IHS FAIRPLAY

Danish Maritime Days 2016

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Danny Cornelissen sense of loyalty. Some entire leadership teams are made up of managers who have been in place for 30 or 40 years and now approach retirement. There is a tension between the Boomers and the Millennials across the business world, including shipping, which will make the transfer of responsibility to Generation X (born 1964 to 1982) and to the Millennials much harder. Millennials in southern California watch their peers at Google and Netflix and want to emulate that laid-back lifestyle; their social media-driven world is unimpressed with the small, stressed community on board a large container ship or the 70-hour weeks worked by port operators handling those same ships. No time for surfing the seas, just surfing the web. Andthat'stheironyofmodernworkinglife.Many Millennialshavenegotiatedamoreflexible,four- days-onthree-days-offlifestylebuttheyarestill expectedtorespondtoemails24/7.Theyjumpfrom companytocompany,yetasktobewelcomedbackif theadventuredoesn'tworkout.Theyrejecttheideaof nose-to-the-grindstonebutunderstandthatcolleagues whoworkafterhours,oftenintoSaturdayandSunday, areusuallythecolleagueswhogofurthest. Boomers no longer think Millennials are lazy but haven't yet come to terms with a new normal that puts the emphasis on a healthier balance between time on and time off. Managers who haven't yet taken on the status of 'coach' must understand that, whatever else they are managing, they need to manage Millennials' expectations. It'sobviousthatworkisevolvingandaspirationsare notwhattheyusedtobe.Forsome,thechangecanbe aidedwithalittlebitofrepackaging:engineeringis really3Dproblem-solving,whichsoundsmuchcooler; shippingisanelementofabroadersupply-chain solution,whichisevencooler.Nevertheless,Boomers willbeexpectedtobecomemoreadaptable,justas Millennialswillrecognise–whenthefamilycomes along,perhaps–thatchangecan'talwaysbeaconstant. Maybe the solution to all this lies in Generation X, the much-heralded next generation, who have many of the positive attributes of both their elders and their juniors. Evolution is not about the survival of the strongest but the most adaptable. There's no reason why the silver surfers of the Boomer generation shouldn't be at the forefront of change rather than the Millennial beach boys. Companies looking to recruit and retain the best talent, therefore, should try to connect across the three generational groupings, embracing new aspirations yet celebrating loyalty and oppor- tunism in equal measure. Millennials in southern California need to be persuaded that a job is worth doing. What's wrong with that? Fairplay.IHS.com | October 2016 | 11 The internet of things needs people ↘ There will be a shortage of 147,000 ship officers by 2025, according to the recently released BIMCO/ICS Manpower Report, compared with a current shortfall of 16,500. In other words, in nine years' time there will only be four-fifths of the officers needed to keep the estimated fleet size in operation. Not surprisingly, the authors write that efforts to promote careers at sea, enhance maritime education and training, and address retention of seafarers should be stepped up. The demand for seafarers is based on an estimate of fleet size that is driven by the forecast newbuilding orderbook. It is assumed that there will be no changes to the current average operational manning levels and there will be no changes to current levels of recruitment, training, and wastage. If the rapid development of technology was discussed by the steering committee, it wasn't thought to be significant enough for consideration. Coincidentally, class society DNV GL has issued its latest technology report, again using 2025 – nine years away – as its target date. The assumptions that underpin this report are that the coming decade will be about implementing already-known technologies. "What's new is the combination of advanced technologies from previously separate domains," CEO Remi Eriksen explains in his foreword. This is inspirational and touches on the feasible, not the futuristic. Here the author talks about the digitalisation of shipping, cyber-physical systems, alternative fuels, and additive manufacturing. Connectivity will have vastly improve by 2025 and, says Knut Ørbeck- Nilssen, head of the maritime team at DNV GL, the data will enable fleet managers "to advise the captain and crew on navigation, weather patterns, fuel consumption, and port arrival." Presumably a much smaller crew will reduce the risk of human error leading to accidents. Two reports focusing on the same year from very different perspectives: one ignoring the role technology will make in changing the way seafarers work, the other ignoring the responsibility seafarers have in using the new technology. Surely it would have been useful if both research teams had invited a representative from outside their particular silos to listen and contribute. That way we would be in a much better position to worry or otherwise about such a massive shortage of seafarers. 'Two reports: one ignoring the role of technology, the other ignoring the responsibility of seafarers' FAIRPLAY Industry insight

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