020 (benchmarks with NY and  China London).• Government structured cluster;• Obstacles to be found in jurisdiction, currently limited number of financial institutions• Language barriers
  7. 7. Competition from other maritime clustersDubai, United Arabic Emirates• Global city and regional finance center for ME;•TTransport hub – b th air and ocean cargo – b t t h b both i d between Asia and Europe;• Ranked world 7th in container throughput, 11 mn TEU’ s (2009) (2009);• DP World is world’s second largest container terminal  operator, with 49 terminals worldwide; Dubai, • Autocratic governance structure;• Champion in attracting foreign investors UAE• Attracts young talents, especially from ME, India, Asia,  but also Europe;• Has been hit hard by financial crisis;
  8. 8. European maritime cluster in a nutshell• Patchwork of national maritime clusters;• Direct added value in all sea‐ related areas  amounts to € 186.8  bn (1.65% of GDP in EU   and  Norway); to € 186.8 bn (1.65% of GDP in EU and Norway);• Direct production value: € 450 mn;• 4.78 mn people directly employed (2.25%  of Europ ean employment); p y )• Added value p.p. employed:  € 39,000;• Europeans own more than 40% of worldfleet;• Europe is home to one of the world’’s most        p advanced and competitive port regions; Europe• Over 25% of seaborne trade is handled in         European ports;• European dredgers hold more than 70% of       market share;• European shipowners take the lead in sustaina‐bility and ship and ship life cycle management
  9. 9. European maritime clusterAdded value and employment Added value Percentage Employment Percentage p Europe 1,65 , p Europe 2.25 Malta 11,36 Malta 13.51 Cyprus 9,07 Cyprus 12.02 Estonia 8,83 8 83 Norway 6.85 6 85 Latvia 7,71 Estonia 6.54 Norway 6,23 Greece 6.39 Denmark 4,19 4 19 Latvia 5.36 5 36 Greece 3,24 Denmark 5.26 Lithuania 2,59 Spain 4.62 Espain E i 2,53 2 53 Bulgaria B l i 3.46 3 46 Netherlands 2,25 Portugal 3.34 Added value and employment in small and employment peripherical countries relatively high Source: Policy Research Corporation
  10. 10. Strategy: integrated approachFocus on resources and stakeholders Direction Maintain leading role as world’s most powerful  Direction maritime region Sta e o de s Stakeholders Scope Scope Focus on maritime market segments: shipping,   ports, offshore, dredging, etc. t ff h d d i t Advantage Basis for competition: quality, innovation, skills,  Strategy know‐how Environment Advantage Resources Focus on human resources, support for maritime  knowledge infrastructure.  Environment E i t Position and developments in other maritime Resources clusters, level playing field Stakeholders European shipowners, seafarers, labour Asunions,  and related companies and industries put pressure  and related companies and industries put pressure to a favorable business climate Source for strategy model: Johnson, Scholes and Whittington
  11. 11. Strenghtening maritime cluster is keyMutual demand generation Ports Other services industries International  trade Inland Ports navigation i ti Port  Merchant Industry Shipbuilding shipping Logistics Marine  Navy equipment Cruise Maritime services Other Fishery triggers Off‐ Off shore
  12. 12. Clusters activitiesRelationship with maritime career opportunities • Common themes for European maritime countries: • Limited awareness of importance for the value added of maritime activities; • Unattractiveness of a career at sea; • Maintaining attractive location for maritime ‘footloose’ companies; • Realisation that competitiveness lies in innovation and sustainability . • Cluster approach first applied in the nineties; maritime organisations around Europe are still forming new cluster organisations • Strong link between strategy and maritime policy required: • Interaction between skills required and education provided; • Labour market developments in high and low economies; • Career developments and need for knowledge captivation. • Knowledge infrastructure is important for research, development and                  innovation Source: EU, Maritime Affairs section, 2011
  13. 13. Clusters activities on a European scaleCommonalities and complementarities• Integrated maritime policies means aligning policies,     objectives, instruments and actions fi t bj ti i t t d ti first.• Seeking for commonalities, such as sharing common interests, such as: • Offshore • Short sea shipping Offshore • Shipbuilding • Mediterranean aquasphere (fishery)• But also: complementarities: Short  • Supply and demand of seafarers sea • Production value shipping hi i • Sharing of know‐how and                                          maritime infrastructure• However, aligning, seeking and finding However aligning seeking and finding commonalities is already difficult on a national level
  14. 14. Elements of strengthening the maritimecluster and for creation of jobs Economic Education Employment Competitiveness Value add
  15. 15. Research Framework Maritime policy Cluster              Maritime and policy competitiveness education instruments i Human Knowledge Legal               Support           resources infrastructure framework system Concepts for understanding Competitiveness of European maritime cluster and the   importance of maritime education Impact to        Employment Benefits Added value other sectors Benefits Added value of maritime of maritime Size of maritime Career path of  Job satisfaction education education in EU seafarers and retention Research agenda
  16. 16. Implementation of research agenda Economic value Size of maritime Career path of  Job satisfaction add of maritime education seafarers and retention education • Economic • Parameters of Parameters of  • Job Job  • Tracking model on maritime opportunities career path of  added value of  education for seafaring seafarers; shipping • Type of  and post‐ • Coherence of  activities is  programs,  programs, g seafaring; knowledge,  knowledge, more and  curricula, local • Job hopping innovation more exact; demand from between and  • In and outflow shipowners on subsectors competitiv‐ of cadets is  curricula • In and outflow eness not f factored in • Number of  of the cluster students,  lecturers,  • Monitoring • Job vacancies,  p • Complementa • Mobility and  y international  national i l rities between internationali‐ in‐ and  knowledge national sation of  outflow gaps clusters  careers While implementing this research agenda,  good practices can already be put into place
  17. 17. Good practicesEducation meets business community Port of  Knowledge Rotterdam • Fascinating young high  asc at g you g g Mainport Infrastructur STC‐Group potentials for a career  e Rotterdam in port and shipping; Ideal • Connecting business  Port  and education  Jong Port  g Plus Rotterdam  Community University (internships, thesis  (i t hi th i projects, job  opportunities) InHolland Deltalinqs University • Initiate innovation,  disseminate knowledge g
  18. 18. Good practicesEducation meets business community New  New Sharing  Career education  Innovation knowledge opportunities programs Part‐time  Pressure Master  Cooker Master Classes Job Try‐outs Shipping and  (students,  Transport  companies) ) New Minors  New Minors (P&S, Inland  (Thesis)  Young Port  Workshops  Waterways,  projects Talent Marine services
  19. 19. Good practicesSeveral initiatives are taken
  20. 20. full speed ahead… with your career! ahead… career! More information: information: Maurice Jansen MSc, MSc, Head of Netherlands Maritime / / T.+31 10 4486060 m.jansen@stc-