This project has identified incentives for the supply of skills in a socially sustainable maritime industry and investigated how these can be put into practice. The overall aim has been to recommend measures that can increase the interest in maritime education among a wider target group and create good conditions for a sustainable working life in shipping.
The project's research activities comprise six parts: a systematic literature review; a follow-up of high school students at Sjömansskolan in Stockholm; questionnaire survey aimed at former students at Sjömansskolan in Stockholm that graduated between 2010 and 2020; research interviews with high school students; register study of student applications for master mariner and marine engineering students during the years 2008–2018; as well as research interviews with marine engineering students. The results have been compiled, analysed, discussed, synthesised, and developed into recommendations.
Overall, the study shows a high degree of coherence in terms of motives for applying for and completing a maritime education. Largely, it concerns an interest in shipping or boating, or seeking a practical occupation. For others, the decision is more random. It has not been possible to identify any major differences between women's and men's motives. On the other hand, women complete their educations and graduate to a greater extent than men.Pivotal for seafarers’ decision to stay at sea is having an employment with reason-able conditions of employment and a suitable replacement system. Furthermore, it is important with varying work tasks, professional development, and a sense of professional pride. Experiences of good companionship and togetherness are important driving forces. In opposition, social exclusion, harassment, and a poor working environment can affect the decision to leave the maritime industry. Women are at increased risk of being exposed to discrimination and unwelcome behaviour. Despite this, it is noted that women choose to stay at sea to a greater extent than their male colleagues.
A sustainable skills supply in the maritime industry requires a holistic perspective that includes ways to attract and recruit new staff to the industry, but also efforts to retain already employed personnel and make them grow. Satisfied employees who are allowed to grow in their professional role, are likely to act as excellent ambassadors and thereby contribute to the continued recruitment of seafarers.The visibility of the maritime industry needs to be increased, especially among current minority groups. An increased understanding of the importance of shipping and the scope of possible occupational categories creates favourable conditions for family and friends to act supportively towards those who apply for a maritime education. It needs to become better known that a door to a maritime education can open many other doors.
A functioning and welcoming onboarding and introduction for new employees and cadets is of crucial importance. Here, the supervision on board is central. The ability to look after the individual's needs and an understanding that everyone is different increases the chances of a well-functioning supervision. It also requires clarity about responsibilities and that supervisors are given time and recognition for the assignment.After finishing school, employment with reasonable employment conditions is a prerequisite for entering working life. Later in working life, adjustments may need to be made for a continued career. There is no one-size-fits-all solution for all seafarers throughout their working lives. Employers and the industry need to meet employees in their various phases during an entire working life, to make them grow.In many areas, shipping is a tightly regulated industry, including requirements for minimum manning and working hours. This requires a choice of path. To retain valuable competence, employers need to explore new avenues to increase the attractiveness of work that motivates people to stay in the organization and preferably give a little extra. Efforts to retain loyal employees with high competence should thus be seen as an investment, rather than a cost.