Posted: April 16th, 2024

The Impact of Automation on Maritime Workforce Skills and Training Needs

The Impact of Automation on Maritime Workforce Skills and Training Needs

1.2 Problem Statement
The maritime industry is one such area that is considering employing automation technologies in order to improve cost, efficiency, and safety outcomes. There are currently a wide range of technologies that are being implemented in the industry, from collaborative robots to autonomous underwater vehicles, unmanned aerial vehicles, and a wide variety of systems based on artificial intelligence. These technologies are being employed to tackle the higher efficiency and cost-effectiveness that automation technologies have shown to deliver in other service-based industries. This is particularly intended for routine or mundane task execution, or for tasks that are unattractive, overly dangerous, or difficult for humans to do. The perceived benefits are plentiful with automation technologies in the maritime sector. In terms of cost and efficiency, technology never sleeps and thus, unlike humans, machines can work around the clock with no fatigue and accomplish more work during a given timeframe. High reliability can be achieved through the use of well-designed automation technologies, potentially reducing the costs associated with accidents and incidents that are due to human error. Finally, there is the benefit to safety, with the ability to automate the execution of tasks that are hazardous to humans. Automation technologies have the potential to reduce the risk to the life of human workers in the maritime industry.
Several authors have reviewed what are considered to be fundamental changes to the nature of work in post-industrial society, due to the shift from manufacturing to service-based work, by computerizing their essential composing and calculating abilities, so that they can be performed by lower-cost workers anywhere on the globe. This has, in turn, meant creating a global labor market. Many argue that such changes have been a major regeneration of the way that work is organized and managed, most notably in more recent times with the use of artificial intelligence to add automation to a wide range of service tasks. While such changes are said to be creating more efficient and cost-effective industries, they are also creating higher levels of job insecurity for those who have been replaced by technology, as well as for developing a new set of employment and employability issues for those who are entering the workforce or are already in the early stages of their careers.
1.3 Research Objectives
The research objectives associated with this project are:
– To investigate current and potential future trends in automation within the maritime sector, in order to identify where and how the use of automation is likely to have the most significant impact on the demand for seafarers and shore based workers, and to gain an understanding of how the use of automation is likely to alter the nature of different roles within the sector.
– To identify and analyse how automation is altering the kinds of skills and competencies that are required by seafarers and shore based workers in order to carry out their roles effectively.
– To investigate how the nature of maritime education and training is being changed in response to automation, with the aim of assessing the quality and effectiveness of these changes.
– To identify the training and skill needs arising from automation within the maritime sector, and seeking to assess whether the supply of seafarers and maritime workers is likely to match the demand, and whether there are any potential mismatches between the types of workers available and the types that will be needed in an increasingly automated maritime industry.
Automation is already having an impact on the workforce in the maritime sector. Current maritime education and training methodologies, whether for seafarers or shore side workers, were not conceived in a world where the use of automation was widespread. Without a clear understanding of how the nature of skills and the content of training should be adapted to account for increasing levels of automation, it is difficult for policy makers, companies and training providers to create effective strategies for developing the workforce.
2. Automation in the Maritime Industry
Autonomous and semi-autonomous technology has become an established feature in the maritime industry. Unmanned vehicles such as remotely operated vehicles and unmanned underwater vehicles are now widely used and accepted. Research and development in the field of maritime autonomy continues as a strong trend for the future. There are several reasons for this interest in automation. It is expected that maritime automation will deliver benefits in terms of safety, productivity, environment, and costs. There is also recognition that manpower is the highest operational cost in the maritime sector and that the shortage of seafarers may be a significant problem for the industry in the near future. Automation can be seen as a solution to reduce the number of seafarers needed for some tasks or to compensate for the shortcomings in the human workforce. The reduction of the risk of injury to personnel and the potential elimination of catastrophic accidents such as oil spills in the marine environment are also powerful motivators to explore automation. These are all reasons why the oil and gas industry, which has a keen interest in cost reduction and minimizing risk to the environment, is a key driver for autonomous technology in the maritime sector.
2.1 Definition and Types of Automation
Automation can be defined as a “technology by which a process or procedure is performed without human assistance.” This includes a range of tools from traditional lever and pulley systems to the latest technologies in computing, networked electronics, and robotics. Automation is generally seen as the step beyond mechanization in the evolution of technology. Where mechanization provided human operators with machinery to assist them with the muscular requirements of work, automation greatly decreases the need for human sensory and mental requirements as well. Although the transition from mechanization to automation has been historically driven by technical advancements, it is increasingly becoming an economic decision. Since the 20th century, technological unemployment has become an increasing concern as automation has resulted in job loss in certain sectors. This has been particularly the case in the manufacturing and service sectors where automation has led to the replacement of workers by machines.
A more recent theory on technological unemployment explains the high rate of job displacement in certain sectors is due to automation occurring too quickly for the workforce to retrain and relocate. This is particularly relevant to the maritime industry where technological advancements are increasing rapidly. There are various ways that maritime automation can be categorized. 1) Automation of currently manned tasks such as navigation and cargo handling. 2) Increased use of automation in the design and manufacturing process of ships themselves. 3) The development of unmanned ships. This report will focus on the first type of automation in respect to navigation and cargo handling.
2.2 Adoption and Implementation of Automation
Finally, a trial and error period of an innovation by which potential adopters may observe the experiences of industry colleagues who have been early adopters may also affect the rate at which and the time it takes for an innovation to be widely implemented in the shipping industry.
Thirdly, the cost of adopting a new technology is a significant factor. Given the global nature of the shipping industry, it is the ship owners and ship management companies who will be the decision makers on automation technologies considering that it is them who incur the costs and maintenance of these technologies, whether or not they directly affect the seafarers themselves. High costs will most likely be passed on by reducing relative spending on other company operations, training, or in worst cases of unprofitability through job cuts.
The second factor involves whether or not an innovation is compatible with existing work practices and the values embedded within the work culture. Generally, if the innovation requires a high level of new learning, complicated coordinated adjustments on the part of those implementing it, and if it is not reversible, there is increased resistance to the innovation. This suggests that radical changes to the technologies employed in shipping may find greater resistance than those technologies that represent linear improvements on existing practices. The latter case could have implications for the career progression of seafarers with skill obsolescence. Some may find it more difficult to secure employment if they choose to opt out of the industry for a period of time.
There are many factors that could influence if, how, and the rate at which new technology is implemented. Shipping is an old and change-resistant industry. Seafarers and shipping companies, especially in the traditional sectors, have been slow in adopting or even resisting the development of new technologies to replace old ones. Their decisions to change have often been implemented in times of increasing operating costs due to global economic conditions, shipping market cycles, or shipping company overheads. In order for new technology to be adopted, there must be a compelling reason to do so.
2.3 Benefits and Challenges of Automation
Firstly, the benefits of automation were found to be reduced in comparison with the various challenges. Throughout the interviews and surveys conducted, respondents did not provide a long list of benefits. One of the main benefits that was stated by industry experts and academics was that automation might help to alleviate the shortage of seafarers. The industry representatives mentioned that if the technology is good and not too expensive, it will help attract a younger generation of workers. This is because the younger generation has grown accustomed to using various forms of technology and might find the profession more appealing if it involves the use of technology. Respondents also mentioned that automation may lead to having a reduced workforce and thus bringing an end to the era of third world crews (crews hired from developing nations who work for cheaper wages).
3. Skills Required in the Automated Maritime Workforce
Adaptations in automation technology are likely to change the nature of engineering work, increasing the demand for computer and electrical engineers relative to mechanical engineers. This is due to the likely increase in the use of mechatronic and computerized systems, as these engineers will be needed to design, install, maintain, and repair these systems, and monitor their impact on the systems that they control. Simulation and computer modeling tools will also become more prevalent in the design and testing phases of systems development. This will enable the assessment and prediction of system behavior, and identification and correction of problems prior to implementation, which is more efficient and cost-effective than physical trial and error. As a result, there will be a growing demand for workers with IT skills, and a reduced demand for those involved in manual testing and troubleshooting work.
Employees in an automated maritime workforce will require a different set of skills than those in traditional shipping industries. These will include a higher level of analytical, technical, and digital literacy skills in order to understand, monitor, and repair automated systems. This is because control and monitoring systems in an automated ship will be considerably more advanced than those currently used in traditional shipping. For example, if an engine fails on a conventionally manned ship, an engineer will be able to see or hear the effects of the failure and will then inspect the engine to determine the cause. On an automated ship, the engineer will rely on the diagnostic systems to alert him to the failure and will then need to interpret and assess the information from the system before taking action. Similarly, maintenance and repair work will involve interaction with and maintenance of the machines and robotic systems, which will often be undertaking tasks that were previously carried out by people.
3.1 Analytical and Technical Skills
Analytical capabilities and technical skills are the main abilities that will be required in the automated workforce. These skills are primarily possessed by the engineering cadre, specifically maritime engineers. High analytical capabilities are absolutely necessary because the automation system will require regular repair and maintenance. Having data on the system’s credibility, proven by the computational subsystem state, will make it easier for engineers to find and fix errors. This will allow the system to reach maximum efficiency and save time and costs. Currently, ships are equipped with electronic and hydraulic navigational instruments, but there will be changes in the future. Engineers will need to transition from being officers for electronics to becoming engineers, as all ship navigation systems will be changed to full electronic systems.
Maritime and trade and industry generally are currently facing troubles in being opened and require some changes for good. Some transporters have opted to outsource modification, which could benefit those who switch their choice to be seafarers in hope for a better career and skills knowledge. However, this is not good for marine transportation, as well as merchant shippers or carriers, as the work is too sluggish and requires cost efficiency. This concept would be highly efficient if realized, as automation would effectively save costs and increase efficiency, as long as it does not eliminate human workers. Consequently, the issue arises from technological advancements. If robotics and automation have the same resourcefulness as humans, it would change the mechanics of worker jobs. This raises questions about the new requirements and how prepared the next generations of maritime workers are. Several research articles have examined these issues, including one titled “The Impact of Automation on the Maritime Workforce Skills and Training Needs.” This journal will focus on the analytical and technical skills required in the future of the automated maritime workforce.
3.2 Digital Literacy and Data Management Skills
In the most general sense, digital literacy is considered as having the capability to use digital know-how, such as computers, mobile devices, the internet along with video and audio tools, the networked devices and associated resources. Consequently, digital literacy reflects an understanding of the way ICTs are used to enrich tasks associated with work, socializing and entertainment. Digital literacy is evolving as related to the social, creative and technological necessities of progressing ICT. It is an essential factor for maintaining employee productivity and effectiveness at a high level, especially if the work they are involved with is tied around automation and technology. Conversely, data management is the development and execution of architectures, policies, practices and procedures in order to manage the information lifecycle needs of an enterprise in a cost-effective manner whilst adding value to the business. Information is the key asset in today’s organizations. The reliability of this information and being able to readily access it can greatly impact a company. Data management is inextricably linked to digital literacy, as it is exactly how you are able to manage information, mostly stored electronically, using basic ICT skills. Data management can be done more effectively with higher digital literacy, as an employee can understand more intricate systems to compile data or information and will be able to do it more effectively with higher ICT skill level. This represents an overall more effective worker whose productivity and efficiency is high.
3.3 Adaptability and Continuous Learning
Adaptability in the context of the maritime workforce is the ability of employees to adjust to new and better ways of working brought about by technological advancements. In the present age, the need for agility is greater than ever before. Our understanding of automation in industry remains fragmented and incomplete. There is no simple robot versus human division of labor. Workers must quickly adapt to new and more complex technologies or risk being left behind and out of work. As automated systems develop, it becomes more likely that workers will be required to move between operating systems than is currently the case. Dryner et al. have identified this as a key concern for shore-based shipping personnel, as they are currently trained to operate specific software systems and may struggle to adapt should these systems become automated. Similarly, seafarers may encounter newer and more sophisticated equipment than they are accustomed to. An example being the advent of drones for cargo container inspection which are likely to supersede traditional manual methods. As such, workers will need to learn new operating techniques and in some cases new technologies, in order to perform tasks that they are already skilled at. This introduces a level of uncertainty into how automation will affect skill sets and training requirements, particularly for workers who have intervals of employment with different companies.
4. Training Needs for the Future Maritime Workforce
The future demand for higher skilled workers will necessitate a change in the nature of maritime training. Training for all maritime officers will require that they develop a greater range of skills and increased depth of understanding, to operate more complex systems, to detect and correct system faults, and to make a wider range of decisions when systems fail. This is in contrast to the basic of today’s training which is often procedure-oriented and narrowly focused on the attainment of minimal regulatory standards. An assessment of current programs found that maritime education and training (MET) is not providing all the skills and competencies that an increasing number of maritime employers say are essential. This is particularly relevant to automation which is introducing computer-based systems and decision support tools that are unfamiliar to many seafarers.
Education and training for engineers will need to provide a strong base in electrical, electronic and computer engineering in addition to developing wide system-based understanding and problem-solving skills. Automation-related training will also need to be extended to electro-technical officers and ratings working on electronic and electrical systems. High level training in computer science and information technology may also be required for a few personnel particularly those involved in the development or shore-based maintenance of intelligent systems. Despite the changes in skill requirements, it is likely that there will still be a need for some form of “automation familiarisation” training for ratings not least to explain the implications of increased automation for their future employment prospects.
4.1 Assessment of Current Training Programs
The industry is still very much in a state of transition, and many of the new technology systems, both onshore and onboard ship, have not been fully implemented. This means that it is very difficult for training providers to keep up with the training requirements of the industry. Many companies are still using traditional methods of on-the-job training to train their employees to use new technology. This means that the training is informal and often quite ineffective as technology systems are becoming increasingly complex. This can also be quite dangerous as employees may be operating machinery or navigating ships that they do not fully understand. On a positive note, automation technology is at a stage where it can be integrated into training itself, creating a more effective way of learning. One such instance is the development of the full mission engine room simulator, in which the actual automation system used onboard the vessel can be integrated into the simulation. There are both positive and negative integrations of automation into training. What is certain is that training providers need a clear direction on how the technology is to be used in the industry so that the relevant training program can be developed.
4.2 Incorporating Automation-related Training Modules
An example of a training module to address the need for enhanced technical skills is the development of a course on electrical maintenance for engineers. Modern marine engineering officers have a reduced technical knowledge when compared to their predecessors due to the automated nature of modern machinery. This has advantages in reduced scope for human error in maintenance, and easier fault diagnosis and repair. However, there are still instances where officers are required to perform maintenance on vital machinery in remote areas of the world, where shore based technical support is unavailable. Often these officers lack the confidence and possibly the skills required to carry out these tasks. A course with a strong practical focus and utilizing simulations for fault diagnosis and repair would be highly effective in training both new engineers and up-skilling older engineers on this task.
After identifying the skill and training gaps, the next important phase is to establish a training curriculum. This curriculum to close these gaps is very likely different to the traditional, lecture style format currently dominating maritime education. To accurately address the training needs of seafarers on future vessels, and to more effectively train new entrants to the industry, there is a requirement for the development of practical and technical skills which enable seafarers to work alongside automated systems. There should also be an increased focus on generic ‘soft skills’ such as decision making, problem solving, team work and communication. These skills are currently deemed important for maritime officers, but the level of integration of automation in these skill areas has not yet been fully researched. However, it is expected that automation will largely impact these skills by changing the nature of tasks and altering the requirements for human involvement.
4.3 Collaboration between Industry and Education Providers
Finding pathways for easy transfer of information between industry personnel and vocational trainers so that the latter have a current knowledge of industry requirements and practices is an important but often difficult task. Collaboration between SIM providers may also work to ensure that virtual training environments are based on accurate representations of on-the-job situations and make effective use of advanced automation systems. The role of CRICOS registered private training organizations who are primary trainers of workers in the stevedoring and transport & logistics industries must not be overlooked in this process. Steps to foster collaboration in these areas are essential to ensure the relevance of training to industry and the ongoing professionalism of the workforce.
The effective collaboration between industry and education providers can enhance the quality and relevance of training programs. Through participation in industry projects and the simulation of real-life working situations, it may be possible to transfer new skills and knowledge in automation and associated systems into the workforce. A number of possible strategies exist that can be used to facilitate closer collaboration in this area. These include work placements, research and development partnerships, joint industry/education steering committees, industry-based projects for students, and the use of industry personnel as adjunct trainers. Industry input to the design, delivery, and assessment of training programs is essential.
4.4 The Role of Simulation and Virtual Reality in Training
If the future workforce is to be trained for increased automation, it stands to reason that the training tools themselves will become more technologically advanced. Simulation and virtual reality (SVR) already play a significant part in officer training, particularly in ship handling and engine room simulation. The effectiveness of this training has not been objectively gauged, but there is a consensus that it will improve with advances in technology. Over the next 20 years, SVR training tools will have to be made more relevant to an automated environment, incorporating systems familiarization and decision support. This will require a close collaboration between the developers of training tools, maritime educators, and the industry itself to ensure that training packages are up to date with the technology used on board ship. The move to more automated ships will have an impact on the type of officer the industry will require. The reduced requirement for manual ship handling skills will mean that there is less requirement for deck officers to gain experience in this through the ranks. SVR tools could provide a way of concentrating the more complex aspects of ship handling training to a smaller group of officers, allowing others to bypass this training phase and concentrate on developing other skills. An example of this might be the use of a virtual environment to train officers to use a new type of electronic chart display. It would be possible to conduct this training without taking the officer away from a watch-keeping position.
5. Conclusion
After undertaking an extensive analysis of the impact of automation on workforce skills and training in the maritime sector, we have arrived at a number of findings. We discovered that there is little evidence of impact combining across the industry reliant on autonomous systems without any knowledge of how eventuating changes in skill demands. With no skill standard still in place currently and more advanced technologies already being implemented, there leaves a very clear gap in knowledge on how to develop these skills. Automation and interface design is a facet even when looked at in aviation, that only some companies choose to put large amounts of financial resources in and the primary developers are purely focused on software engineers so finding out an understanding on how and what it will perform is a challenging task. As discussed earlier one of the key points raised is due to decreased crew on board a vessel, the technology in development has the theoretical capability to run crewless vessels from point to point, finding out the effect on skill requirement and human element interaction in these cases will obviously be difficult to determine. Measures to costing and procurement will affect which and if certain technologies are placed on board a vessel, should public knowledge of skill standards required impact this decision it will be beneficial to determine skills gap from measure to procurement of technology.
5.1 Summary of Findings
Maritime skills needs will be impacted by automation, with substantial changes to the mix of skills required and how they will be delivered. Technical, operational and operational support, and maintenance skills will only require small changes overall, but demand for these skills will be reduced at the highest skill levels. Demand will increase for workers with high level cognitive and interpersonal skills, suggesting that basic and further education will need to be geared to enhancing these skills. Training in new technologies and systems will also be required. At the same time, there will be a growing technology skills divide between the more and less developed maritime nations, and between workers within domestic and international shipping.
With anticipated automation coming at a time of increasing educational attainment and skills upgrading within the maritime workforce, there is likely to be excess supply of most skill types within some labour markets and shortage within others. Proactive and targeted skills planning and development strategies will be required by industry stakeholders and government to address this. This will involve greater coordination between industry and education providers, and greater contribution from industry in setting education and training priorities. In some cases, training subsidies or public/private investments in training programmes may be required to deliver the mix and quality of skills desired by industry.
5.2 Implications for the Maritime Industry
One of the obvious changes to emerge from the increasing application of advanced systems has been a reduced requirement for seafaring personnel to directly operate vessels. This has been most evident in the advanced navigation and autopilot systems which have been in existence for some years, and more recently in the development of remote controlled and autonomous vessels. While these technologies are improving, shipboard failures and incidents with autonomous vessels suggest that further reducing manning levels may be premature. Shore based systems for monitoring and controlling vessel systems and position, often from a single office location have been developed to a high level of reliability and are now in use with advanced ships and integrated satellite systems. The recently developed K Line Seafarer Distance Support System is an example of this. Such systems have the potential to increase productivity and reduce the cost of shipping, but their human cost is that they effectively “remove” seafarers from their professional environment ashore and at sea, which may have unforeseen cultural and social implications for maritime labor.
It is widely recognized that the introduction of new technology, together with shifts in trade patterns and industrial organization, have made it increasingly difficult to unravel links between a given technology and occupational employment patterns. This is also true in the maritime industry. While it is possible to anticipate some changes, the complexity of the industry, the international scope of the shipping market, and the fact that seafaring is an occupation with national and international labor markets make it difficult to predict specific changes in occupational demand.
5.3 Recommendations for Future Research
Based on the findings of this study, there is a need for research at several levels. Given the significant functional variances between ships, types of operation, and the tasks that necessarily influence the competency requirements of the human resources that operate them, it is clear that the issues as they affect officer skill, in the context of industry expectations and STCW, certification and training, require research in more focused areas.
Firstly, there is a need to understand with greater clarity the officer level skills and decision-making attributes that are linked with safe and efficient task performance. This will determine the best training and qualification pathways and provide a benchmark for the types of automation that should be adopted. Task analysis of this nature can be used to clearly match officer skill to system requirements and also be used to assess the efficacy of SBT and assessment tools that are used in training and competency management.