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.

1. Latvian M iti
L t i Maritime Academy Conference
A d C f
Netherlands Maritime University
y
Riga, 28th of A il 2011
Ri f April
Maurice Jansen

2. Maritime Education
Cornerstone for development of an
integrated maritime sector

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. Leading maritime clusters in the world
Maritime Clusters are competing for talent
in order to deliver quality, service and be innovative

5. Competition from other clusters
Singapore
• 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
Singapore's maritime cluster by supporting the
industry's manpower and business development
efforts.
• English, both in language as in common law
Source: Maritime Ports Authority, Singapore (2011)

6. Competition from other maritime clusters
Shanghai, 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. Competition from other maritime clusters
Dubai, 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. 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. European maritime cluster
Added 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. Strategy: integrated approach
Focus 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. Strenghtening maritime cluster is key
Mutual 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. Clusters activities
Relationship 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. Clusters activities on a European scale
Commonalities 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. Elements of strengthening the maritime
cluster and for creation of jobs
Economic
Education Employment Competitiveness
Value add

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. 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. Good practices
Education 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. Good practices
Education 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. Good practices
Several initiatives are taken

20. full speed ahead… with your career!
ahead… career!
More information:
information:
Maurice Jansen MSc,
MSc,
Head of Netherlands Maritime University
www.stc-
www.stc-nmu.eu / m.jansen@stc-r.nl / T.+31 10 4486060
m.jansen@stc-