This slidedeck was presented by STC-Group as part of the Port Management Program organised by Port of Rotterdam in November 2013.

1. STC-Group
Port development, a human resource perspective
Port Management Program
7 november 2013
By Maurice Jansen

2. Topic of my presentation
Port development from a
human resource perspective
STC-Group within the
Dutch maritime cluster

3. Topic of my presentation
1
STC-Group – who are we?
2
3
4
Why invest in people in port related
projects?
How to strengthen competitiveness from
an HR perspective?
What does STC-Group do to make it work?

4. Actueel
Home
STC BV
Visie en Missie
Internationaal
Organisatie
Faciliteiten
VMBO
MBO
Hoger onderwijs
STC B.V.
Locaties
Actueel
Headquarters STC-Group

5. STC-Group at a glance
“We educate from door to door”
The shipping and transport world of the STC-Group:
a global approach, one-stop-shop for the transport chain

6. Education programs (1)
Merchant marine
Port Logistics
Inland Navigation
Shipbuilding
Dredging
Road transport
Education for all professions in the transport chain

7. Education programs (2)
Aviation
Offshore
Rail
Fisheries
LNG
Process Industry
The transport chain requires similar knowledge and
skills, anywhere in the world

8. STC-Group education programs in NL
Education model of STC-Group:
Full mission training centres and
work experience
Students/ Graduates in
2012-2013
Full mission simulators
Restricted function simulators and
training centres
Interactive software packages and
assignments
Lectures trough various didactical
methods
Master
Shipping
and
Transport
Master
46 / 24
Maritime Officer, Shipbuilding,
Logistics, Chemical technology
Bachelor’s
814 / 78*
Ports | Aviation | Transportation | Rail |
Logistics |
Ship & yachtbuilding| Maritime shipping |
Offshore & dredging | Fishery | Inland
shipping |
Process industry
Vocational
4, 242 / 1,559
Port and Logistics, Transport and Logistics,
Inland Shipping, Ship building
Prevocational
487 / 135

9. Why invest in people?
Competition:
Competitiveness is the set of institutions, policies, and
factors that determine the level of productivity of a
country. The level of productivity, in turn, sets the level
of prosperity that can be earned by an economy.
Human capital:
People are the most valuable resource
available to any economy. Leveraging on human
capital is key for the demands of
highly competitive economies.
Source: World Economic Forum, European Centre for Development Policy Management,
Human Capital Report, 2013

10. Where does competitiveness come from?
Source:World Economic Forum, The Global Competitiveness Report 2013-2014 Base period 2013-2014 GCI edition
Transport infrastructure is a basic requirement.
Human Capital development is an
efficiency enhancer and innovation enabler

11. Drivers for efficiency and innovation
Factor driven
Efficiency
driven
Innovation
driven
e.g. Quality of port
infrastructure
e.g. Extent of staff training
e.g. Capacity of innovation
Physical and human capital infrastructure are preconditions
to an efficient and innovative port cluster
Source:World Economic Forum, The Global Competitiveness Report 2013-2014 Base period 2013-2014 GCI edition

12. Leveraging on an educated workforce
Human Capital Index, 2013
Return on investment: what is
the leverage of the
investment to the economy?
Life long learning: How much
is invested in capacity of
people?
“People are the most
valuable resource a
available to any economy”
Talent
development
Productivity
Education
Health
Source:World Economic Forum, Human Capital Report, 2013

13. Capacity building is investing in people
“Capacity” is the ability of people, organisations and society as a
whole to manage their affairs successfully.
“Capacity development” is understood as the process whereby
people, organisations and society as a whole unleash, strengthen,
create, adapt and maintain capacity over time.
“Promotion of capacity development” refers to what outside
partners – domestic or foreign – can do to support, facilitate or
catalyse capacity development and related change processes.
Source:World Economic Forum, Human Capital Report, 2013

14. How to strenghten competitiveness?
Context for firm strategy,
structure & rivalry
Government
Factor conditions
• Natural resources
• Size and quality of
work force
• Capital resources
• Infrastructure
(physical,
administrative,
information, scientific
and education
infrastructure)
Chance
International innovationdriven competitive
advantage
Demand conditions
Related & supporting
industries
• Customer demand
• Need for advanced
products and
services
• Specialisation,
innovation and
subsequently
internationalisation
• Significance of
leader firms
Source: Porter, 1990

15. How the maritime cluster works
Ports
services
International
trade
Inland
navigation
Ports
Merchant
shipping
Other
industries
Port
Industry
Shipbuilding
Spill-over
effects
Logistics
Navy
Cruise
Other
triggers
Marine
equipment
Maritime
services
Employment
Added value
Fishery
Offshore
Backflow

16. Dutch Maritime cluster
Key data:
Number of companies:
12,000
Revenues: € 26 bn
Employment: 185,300
Back flow: € 4.6 bn
(Added value)
Export quote: 60%

17. Elements of strengthening the maritime cluster
Education
Employment
Innovation &
Added value
Competitiveness
Key data:
Economic added value
Production value
(in mn Euros)
Added Value
(in mn Euros)
Employment
Direct
2009
2010
Indirect
2009
2010
Total
2009
2010
23,840
24,340
9,990
10,200
33,820
34,530
10,590
10,760
3,990
4,050
14,580
14,810
132,100 132,330
53,430
53,520 185,530 185,850
Source:Maritime by Holland: ‘Nederland, de maritieme wereldtop’, 2012 / Maritieme Monitor 2011
R&D expenditures 2012:
EUR 350 mn
Share R&D of leader
firms: EUR 175 mn
Growth R&D 2002-2010:
35%
Total R&D personnel:
4,100
Growth R&D staff 20022010: 25%

18. Elements of an attractive cluster
Education
Employment
Companies take responsibility
in offering internships for
students
Education institutes have open
dialogue with companies
Draw a joint action plan for
promotion of professions in
maritime industry;
Make and conduct joint
promotion programs, e.g.
career- education events,
internet platform for job
vacancies
Find out what skills, knowledge
a student should be educated
Anti-cyclical investment in
education prepares
workforce for better times
Seek cooperation with other
maritime academies
Create attractive working
climate
Get connected to other
maritime clusters

19. Elements of an attractive cluster
Innovation
Competitiveness
Top sector policy ‘Water’
Determine value added from
maritime activities thereby
focus on entire maritime cluster
Joint innovation agenda
Joint innovation contracts
Common responsibility to
cooperate on preconditions,
such as education and talent
management
Determine focus for country’s
maritime strategy
Visualise the interrelationship
of companies within the cluster
Establish a network
organisation to promote and
represent maritime cluster

20. STC-Group within the Dutch maritime cluster
Highly
specialised and
experienced
staff
Main supplier of skilled
labour force to port of
Rotterdam and Dutch
maritime cluster
Focussed on the
business with vertical
education model
Maritime knowledge
infrastructure
Largest
maritime
simulator park
in Europe

21. Who are we educating?
Prior to organising transport and handling cargo,
professionals must have obtained knowledge, understanding
and skills from the best institute serving the maritime and
transport (related) industries.

22. Education for all professions in the transport chain
Ship
charterers
Fleet managers
Consultants
Warehouse
managers
Ship agents
Customs
agents
Superintendents
Ship suppliers
Rail operators
Transport
planners
Port managers
Shipbuilding
constructors
Shipbuilding
engineers
Shipowners
Ship bankers
Stevedores
Load planners
Maritime
lawyers
Ship brokers
Harbour
master
Freight
forwarders
VAS
operators
Vessel ICT engineers
traffic
managers

23. How do we work?
Education model of STCGroup:
Full mission training centres
and work experience
Full mission simulators
Restricted function
simulators and training
centres
Interactive software
packages and assignments
Lectures through various
didactical methods
“I hear and I forget, I see and I remember,
I do and I understand“

24. Cluster segments we focus on
Sea transport and
related industries
Port and terminals
Segments
STC BV
Transport and
logistics
Process industry and
energy

25. Where do we work?
HQ
Europe
North-South
East-West
Coastline
Land
Water
People
Hinterland
:
275 km
:
150 km
:
450 km
: 33,893 km2
: 7,650 km2
:
17 mln
:
350 mln
Rotterdam
Brielle
Amsterdam
Zwolle
Den Helder
Lloydstraat
Wilhelminakade
Waalhaven ZZ 4
A. Fokkerweg
Soerweg
Quarantaineweg

26. Where do we work internationally?
HQ
Experienced partner operating globally
Brazil, Kazakhstan, Korea, Philippines, South-Africa, Sultanate of
Oman, The Netherlands (11), Vietnam (4)
Colombia, Indonesia, West Africa

27. Port development in HRD perspective
Port development:
• Infrastructure development usually focuses on
engineering physical infrastructure;
• Human resource infrastructure development is
often sequential to physical infrastructure
development
• As a result HRD is not capitalised in port
development business case.
Port development in human resource perspective
Port analysis
Industry
policy
Training needs
assessment
Feasibility
Feasibility
Business
case
Business
case
JV Set
up
Training
centre set
up
Operati
onal JV
Human
resource
development
Execution
STC-Group prefers to develop HRD in parallel and at
an early stage in the process

28. Locations international: IMCO
• Start: 2005
• Joint Venture Government of Oman (70%) and
STC (30%)
• Government of Oman represented by Ministry of
Higher Education, Ministry of Manpower, Ministry
of Transport & Communication, Ministry of
National Economy
• 100 staff members
• 1300 students
• 1 foundation programme (geo, math, science, eng)
• 4 degree programmes (DO, MEO, PST, PO)
Early involvement in the port development project was
a key enabler for success

29. Locations international: IMCO
International Maritime College Oman in Sohar

30. Locations international – Southern-Africa
References (≥ 2008)
• Tug master
assessment and
training
• VTS training
• Ship handling
• Marine pilot
training
• Dredging staff
assessment
• Desk study
in Cape Town
in Johannesburg

31. Locations international - Vietnam
Hanoi
Ho Chi Min City
Ho Chi Min City

32. Locations international - Philippines
in Palompon

33. Summary
Transport infrastructure is a basic requirement.
Human capital is an enabler for efficiency and innovation
Professionals must have obtained knowledge, understanding and skills
to be productive and add value
Different countries have different challenges in relation to human
capital development
Leveraging on an educated workforce is vital to unlock value to the
economy
The Dutch maritime cluster is a good example how companies compete
and collaborate to beat global competition
STC-Group plays a vital role as main supplier of skilled labour for all
professions in the transport chain
Port development requires a long term view,
investing in people unlocks lifelong value

34. Thank you!
Putting people first!

35. Contact details
Netherlands
Maritime University
@STCGroupNL
More information:
Maurice Jansen MSc
Senior Project Manager Innovation, Research & Development
www.stc-group.nl / m.jansen@stc-r.nl / T.+31 10 4486087