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The Maritime Chamber of the Transport Education and Training

Authority

An Assessment of ABET and SMME Skills Development Training Needs

September 2001

Prepared by: ITSD Consulting (Pty) Ltd 32A 4th Avenue Westdene, 2041 Tel: (011) 673 3400/ 3420 Fax: (011) 673 4076 Email: [email protected]

Final Report - Assessment of ABET and SMME Skills Development Training Needs ________________________________________________

Acknowledgements

This project was commissioned by the Maritime Chamber of the Transport Sector Education

and Training Authority.

ITSD Consulting (Pty) Ltd. wishes to express its sincerest gratitude to all those involved in

the exercise and the development of the Report. A special note of thanks is due to Ms Jackie

Stemmers for her invaluable support and contributions in respect of the management and

the content of the project. Ms Rana Ismail should also be thanked for her efficient logistical

support.

We would also like to thank the Maritime Chamber for affording us the opportunity to provide

our services to the Chamber. We hope that this report contributes constructively to the future

work of both the Maritime Chamber and the Transport Sector Education and Training

Authority.

Thank you.


Table of Content Executive Summary --------------------------------------------------------------------------------------------1

Chapter One:------------------------------------------------------------------------------------------------------5

1.1. Background to the Report --------------------------------------------------------------------------5

1.2. Skills Development in South Africa -------------------------------------------------------------6

1.3. The Transport Sector Education and Training Authority (TETA) ---------------------7

1.4. The Maritime Chamber of the TETA-------------------------------------------------------------8

Chapter Two:---------------------------------------------------------------------------------------------------- 10

Methodology ---------------------------------------------------------------------------------------------------- 10

2.1 The Project Brief ---------------------------------------------------------------------------------------- 10

2.2 Understanding of the Project Brief --------------------------------------------------------------- 10

2.2.1. The Content of the Project Brief---------------------------------------------------------------- 10

2.2.2. The Scope of the Project Brief------------------------------------------------------------------ 11

2.3 Methodology---------------------------------------------------------------------------------------------- 11

2.3.1. Secondary Research------------------------------------------------------------------------------ 12

2.3.2. Key Informant Interviews------------------------------------------------------------------------- 12

2.3.3. Workshops------------------------------------------------------------------------------------------- 12

2.3.4. Assessment of Workplace Skills Plans (WPSP) ------------------------------------------- 13

2.4 Limitations to the Implementation of the Project -------------------------------------------- 14

Chapter Three: ------------------------------------------------------------------------------------------------- 15

3.1. Changing Trends in the Merchant Marine Sector----------------------------------------- 15

3.1.1. Globalisation of the Labour Market------------------------------------------------------------ 15

3.1.2. Consolidation Among Ocean Carriers -------------------------------------------------------- 16


3.1.3. International Standards--------------------------------------------------------------------------- 17

3.2. The South African Merchant Marine Sector ------------------------------------------------ 18

3.3. Strategic Priorities for the Merchant Marine Sector ------------------------------------- 18

3.4. Strategic Training Priorities for the Merchant Marine Sector ------------------------ 19

Chapter Four: --------------------------------------------------------------------------------------------------- 21

4.1. Changing Trends in the Port Sector ---------------------------------------------------------- 21

4.1.1. Globalisation of Production---------------------------------------------------------------------- 21 4.1.1.1. Vertical Specialisation: --------------------------------------------------------------------- 21 4.1.1.2. Focused Manufacturing: ------------------------------------------------------------------- 22

4.1.2. Technology ------------------------------------------------------------------------------------------ 22 4.1.2.1. Containerisation:----------------------------------------------------------------------------- 22 4.1.2.2. Information Technology (IT): ------------------------------------------------------------- 23

4.1.3. Changing User Requirements ------------------------------------------------------------------ 23

4.1.4. Port Reform------------------------------------------------------------------------------------------ 23

4.2. Port Development in South Africa ------------------------------------------------------------- 24

4.3. Port Management------------------------------------------------------------------------------------ 26

4.4. Strategic Priorities for the Port Sector ------------------------------------------------------- 27

4.5. Strategic Training Priorities for the Ports Sector----------------------------------------- 27

Chapter Five:---------------------------------------------------------------------------------------------------- 29

5.1. The Fishing Industry of South Africa --------------------------------------------------------- 29

5.2. Transformation in the Fishing Industry------------------------------------------------------ 29

5.3. Challenges Faced by Small-scale Operators and Fishing Communities in the Fishing Industry (fishers) ------------------------------------------------------------------------- 30

5.3.1. Exploitation and Abuse --------------------------------------------------------------------------- 30

5.3.2. The Lack of Organisation Among Fishers --------------------------------------------------- 31

5.3.3. Lack of Business Development Skills Among Fishers------------------------------------ 33

5.3.4. Low Literacy and Numeracy levels ------------------------------------------------------------ 33

5.3.5. Problems Associated with the New Applications Procedure for Quotas------------- 34


5.3.6. Lack of Basic Maritime Competencies ------------------------------------------------------- 34

5.3.7. Over-dependence on Exhaustible Marine Living Resources --------------------------- 35

5.4. Implications for Training Interventions ------------------------------------------------------ 36

Chapter Six ------------------------------------------------------------------------------------------------------ 38

6.1. Long-term Strategic Recommendations----------------------------------------------------- 38

6.1.1. Facilitating the Development of a Human Resources Development Strategy for the Maritime Industry----------------------------------------------------------------------------------- 38

6.1.2. Continuous Industry Needs Assessment ---------------------------------------------------- 40

6.1.3. Marketing and Information Provision---------------------------------------------------------- 41

6.2. Short-term Project Implementation Recommendations-------------------------------- 41

6.2.1. Clearly Defined Target Market------------------------------------------------------------------ 43

6.2.2. Training Interventions----------------------------------------------------------------------------- 43

6.2.3. The Market Development Approach ---------------------------------------------------------- 44

6.2.4. Sustainability through Local Training Infrastructure Development -------------------- 45

6.3. Conclusion--------------------------------------------------------------------------------------------- 46

Bibliography ---------------------------------------------------------------------------------------------------- 47

Annexure A: Project Brief ---------------------------------------------------------------------------------- 49

Annexure B: Key Informant Interview Guide--------------------------------------------------------- 54

1.5. Interview Guide for Key informant Interviews --------------------------------------------- 54

Annexure C: Workshop Invitation ----------------------------------------------------------------------- 56

Annexure D: Workshop Agenda-------------------------------------------------------------------------- 57

Annexure E: Workshop Participants-------------------------------------------------------------------- 58

Annexure F: List of Key Informant Interviews------------------------------------------------------- 62


List of Tables Table 1: Industry Representation Workshops ................................................................. 13 Table 2: Mergers and Acquisitions Among Ocean Carriers ........................................... 16 Table 3: Cargo handled at South African Ports: 1969/70 to 2000, selected years (all

cargoes, including petroleum products, in million metric tons) ............................. 25 Table 4: The Case for Collective Participation and Ownership...................................... 32 Table 5: Maritime Industry Human Resources Development Strategy.......................... 39 Table 6: Market Development Approach to Training Fishers ......................................... 45 Table 7: Institutional Arrangements for Training Provider Infrastructure..................... 46


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Executive Summary Introduction The executive summary is aimed at providing a brief synopsis of the Report. It provides an

overview of the background to the assessment, the methodology employed and the findings

of the assessment.

Background In terms of the Maritime Chamber Business Plan for the financial year 2000/2001, the

Chamber is required to implement Adult Basic Education and Training (ABET) and Small,

Medium and Micro Enterprise (SMME) skills development training projects. At the same time

the Chamber is also in the process of preparing for the submission of the business plan for

the financial year 2002/2003. For these reasons the Chamber commissioned research to

assess the ABET and SMME skills development training needs in the context of the strategic

priorities identified in the industry.

This research is expected to inform the implementation of the ABET and SMME skills

development projects for the 2001/2002 financial year, while at the same time, inform the

development of the Chamber's business for the 2002/2003 financial year.

For the purposes of the study, the Maritime industry was defined as:

Merchant Marine Sector (Seafaring and Shore-Based) The merchant marine sector involves the South African owned shipping fleet, shipbuilding

and ship repair sub-sectors.

The Port Sector The port sector comprises of the port infrastructure, terminal, marine, repair, estate

management and information management services.

The Fishing Industry The sector relates to the seafaring component of the fishing industry.


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Methodology The methodology employed for the assessment involve the following information gathering

techniques:

Desk Research;

Key informant interviews;

Workshops; and

Assessment of the Workplace Skills Plans

The appropriateness of the methodology was determined in relation to the different

stakeholders and the time available to conduct the study.

Changing Trends in the Maritime Industry A number of factors have been identified in the last few decades that have an impact on the

education, training and development needs of the Maritime Industry. These factors include:

Globalisation and Liberalisation

Increased Competition

Introduction of new technologies

Port Reform

Changes in the regulatory environment.

Strategic Priorities in the Maritime Industry The greatest strategic challenges facing the merchant marine sector are the retention of

skilled seafarers and the provision of greater opportunities for individuals from

disadvantaged communities.

The strategic priorities for the port sector encompass the following:

Identifying which ports are to be the core international container export/import ports of

the future.

Remove the capacity constraints in the port system and direct infrastructure investments

in line with the strategy.

Focus the role of ports.

Co-ordinate the ports system and integrate it with other modes.

Improve operational efficiencies.


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One of the greatest challenges facing the fishing industry is the continued process of

transformation requiring a balancing act between the needs of both the large and small-scale

fishers with that of the sustainable management of a dwindling exhaustible resource.

Implications for Training Interventions The strategic training priorities that emerged out of the process are generally applicable to all

the different sectors within the maritime industry. These priorities cover the spectrum of entry

level competencies (basic maritime competencies), technical competencies and

management competencies and should constitute the pillars of a human resources

development strategy for the industry. The Strategy should provide the overall framework

within which the skills development activities for the industry and the Maritime Chamber take

place.

Project Implementation Training Interventions Small-scale fishing operators and fishers were identified as the beneficiaries for the

implementation of the training interventions. The Training interventions should comprise

training activities that will develop the following competencies:

ABET

Basic maritime competencies

Life skills competencies

Enhanced understanding of the new fishing legislative framework Organisational development competencies Business management competencies Enhanced ability to pursue alternative economic activity

Sustainable harvesting competencies

In order to ensure the successful implementation of the project, the following

recommendations were made in respect of the approach to project implementation:

The need to have a clearly defined target market. The need to be specific about the training interventions. The application of the market development approach Using local service providers as project implementation agents


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Conclusion The consensus regarding the strategic training priorities in the maritime industry among all

stakeholders provides a sound basis for the development of appropriate strategic training

interventions that will ensure that the industry continues to develop its competitiveness. The

existing dialogue between all stakeholders will also provide further momentum for the

implementation of such strategies. At the same time special consideration should be given to

the marginalised fishing communities in light of the rapid transformation of the regulatory

environment in this sector.


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Chapter One: Introduction

1.1. Background to the Report

In terms of the Maritime Chamber Business Plan for the financial year 2000/2001, the


Medium and Micro Enterprise (SMME) skills development training projects. One of the key

principles underpinning the implementation of the Skills Development Strategy, is demand-

led skills provision1. For this reason the Chamber commissioned research to assess the

ABET and SMME skills development training needs in the context of the strategic priorities

identified in the industry. This report is a product of extensive research and analysis over a

short period of time that will inform the Maritime Chamber's implementation of their project

activities. The broader industry strategic training needs of the report is a secondary outcome

of the research that will inform the development of the Chamber's business plan for the

2002/ 2003 financial year and its longer-term activities.

Chapter One of the report provides a brief overview of the changing skills development

landscape in the country; describes the function of the SETAs as one of the institutions

created within the new institutional architecture for skills development; and assess the role of

the Maritime Chamber in the context of the Transport SETA.

Chapter Two discusses the project brief and the methodology employed to conduct the

assessment.

Chapters Three, Four and Five provides an assessment of the trends, strategic and

training priorities in the merchant marine, ports and fishing sectors of the maritime industry.

Chapter Six concludes the Report with long-term strategic recommendations and short-term

project implementation recommendations.

1 Department of Labour, (2001), The National Skills Development Strategy: April 2001 - March 2005,

Government printer, Pretoria.


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1.2. Skills Development in South Africa The legacy of apartheid policy in education and training has had a profound effect on the

skills profile of the South African labour force. At the same time, the demand patterns for

labour have changed over the last few years due to increased global competition,

computerisation and the modernisation of production processes using information

technologies. These structural changes have put a premium on skilled labour whilst reducing

the demand for unskilled labour. The South African economy therefore, suffers from a

chronic shortage of skilled labour2.

In order to address the challenges of participating in the global economy, the imperative to

increase skills that will improve productivity and the competitiveness of the economy, the

government has introduced new legislation that provides the foundation for skills

development in the country. The Skills Development Act3 and Skills Development Levies Act4

were introduced in 1998 and 1999 respectively.

This legislation provides the framework for the creation of the institutions, programmes and

funding policies aimed at increasing investment in skills development. Sector Education and

Training Authorities (SETAs) constitute an integral part of the new institutional architecture

designed to contribute to the improvement of skills through achieving a more favourable

balance between the demand and supply of skills in South Africa5. At the same time the

SETAs are tasked with addressing the inequities in the development of skills created by past

discriminatory practises. This needs to be achieved by ensuring that education and training;

acknowledges and enhances the skills of the current workforce, (in addition to ensuring

that new entrants to the labour market are adequately trained)

meets agreed standards within a national framework,

is provided subject to validation and quality assurance, and

where appropriate, is benchmarked against international standards.

2 Guy et al, (1996), Restructuring the Labour Market: The South African Challenge. An ILO Country Review,

ILO, Geneva 3 Act No. 97 of 1998 4 Act No. 9 of 1999 5 The functions and responsibilities of the SETAs are set out in Chapter 3, section 10 of the Skills Development

Act and comprises the following functions


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SETAs have been established to discharge their skills development functions in 25 identified

economic sectors6. The Transport Sector Education and Training Authority is responsible for

skills development in the transport sector.

1.3. The Transport Sector Education and Training Authority (TETA)

Productive infrastructure, including transport assets, is one of several key preconditions for

national economic growth7. According to classical economic theory, investing in assets like

bridges, roads, ports, or communication infrastructure, a nation can stimulate development

by reducing transport and communications costs, thereby facilitating further trade and

creation of wealth. Transport is therefore regarded as an engine of economic growth and a

guarantor of national integration, both internally and for the external global economy8.

In 1997 transport services contributed approximately 5.3% to South Africa's GDP and 3.7%

(and may even be as high 7.5% if informal employment in the minibus taxi industry is taken

into account) of total employment. Exports of transport services amount to more than 6

billion rand annually. Transport is also a vital intermediary input into many other sectors of

the economy, such as mining, agriculture, manufacturing and certain service sectors such as

tourism9.

The Transport SETA comprises eight Chambers (Aerospace, Forwarding and Clearing,

Freight Handling, Maritime, Rail, Road Freight, Road Passenger and the Taxi Chambers)

and covers the fields of freight logistics, passenger transport, cargo handling and transport,

the seafaring aspects of fishing and a number of support functions10. From the above

discussion, the critical role of the TETA in contributing to the enhancement of skills

development that meets the demand of the transport industry is apparent.

6 For an overview of the sector demarcation, see Department of Labour, (1999), Skills Development Strategy -

Demarcation of Sector Education and Training Authorities: Research Report, prepared by LMA/ SQW Policy and Research Consultant.

7 World Bank, (1994), World Development Report: Infrastructure for Development, Oxford University Press, New York.

8 Department of Transport, (1999), Moving South Africa - The Action Agenda, Government Printers, Pretoria. 9 Naude, (1999), Trade in Transport Services: South Africa and the general Agreement on Trade in Services,

Draft Report submitted to the Trade and Industrial Policy Secretariat. 10 The Transport Sector Education and Training Authority, (2001). Sector Skills Plan 2000/2001

(www.teta26.co.za/documents/ssp/TETA_SSP2000.zip)


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If one considers that 80% of trade with origins or destinations in developing countries (in

tonnage) is seaborne11, and that approximately 98% of the volume of South Africa's exports

are conveyed by sea, the critical role of the maritime industry in the supply of transport

services is apparent. The Maritime Chamber of the TETA is charged with the responsibility

for co-ordinating and promoting skills development in the maritime industry of the transport

sector.

1.4. The Maritime Chamber of the TETA

For the purposes of the TETA demarcation process, the Maritime Chamber consists of

industries relating to both the marine and fishing industries as well as formal and informal

sectors. Accordingly, the Chamber is comprised of:

the industry in which employers and employees are associated for the

purpose of activities on all vessels used at sea, and associated land

based services, for the transport of cargo, the mining of mineral

resources and the activities involved and incidental to, the putting to sea

of in order to find, catch and garner marine living resources within the

South African exclusive fishing zone, and the transportation of these for

landing at South African ports12.

The goal of the Maritime Chamber is to promote, co-ordinate and control the quality of the

delivery of lifelong learning in the industry. One of the key functions of the Maritime Chamber

in pursuing this goal, is the development of a Maritime Sector Skills Plan that informs the

national Transport Sector Skills Plan. The sector skills plan serves as the mechanism for

more effectively linking the demand and supply of skills in a particular sector. Hence, the

development of the sector skills plan require an effective public-private partnership to ensure

that the sector reflect the strategic training priorities of the industry.

The Chamber has two distinct mechanisms at its disposal for pursing its goal. On the one

hand, education and training in the industry will be implemented as per the provisions of

11 UNCTAD, (2000), Review of Maritime Transport 2000, Geneva, United Nations 12 The Transport Sector Education and Training Authority, (2001). Sector Skills Plan 2000/2001 (www.teta26.co.za/documents/ssp/TETA_SSP2000.zip)


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Workplace Skills Plans (WSPs) submitted by individual companies and on the other hand,

through the implementation of co-ordinated education and training initiatives of the Chamber.

It is with specific reference to these initiatives that information pertaining to the industry

priorities is required to ensure that such initiatives address the needs of the industry.


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Chapter Two:

Methodology

2.1 The Project Brief

The Maritime Chamber commissioned this project to assess the ABET and SMME skills

development training needs in the context of the strategic training priorities of the maritime

industry. The objectives of the assessment were the following:

To broadly identify the strategic training priorities of the maritime industry with specific

reference to ABET and SMME skills development;

To consult a broad range of industry stakeholders on their strategic industry training

priorities; and

To develop project briefs for the implementation of ABET and SMME skills development

training projects.

To make recommendations in respect of the strategic training priorities of the industry.

The project has both short-term and long-term deliverables. In the short-term, the

assessment will provide the basis for the development of project briefs for the

implementation of ABET and SMME skills development projects. In the long-term the

assessment will make recommendations regarding the strategic training priorities of the

industry.

2.2 Understanding of the Project Brief

2.2.1. The Content of the Project Brief

The assessment focused on the major change drivers impacting on the maritime industry

over the last decade and the implications of these changes for the future of the industry.

Understanding the implications for the industry provided the basis for assessing the strategic


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training priorities of the industry. The strategic training priorities for the industry in turn

provided the basis for assessing the ABET and SMME skills development training priorities.

2.2.2. The Scope of the Project Brief

The maritime industry is a complex and diverse industry. In order to conduct the assessment

in an organised and structured manner, it was necessary to define the scope of the industry.

For this reason the maritime industry was limited to the following components:

Merchant Marine The merchant marine sector involves the South African owned shipping fleet, shipbuilding

and ship repair sub-sectors. This definition includes both the seafaring as well as the shore-

based activities of the sector.

The Port Sector

The port sector comprises of the port infrastructure, terminal13, marine14, repair15, estate

management and information management services.

The Fishing Industry

The sector relates to the seafaring component of the fishing industry.

2.3 Methodology

In view of the complexity of the industry, the broad range of stakeholders and interests

represented in the industry, a diverse set of information gathering techniques were employed

to conduct the assessment. The techniques employed served to validate and cross-check

the information gathered by means of the respective techniques. The selection of the

information gathering techniques was also premised on its appropriateness in relation to the

different stakeholders. It also needs to be pointed out that all of these techniques were

13 such as vessel tie up services, container handling and transfer, traditional breakbulk cargo handling, dry and

liquid bulk cargo handling, container stuffing and stripping, bagging and packaging, cargo storage, etc. 14such as access and protection, pilotage, towage, vessel traffic management, fire protection services,

chandlering, etc. 15 Dredging and maintenance - channels and basin, lift equipment repair, container and chassis repairs


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aimed at gathering qualitative rather than quantitative information. These techniques are

briefly described below:

2.3.1. Secondary Research

The secondary research involved the identification and review of existing literature on the

skills development sector and the maritime industry. The review of the literature enabled the

consultant to identify the key issues relating to education and training in the maritime

industry. The secondary research also, in part, enabled the consultant to identify key

informants for the key informant interviews.

2.3.2. Key Informant Interviews

The key informant interview technique was also critical in the context of the time available for

the completion of the assessment. The interviews were aimed at individuals with special

knowledge on the education and training priorities of the industry. The advantages of this

technique are the degree of flexibility it allows (enables the interviewer to accommodate

individual differences, situational changes and explore new ideas), the fact that it can be

carried out quickly and is a relatively inexpensive method of gathering information.

This phase of the assessment involved the development of key informant interview guides16,

identifying, scheduling and conducting the interviews with the key informants. Interviews

were conducted with 20 key informants17.

2.3.3. Workshops

A number of workshops were conducted with specific interest groups to determine the ABET

and SMME skills development training priorities of the particular interest groups. These

discussions were held in the context of the broader industry priorities. The workshops were

an extremely valuable part of the information gathering process as it brought together

individuals with common interest, knowledge and experience of the industry.

16 See Annexure B


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The respected workshops were conducted over a period of one day. The methodology was

geared towards encouraging frank and open discussions as well as encouraging ownership

of the workshop outcomes. Facilitation of participant inputs further involved breakaway group

discussions and report back sessions. Flip charts were used to capture group inputs and for

recording purposes.

A total number of 45 individuals participated in the following Workshops:

Table 1: Industry Representation Workshops

Workshop

Date Industry Representation Venue

11/09/01 Maritime Industry Education and

Training Work Group

Wingfield College, Cape Town

12/09/01 Organised Labour Maritime Chamber, Cape Town

12/09/01 Small Boat Owners, Fishers and

Community Structures

Mossel Bay

13/ 09/01 Skills Development Facilitators Maritime Chamber, Cape Town

14/ 09/01 Small Boat Owners, Fishers and

Community Structures

Saldanha Bay

2.3.4. Assessment of Workplace Skills Plans (WPSP)

Limited access (restricted to information relating to the type of company and its training

priorities) to the Workplace Skills Plans, due to the confidential nature thereof, was provided

to the consultant in order to assess the skills priorities as determined by the workplace skills

plans submitted to the Maritime Chamber. At the time of the assessment process, 48 WPSP

had been received in the format indicated above (type of company and training priorities).

The assessment of the WPSP provided limited but instructive information on the training

priorities of the sector. The limitations were due mainly to varied interpretation and use of

17 See Annexure F for list of key informant interviews.


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terminology. For example, training priorities and skills competencies are used

interchangeably and yet, have very different meanings18.

2.4 Limitations to the Implementation of the Project

A major constraint to the implementation of the project was the limited time available for its

completion. The project was completed over a four-week period. This impacted on the

availability of key resource persons during the information gathering process.

The deadline for the submission of applications for the fishing quotas also happened to

coincide with the time scheduled for workshops and key informant interviews with resource

persons in the fishing industry. This resulted in the lack of availability of key resource

persons in the industry.

18 It is suggested that a Workplace Skills Plan manual be developed as a guide to assist Skills Development Facilitators with the preparation of the plans. Uniformity in the use of terminology will contribute to amore accurate assessment of these plans in future.


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Chapter Three:

The Merchant Marine Sector

3.1. Changing Trends in the Merchant Marine Sector At least three critical trends have emerged over the last few decades that are influencing the

development of the merchant marine sector. These change drivers are the trend toward the

consolidation among ocean carriers, the globalisation of the seafarer labour market and the

use of bigger ships. These trends and there implications are discussed below:

3.1.1. Globalisation of the Labour Market

The merchant marine sector has access to a global labour market. Shipping companies

have tended to recruit crews from different countries, but more often from low wage

economies. This has resulted in the recruitment of workers from a limited number of

countries such as China and the Philippines dominating the merchant marine labour market.

It is estimated that there were 1.2 million seafarers worldwide by 1995 with about 60%

coming from Asia19. This trend has led to the marginalisation of workers from both developed

and developing nations that adhere to International Transportworkers Federation backed

minimum wage demands. The implication for seafarers from countries such as South Africa

is a growing marginalisation from employment opportunities based on their uncompetitive

costs.

19 Bonnin et al, (2001), Equity through Training? - Skills Development and Certification of Seafarers from

Anglophone Africa: The Experience of the ITF/ Unicorn Training Initiative, Unpublished Paper Presented to the Seafarers International Research Centre, University of Whales, Cardiff


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3.1.2. Consolidation Among Ocean Carriers

There has been substantial consolidation in the ocean-shipping sector over the last ten

years. It is estimated that 25 carriers now control 60% of the container fleet capacity20. The

consolidation trend seems to have started with the slot sharing arrangements (carriers

purchasing slots in other carriers' ships) to provide service flexibility and greater

geographical reach. These arrangements then expanded into multi-trade alliances among

carriers that focussed on achieving efficiencies and better services by sharing vessels,

utilising common terminals and joint purchase of containers. This pattern of co-operation has

now evolved into a number of mergers and acquisitions in the sector that appears to be

taking the alliance concept to its ultimate stage - full ownership and control under one

corporate umbrella. Table 2 below provides examples of recent mergers and acquisitions:

Table 2: Mergers and Acquisitions Among Ocean Carriers

(Source: adapted from World Bank: 2001)

20 World Bank, (2001), Port Reform Toolkit: Module Two - The Evolution of Ports in a Competitive World, Washington.

Maersk/ SeaLand:

Maersk acquired the ocean shipping division of SeaLand for $800 million. The consolidated group now operates about 250 ships on 35 liners services worldwide. In 1999 Maersk acquired Safmarine for $240 million to expand its presence in the north/south trades.

P&O/ Nedlloyd: In 1996 P&O Containers merged with Nedlloyd to form one of the largest container lines in the world, operating 112 containerships with an annual turnover of US$4 billion.

Hanjin/DSR - Senator: In 1997 Hanjin Shipping bought a controlling stake in DSR-Senator, creating a combined company with 80 ships totalling 200 000 TEU capacity.

NOL/ APL:

In 1997 Neptune Orient Lines acquired American President Lines for $825 million, creating a merged company with 76 containerships - the sixth largest container carrier.

CP Ships:

Over the past five years the company has acquired five companies to raise its presence in the container sector to 11th position in terms of TEU capacity.

CMA/ CGM:

The French container carrier CMA acquired the state owned CGM and is now the 12th largest container carrier


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In 1999 Safmarine was acquired by the AP Møller Group for $240 000 million as part of the

groups strategy to expand its presence in the North/ Sea trades. The implications of this

trend are that ocean carriers are becoming more powerful players in the maritime

transportation industry. Smaller carriers are finding it more and more difficult to compete

against these major players due to their efficiencies resulting from economies of scale. The

influence of these carriers will also increasingly extend to the management of ports and

terminal operations.

3.1.3. International Standards

After the 1950s a growing number of the worlds merchant fleet flew Flags of Convenience

(FOC). Such ships were exempt from taxation and national control and rarely have a

genuine link to their flag state21. Many FOC states have a history of ensuring that minimum

international maritime standards are upheld, in particular standards related to safety. In

response to this situation, an International Convention on Standards and Training,

Certification and Watchkeeping (STCW) was negotiated in 1978. Although the system was

widely ratified by member states, there was limited to no enforcement of the standards.

This led to increasing pressure for more enforceable standards for the training of seafarers.

Substantial amendments were made to the 1978 convention in 1995, known as STCW - 95.

The STCW-95 aims to ensure that standards are more uniform as well as to establish a

system of auditing and monitoring. The effect of the STCW-95 is that governments are under

pressure to take the regulations seriously in order to ensure that their own citizens can

compete effectively in the global merchant marine labour market by providing adequately

qualified seafarers.

21 Prior to this period, national fleets showed a genuine link to their country of origin with parent company

staffing and labour relations.


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3.2. The South African Merchant Marine Sector

Four carriers dominate the South African merchant marine sector:

Safmarine (now owned by the AP Møller Group)

Unicorn Shipping

Smit Pentow

De Beers

About 90% of South Africa's exports by sea are shipped through foreign registered vessels.

More than 40 shipping lines are offering regular scheduled services to and from South

Africa.

Despite the long-term trend towards reduced manning levels on ships, a thirty three percent

growth in the world's commercial trading fleet through the 1990s led to an increase in the

demand for seafarers. This demand has however, not been spread evenly. There has been

a continued decline in the demand for ratings resulting in an excess of 200 000 trained

ratings worldwide22.

At the same time there is a global demand for trained officers. South Africa has also lost a

number of trained officers who leave the country for dollar-based salaries elsewhere

(Interview: Captain Johnson). This flight of skills may also negatively impact on the industry

as it leaves critical skills gaps in terms of training practitioners and mentors in the sector.

3.3. Strategic Priorities for the Merchant Marine Sector

According to the majority of stakeholders consulted during this project, the greatest strategic

challenges facing the sector are the retention of skilled seafarers and the provision of greater

opportunities for individuals from disadvantaged communities.

Retaining skilled seafarers is of course a complicated issue over which the sector may have

little control. In an open and global labour market, the major merchant marine companies are

22 Bonnin, (2000), 'Training for Redundancy': Training and Employment in the South African Shipping Industry,

Unpublished Paper.


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prepared to remunerate skilled seafarers (particularly officers) very competitively. Unless the

South African merchant marine sector is willing to explore alternative incentives and reward

systems, it may be very difficult to retain such skills.

Providing greater opportunities for individuals from disadvantaged communities will also

require commitment form all stakeholders. On the one hand it would be unwise to train such

individuals for positions in which the prospects for employment are bleak (such as ratings

training). On the other hand, there is a shortage of berths for training officers to meet the

persistent global demand.

Unless foreign ocean carriers servicing South African ports are encouraged to offer more

opportunities to local seafarers, there will be limited opportunities for new entrants into the

merchant marine sector.

A further consideration that needs to be taken into account, is the suggestion that there is

little point in training people (and investing scarce resources) to serve mainly on foreign

ships.

3.4. Strategic Training Priorities for the Merchant Marine Sector

Traditionally, training has been the responsibility of the merchant marine companies in South

Africa. Initially all the major players in the industry had their own training centres. The only

training centre to have survived is the Unicorn Training Centre. The Wingfield Technical

College, originally established for training crewmembers for the South African Navy, is the

other major training centre in South Africa. However, Wingfield is only now beginning to align

its courses with STCW-95. Natal and Cape Town Technikon train officers but the

overwhelming majority of the graduates, and indeed those currently employed, are white

men23.

23 Bonnin, (2000), 'Training for Redundancy': Training and Employment in the South African Shipping Industry, Unpublished Paper.


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The strategic training priorities for the sector involve the provision of training that is STCW-

95 certified. The training of officers is regarded as an industry priority for the merchant

marine sector. At the same time, the WSP indicate a need for the development of

management competencies.

During the key informant interviews and the workshops it was suggested the development of

a maritime management course should be explored as a matter of priority. This should be

done in collaboration with recognised tertiary institutions. The maritime management course

should focus on the development of management competencies that are relevant specifically

to the maritime industry.


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Chapter Four:

The Port Sector

4.1. Changing Trends in the Port Sector The port sector has changed radically over the last century. Ports are now experiencing

similar competitive pressures faced by companies in other industries. These competitive

forces stem from rivalry with existing competitors, the continuing threat of new entrants, the

growing potential for global substitutes (other sources of supply, substitute products, other

assembly sites etc.) and the presence of increasingly more powerful customers and

suppliers.

The changing way of doing business on which port operations are based will continue to

contribute to changes in the way all players in the international logistics chain, including

ports, do business in future. Factors such as innovative systems and new technologies are

changing the requirements for port infrastructure, increasing the decree of specialisation and

the need for a highly skilled labour force. Some of the major drivers of change and its

impacts on the port sector are briefly described below:

4.1.1. Globalisation of Production

The sourcing of raw materials and finished products has become increasingly globalised so

that producers in various - and often distant - regions of the world are forced to compete with

one another for the same markets. Two factors in particular have had a significant impact on

global logistics systems:

4.1.1.1. Vertical Specialisation: Manufacturing subcontractors and distribution centres are increasingly becoming involved in

activities that have traditionally been performed at the start or the end of the production line

as such activities are moving away from the main plant. This has resulted from a growing


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trend in firms increasingly concentrating on their core competencies and subcontracting a

number of non-core manufacturing and assembly activities to outside contractors.

4.1.1.2. Focused Manufacturing: Nationally based production systems is being replaced worldwide with manufacturers

concentrating their production capacities in fewer locations. In pursuit of economies of scale,

manufacturers locate the production of a particular product at a single location rather than

manufacturing a broad range of products for a local market. This has resulted in the logistics

becoming more transport intensive and transport dependent.

As ports are the interface between the intercontinental transport and the economic hinterland

of countries, its capability and efficiency often influences the decision to locate a plant or

distribution centre in a particular location. In addition it often determines whether a local

producer can compete globally or regionally with other producers.

4.1.2. Technology

Major changes in respect of containerisation and the use of information technology driven by

the developments in the technology sector have had a significant impact on requirements for

port infrastructure and services. These factors are briefly discussed below:

4.1.2.1. Containerisation: Although containerisation of seaborne trade is a relatively new development in the ocean-

shipping sector, it has significantly changed the requirements for cargo handling and port

facilities. World container port traffic continued to expand in 1998 at a rate of 6.7% over

1997, reaching 165 million TEUs - 53.6% of this traffic was handled at the ports of

developing countries24.

Containerisation has significantly reduced the ships time in port and at berth, reduced

personnel requirements for cargo handling, increased retraining needs, raised berth

productivity and increased capital intensity of port operations.

24 UNCTAD, (2000), Review of Maritime Transport 2000, Geneva.


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4.1.2.2. Information Technology (IT): IT is generally employed throughout the maritime transport sector and has revolutionised the

intermodal traffic by electronically linking port administration, terminal operators, truckers,

customs, freight forwarders, ship agents and other members of the port community. The

technology enables port users to access real time data on the status of cargo, paperwork

and the availability of port facilities. The technology reduces time for delivering cargo,

provides more accurate transfer and recording of information, reduces labour involved in

preparing paperwork on port use and operation, container and cargo movements, etc.

Ports unable to keep abreast with the adoption of such technologies may be left behind in

the competitive port sector environment.

4.1.3. Changing User Requirements

Changing user requirements resulting from a range of factors including the change drivers

discussed above are also having a significant impact on the ports sector. The nature and

demand for services in many ports have become different. In some cases the physical layout

of the ports may not be in line with user requirements. Changing user requirements have

forced countries to reconsider their criteria for national port development to ensure demand-

responsiveness to the changing needs of trade and transport25.

4.1.4. Port Reform The port reform process emerged as a significant issue in the 1980s. Many ports worldwide

had become bottlenecks to efficient distribution chains of which they are an essential

component. Three main reasons have been identified as contributors to the gradual

deterioration of service quality during this period26:

Restrictive labour practises;

Government control in the port sector;

25 Juhel, (2000), Globalisation, Privatisation and the Restructuring of Ports, Paper Presented to the 10th Annual Australasian Summit on Ports, Shipping and Waterfront Reform. 26 World Bank, (2000), World Bank Port Reform Tool Kit: Module 3 - Alternative Port management Structures and Ownership Models, World Bank Transport Division, Washington D.C.


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The lack of investment in expensive port infrastructure;

The reform process initiated was therefore geared toward increasing service levels for

infrastructure users, increase efficiency in operations and improved allocation of limited

public funds. Various port modernisation strategies have been implemented in different

countries with varying degrees of success. These strategies generally include:

Modernisation of Port Administration;

Liberalisation or de-regulation of port services;

Commercialisation;

Corporatisation; and

Privatisation

4.2. Port Development in South Africa27 The dominant characteristics of late-20th century South African sea transport development

remain its strong growth and overall size. Indeed, sea trade broadly associated with the

South African economy and ports is substantial by global standards: the 186 million tons of

traffic handled in 2000 represents approximately 3.5 per cent of world sea trade in tonnage

terms. In terms of “real” sea transport activity, traffic passing through local ports generates

some 12,200 million ton-miles of maritime freight activity, or about six per cent of global

activity – a performance that places South Africa within the top twelve nations on the

international maritime-trading league table. This country’s share of global maritime activity

consequently exceeds its share of global GDP by more than twenty to one. These indicators

confirm that a high proportion of South African trade comprises low-value bulk staples that

are handled efficiently in relatively sophisticated ports. Table 3 illustrates the growth in port

traffic at South African ports.

27 This section is largely based on the contribution made by Prof. Trevor Jones.


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Table 3: Cargo handled at South African Ports: 1969/70 to 2000, selected years (all

cargoes, including petroleum products, in million metric tons)

Year1 Richards Bay

Durban East London

Port Elizabeth

Cape Town

Saldanha Total Traffic2

1969/70 - 24.0 1.7 6.7 7.8 - 40.2

1974/75 - 34.7 3.5 10.4 10.4 - 59.0

1976/77 6.7 34.5 3.1 9.3 9.4 5.5 68.7

1977/78 13.1 35.4 3.5 7.3 9.4 11.7 80.4

1978/79 15.7 34.0 4.0 7.3 9.7 14.1 85.0

1983/843 37.9 32.8 2.6 5.9 7.9 9.7 96.8

1987 47.1 44.3 2.5 4.3 5.9 12.3 116.4

1990 52.6 38.4 2.5 5.3 7.1 25.0 130.9

1994 69.0 41.4 3.2 4.9 9.8 23.3 151.6

20003 91.8 49.7 1.1 7.1 11.8 24.5 186.2

(Source: cited in Jones: 2001)

Notes: 1. Traffic volumes are shown for financial years (1 March to 28/29 February) up to

1983/84, and thereafter for calendar years.

2. Total traffic excludes the activities of the small port of Mossel Bay, where volumes

were tiny before the Mossgas project came on stream from 1992.

3. Traffic magnitudes for 1983/84 and 2000 include estimates for unpublished

oil and petroleum traffic. All other years include more accurate measures of these

previously classified commodities.

Between 1970 and 2000, the port and maritime-related landscape of the southern African

region changed dramatically and irreversibly. The 1970s witnessed massive capital widening

as bulk ports were constructed to propel the South African economy into a phase of export-

led growth predicated on high volumes of low-value bulk staples, and as existing ports were

re-fashioned to cope with the global “container revolution”. The 1980s saw a substantial

consolidation of bulk-handling investment, in the process creating world-class harbours and

associated land-side transport connections on the east coast at Richards Bay and on the

west coast at Saldanha, while general cargo facilities received scant attention. The 1990s

produced a slowdown in overall port expansion. At the same time the port sector attempted

to position itself to support South Africa's re-entry into the mainstream of an increasingly

globalised international trading community.


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While the above discussion suggests that the ports sector in South Africa is in a healthy and

vibrant condition, it does face some significant challenges. On the one hand, the

development of world class bulk transport facilities adequately supported the penetration of

anonymous bulk markets, but may not be appropriate to support the country's drive toward

expanding manufacturing exports at minimum costs. The performance record of the South

African ports in respect of these considerations is well below the world-class benchmarks

achieved in the bulk arena.

The Moving South Africa Report28 (the twenty-year strategic framework for the transport

sector) concurs with the above position and finds that the current transport system no longer

meets many of the needs of the country or its customers. The current economic policies

promoting manufacturing export growth requires general cargo-handling facilities of the

requisite quantity and the highest quality, at the lowest price. These are some of the

challenges that will have to be addressed over the coming years, if our ports are to remain

competitive.

4.3. Port Management

In 1990, the South African Transport Services was corporatised to form Transnet Limited.

Portnet, a division of Transnet, has been responsible for harbour management and

operations. As part of the restructuring of state assets adopted by the South African

government and the continued divisionalisation process within Transnet, Portnet has been

split into the Port Authority Division and the Port Operations Division. The main objective of

the divisionalisation is to operationally separate the port authority functions and the port

operations functions. The two entities remain the operating divisions of Transnet. The

change is only for operational and management purposes and constitutes only a

reorganisation of business.

The separation is intended to ensure focus and prepare the port system for the move

towards a complete landlord port authority. Divisionalisation allows for the ring fencing of

28 Department of Transport, (1999), Moving South Africa, Government Printer, Pretoria


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port operations into an independent business unit, paving the way towards concessions to

private sector operators on an incremental basis29.

4.4. Strategic Priorities for the Port Sector In the context of the globalisation of production, continued technological development,

changing user requirements and corporatisation of the port environment, a number of

strategic priorities emerge to realise the vision of low cost and high reliability on the maritime

leg of general cargo import and export. The strategic priorities encompass the following30:

Identifying which ports are to be the core international container export/import ports of

the future.

Remove the capacity constraints in the port system and direct infrastructure investments

in line with the strategy.

Focus the role of ports.

Co-ordinate the ports system and integrate it with other modes.

Improve operational efficiencies.

4.5. Strategic Training Priorities for the Ports Sector The changes in the port sector described above have not only impacted on the way business

is conducted in the sector, but also has significant implications for human resources

development in the sector. It is suggested that although the significance of human resources

development has generally been recognised in the sector, it has rarely translated into

actions with adequate scope, depth and duration to address such needs31.

29 See Portnet (1999), Divisionalisation Project Charter: Supplement to the Original Project Charter, prepared

by Letsema Deloitte and Portnet, (1999), Divisionalisation Corporate Governance Recommendations, Prepared by Letsema Deloitte

30 for a more detailed discussion of these strategic priorities see Department of Transport, (1999), Moving South Africa ,Government Printer. Pretoria

31 UNCTAD, (1998), Guidelines for Port Authorities and Governments on the Privatisation of Port Facilities, Geneva.


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The major training priorities identified in the sector the following:

ABET

Computer literacy and logistics management

Accelerated maritime competencies

Accelerated management and supervisory development


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Chapter Five:

Fishing Sector

5.1. The Fishing Industry of South Africa The oceanic waters of South Africa is a dynamic ecosystem with a rich source of biodiversity

and marine life supporting thousands of coastal people with income, food and security. It is

estimated that the fishing industry “employs some 25 000 people in the commercial sector,

60 000 people in related sectors, and grossing around 2.5 billion rand a year32”

The fishing industry is generally divided into demersal, pelagic, rock lobster, line fishery,

abalone and squid fisheries. These fisheries are regulated through various mechanisms that

include total allowable catches (TACs), closed seasons, minimum size requirements,

equipment requirements and quotas.

5.2. Transformation in the Fishing Industry

Despite the huge potential of marine living resources to provide food and income, the fishing

industry has, as a result of the apartheid government, inherited gross inequities with regard

to both access and utilisation of the resource. Rights to the resource were largely

concentrated in the hands of a small group of white owned large commercial enterprises.

Fishing legislation was thus formulated around the creation and continued support for the

growth of large commercial enterprises. Simultaneously, poorer communities and small-

scale operators were increasingly marginalised from the resource and forced to work for

larger companies. Those who were not absorbed by the large-scale labour market continued

to struggle as subsistence or small-scale operators with little support and recognition for their

needs.

32 Kavita Paul, (2000), Transformation in the Fishing Industry in the New South Africa, Southern Africa

Environmental Project.


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With the demise of the apartheid regime, there is a growing prospect of a reorganisation of

the industry in favour of poorer fishing communities and small-scale operators. One of the

more significant recent changes in the regulation of the fishing industry has been the

introduction of a new quota allocation system. The allocation of quotas is now heavily

weighted in favour of poorer coastal fishing communities and small-scale fishers.

However, the inherent inequalities due to past discriminatory practises are resilient within

fishing communities and the benefits of transformation in the industry are yet to be realised.

The transformation process in the fishing industry has the difficult task of balancing the

needs of both the large and small-scale fishers with that of the sustainable management of a

dwindling exhaustible resource.

5.3. Challenges Faced by Small-scale Operators and Fishing Communities in the Fishing Industry (fishers)33

5.3.1. Exploitation and Abuse

From the information gathering process, it is evident that the lack of regulation and

enforcement poses significant threats to small-scale fishers and coastal communities. Both

interviews and workshop proceedings reveal that fishers in the sector are frequently exposed

to poor health and safety measures being maintained, no union representation for the

workers on these boats and poor conditions of employment.

The consultation also came across a number of cases of both physical and verbal abuse

experienced by fishers. This is especially frequent within the long-line fishing industry, where

the majority of fisher boats are privately owned and characterised by a lack of industry

regulation. These privately owned vessels employ primarily casual workers who compete for

their labour on fisher boats.

33 For the purposes of this assignment, fishers refers to both small scale fishing operators and fishing

communities in the fishing industry.


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The unions that operate in the sector have their members primarily coming from the

permanent workers in factories of the big corporate businesses. The small-scale fishermen

and women who typically operate outside of the boundaries of industry regulation are not

unionised and are thus subject to exploitation and a sever lack of health and safety

standards.

The lack of health and safety standards coupled with poor conditions of employment poses

significant threats to the livelihoods of the fishers and their families. An exacerbating factor to

this situation is the severe lack of any form of insurance to cover themselves or their families

in the likely event of an accident or death. Communities report that any compensation for

death or disability has never resulted in more than a full day's pay for the last working day of

the deceased employee. Where insurance benefits are provided survivors of the deceased

often are not aware of the procedures and requirements involved in claiming such benefits.

5.3.2. The Lack of Organisation Among Fishers

The new regulatory environment in the fishing industry created by the Marine and Coastal

Management Department has important implications that impact on small fishers. The new

regulatory environment recognises the fishing rights of small-scale fishers by making

available fishing rights in the form of quotas. Fishers are therefore, no longer regarded as

informal or poachers. The fishers are now faced with the difficult task of formalising their

economic activity to abide by the new regulatory environment.

Responses to the new environment have been diverse with different degrees of success.

Some fishers operated in their individual capacities forming closed corporations, some

fishers formed co-operations, and some formed associations while others did not make any

effort to align themselves to the new environment. There are a number of reasons for the

varying degrees of success achieved by various fishing groups and individuals. However,

the ability of these groups to organise themselves has been the single greatest factor that

facilitated the productive participation of fishers in the fishing industry as the allocation of

quotas is heavily weighted in favour of collective participation and ownership.


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To illustrate this point, the cases of the efforts of the "Indigenous Fisheries Fishing Trust"

and "Paternoster Kleinvissers Association" will be used:

Table 4: The Case for Collective Participation and Ownership

Indigenous Fisheries Fishing Trust:

The Department of Coastal and Marine Management initiated fishing trusts in an effort to provide

support for disadvantaged individuals in the fishing industry. The Indigenous Fisheries Fishing Trust is

one such trust located in the Mosselbay area.

The trust was given quotas and the income generated from this was used primarily for small poverty

alleviation projects. These projects were among others, bursaries for children of fishing communities

and food schemes. Finances were also allocated for the development of a fishing factory. However

due primarily to the lack of business expertise, the lack of industry information and the discontinuation

of a quota allocation, the factory subsequently closed down and the much needed community support

provided by the trust could no longer be sustained.

The operations of the fishing trust have thus in the past provided much needed support to the local

fishing community. With the new quota system in place with larger quotas being made available, there

is now an increased possibility to develop similar type organisations that could provide similar support

to the local fishing community.

Paternoster Kleinvissers Association:

The Paternoster Kleinvissers Association was initiated in 1999 by a small fishing community in

response to the moratorium placed on the allocation of permits and fishing quotas in the fishing

industry. The moratorium resulted in a desperate situation being faced by the community of

Paternoster with no income being generated resulting in severe food, water and electricity shortages.

The association represents 70 fishermen in the community with a structure of collective ownership of

resources. Since its inception, the association has successfully been able to raise funds, purchase 20

small boats with safety equipment, 6 motors and provides fishers with a retirement package. The

Paternoster community's ability to organise has resulted in major socio-economic development,

providing much needed support and income.


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With the establishment of the association, the community of Paternoster is now able to make optimal

use of the new quota system with different interests groups applying for quotas with the backing of a

strong support organisation, increasing their eligibility for receiving quotas.

The Paternoster Kleinvissers Association has also become acutely aware of their over-dependence

on a finite resource and is thus currently working on future initiatives that may or may not be directly

related to the fishing industry. These initiatives relate to income generation economic activities and

have been identified as the following:

• Fibre glass works for the making of boats

• Making and repairing nets for participation in a broader scope of fishing activities

• Arts and crafts for the thousands of tourists that visit the area each year

• Ferry tours to the nearby island for tourists

5.3.3. Lack of Business Development Skills Among Fishers

The new quota system requires the establishment of a legal business entity by the applicant.

The low literacy levels coupled with the lack of business knowledge and culture serves as a

major constraint to the formation of such entities by the applicants. Many applicants have

never been exposed to such regulatory environments and adapting to the new environment

of the fishing industry is proving to be a difficult task.

The new environment in which the fishing sector is now located requires that individuals gain

access to appropriate business development support and also knowledge about where this

support could possibly come from. Furthermore, in order for the new fishing sector

environment to facilitate the development of small fishing communities, knowledge about the

workings of the fishing industry is needed. Their exists a perception by many small fishers

that industry specific information is monopolised by the historically advantaged fishers and

by the big corporations.

5.3.4. Low Literacy and Numeracy levels

The fishing industry is beset with problems associated with low levels of literacy and

numeracy. The problems are among others:


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• The lack of upward occupational mobility within the fishing industry

• A decreased ability to acquire other skills and,

• More generally a decreased ability to increase ones life chances

The persons most affected by the low literacy and numeracy levels are those in the lower

occupational categories in the industry and small-scale operators and fishing communities.

5.3.5. Problems Associated with the New Applications Procedure for Quotas

The new quota system necessitates the filling out of a quota application form to be eligible

for an allocation of a fishing quota. The application form is a lengthy document that requires

a relatively high level of literacy in order for it to be completed. Considering the low levels of

literacy prevalent in fishing communities, the difficulties faced with filling out the forms are

widespread. Many applicants are now faced with the financial burden of employing a

consultant to assist in the completion of the quota application form. Many of the applicants

are also faced with the difficult task of finding appropriate consultants or persons with the

expertise to assist in this regard. The lack of such expertise has also resulted in those

persons with the appropriate capacity exploiting the situation, charging exorbitant fees for

their services.

Their also exists a lack of understanding of the criteria used for selection of successful

applications resulting in wrong information being provided on the forms as well as

uninformed interventions being implemented.

5.3.6. Lack of Basic Maritime Competencies

A recurring concern throughout the workshop and interview proceedings was the lack of

basic maritime competency among fishers. This, it has been argued, results in low

productivity, poor communication and more importantly the unnecessary loss of life and

accidents at sea. Specific concerns that were raised were among others:


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Basic life skills including human rights

Pre-sea induction for all industry participants

The maintenance and enforcement of health and safety standards

Survival techniques

This concern is especially applicable among workers in the small-scale fisheries sector, as it

remains largely unregulated.

5.3.7. Over-dependence on Exhaustible Marine Living Resources

The Marine and Coastal Management Department is charged with the responsibility of

managing the allocation of access rights to the fishing industry. The department is bound by

the biological limits of individual species of fish determined by scientists in the field and thus

allocates rights accordingly. "The allocation of rights is thus based on the principle of the

maximum sustainable yield, which implies that, in any given year, the total quantity of fish

that can be caught must not compromise the ability to harvest the same quantities in the

following year34".

However it must be borne in mind that there are a number of factors that result in the harvest

of a particular resource larger than the actual maximum sustainable yield. This may come

about through incorrect predictions of scientists, poaching and also neglecting certain groups

in society who regularly harvest the resource when allocating rights to that resource.

Harvesting beyond the maximum sustainable yield may cause severe future losses in

income and contribute significantly to poverty in communities solely dependent on marine

living resources.

This phenomenon is something already experienced by the fishing sector in general and

particularly households that are primarily dependent on the resource for their livelihood. In

order that fishers become less vulnerable due to dwindling resources, they need to engage

in alternative economic activities other than in the fishing industry as well as gain expertise

that would enable more sustainable harvest techniques to be implemented.

34 Reza Daniels, (2000), Poverty Alleviation and the prospects for Micro-Enterprise Development: Lessons from

the Subsistence Fishing Industry. Development Policy Research Unit (DPRU).


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5.4. Implications for Training Interventions

There are a number of training interventions that have been identified that may significantly

impact on the problems experienced by small-scale operators and fishing communities in the

fishing industry. The constraints faced by these fishers are primarily as a result of past

discriminatory practises and the new regulatory environment created through the

transformation of the fishing industry. Any training intervention that aims to promote equity in

the industry and simultaneously strengthen the life chances of small-scale fishers, should

factor in the above mentioned considerations during implementation to enable optimal

impact.

The following training interventions have been identified aimed at addressing the challenges

outlined above:

The provision of ABET that may go a long way in increasing literacy and numeracy

rates, increase upward occupational mobility, increase the ability of groups to organise

and more generally increase the life chances of individuals and communities in the

fishing industry.

The provision of education and training in basic maritime competencies that could

potentially decrease the incidents of death or accidents as well as increase the efficiency

of fishing operations.

The provision of life skills training focussing on aspects of communication, time

management, conflict resolution, stress management and in particular an understanding

of human rights that could potentially reduce the incidents of abuse and exploitation in

the industry.

The provision of training in the new fishing legislative framework and quota system as

well as the dissemination of industry related information that could facilitate a more

focused productive participation in the industry.


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The provision of training in aspects of organisational competencies as well as the

provision of business development services for the development of organisations and

businesses in the fishing industry.

The provision of training that would facilitate the identification and involvement in

alternative economic activity that could potentially supplement income sources for

small-scale operators and fishing communities.

The provision of training in harvesting techniques that would ensure the sustainability

of the particular resource.


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Chapter Six

Recommendations

Although the project was aimed specifically at identifying ABET and SMME skills

development priorities in the maritime industry (for the purposes of developing project

briefs), a number of issues emerged out of the consultation process that may contribute

positively to the future strategic direction of training in the industry. ABET and SMME skills

development projects are obviously not implemented in a vacuum. For this reason, these

issues are highlighted as it may have implications for ABET and SMME skills development

training and project implementation in the long term. In order to distinguish these issues from

the recommendations relating to the development of project briefs for ABET and SMME

skills development, it has been categorised as long-term strategic recommendations. The

long-term strategic recommendations are discussed below:

6.1. Long-term Strategic Recommendations

6.1.1. Facilitating the Development of a Human Resources Development Strategy for the Maritime Industry

One of factors that motivated the implementation of this project was the assumption that the

skills development priorities for the maritime industry are not clearly defined. However, one

of the major findings that emerged from this assessment, is the existence of a broad

consensus on what the generic strategic skills development priorities for the maritime

industry are. The reason for assuming that it was not clearly defined before, may be that

these priorities have not been codified in an organised and systematic manner.

The strategic training priorities that emerged out of the process are generally applicable to all

the different sectors within the maritime industry. These priorities cover the spectrum of entry

level competencies (basic maritime competencies), technical competencies and

management competencies and should constitute the pillars of a human resources


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development strategy for the industry. Table 5 illustrates the pillars that should form the

foundation of the human resources development strategy for the industry:

Table 5: Maritime Industry Human Resources Development Strategy

(Note: the list of competencies provided in the illustration is not exhaustive and should be viewed as

examples)

These priorities will serve the strategic training needs of the merchant marine, ports and

fishing sub-sectors. It addresses the entry level, technical and management competency

priorities in the respective sub-sectors.

The Strategy should provide the overall framework within which the skills development

activities for the industry and the Maritime Chamber take place. The priorities should form

the foundation for the development of the national qualifications framework for the maritime

industry. In other words, the generation of standards, the development of Learnerships and

the implementation of education and training initiatives in the industry should be guided by

this Strategy. Decisions to invest in particular areas of education and training development

should be informed by the priorities determined in the Strategy.

Maritime Industry Human Resources Development Strategy

Entry Level

Basic Maritime Competencies:

ABET Pre Sea

Induction Safety Life Skills

Technical

Competencies through

Vocational Training:

Cadets Surveyors

Pilotage

Maritime

Management Competencies:

Harbour master

Deck Officers

Chief Engin.


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At the same time the Strategy paves the way for the development of qualifications

framework that will facilitate a career path in the industry moving from entry level basic

maritime competencies to technical competencies and finally to maritime management

competencies.

The Chamber should play a central role in the development of the Strategy. The information

generated through this consultation process should only be viewed as a point of departure

whilst consideration should be given to the following aspects:

The objectives of the Strategy;

The provision of appropriate support to implement the Strategy;

The role of the relevant stakeholders and in particular that of the Chamber;

The financing of the implementation of the Strategy;

Monitoring and evaluating the implementation of the Strategy.

6.1.2. Continuous Industry Needs Assessment

The discussions in the previous chapters illustrated the changes and their impact on the

maritime industry over the last few decades. The maritime business today is conducted very

differently than twenty years ago. Hence, as the business environment changes the strategic

priorities and human resources development priotities of the industry will change.

The Maritime Chamber needs to be commended for the concerted effort it has made to

understand these changes and respond to it. This particular project is indicative of this

commitment. A number of other initiatives (such as assessing and evaluating the workplace

skills plans, the qualifications scoping project at TETA level, etc.) are also being undertaken

to facilitate and maintain this constant dialogue with industry representatives.

The organisational structures set up to promote this dialogue are currently dominated by

representation from organised labour and large corporate companies. Besides strengthening

the current organisational structures set up to promote this dialogue, an aspect that may

warrant further attention is the incorporation of the smaller and less organised players in the

industry. A special effort should be made to involve such players in the needs assessment


________________________________________________ Page 41 of 63

processes. Smaller and less organised players in the fishing industry deserves special

mention in this instance.

This process of continuously assessing the education, training and development needs of

the industry should be supported through the dialogue taking place within the current

structures as well as through the implementation of a structured research programme. The

research programme should focus on developing baseline information and profiling the

maritime industry.

6.1.3. Marketing and Information Provision

There is still much uncertainty about the new skills development framework in general and

the functions and activities of the Maritime Chamber in particular. The Maritime Chamber

should consider implementing a marketing drive and a process of information provision to

the sector.

6.2. Short-term Project Implementation Recommendations

The overwhelming majority of stakeholders consulted were of the view that any ABET or

SMME skills development intervention implemented in the short-term should be directed at

the small boat owners and fishers from previously disadvantaged communities in the fishing

sector. It was suggested that such an intervention will more likely have a much greater

impact in the fishing sector as a result of the desperate need for ABET and SMME skills

development among small boat owners and fishers (as discussed in Chapter Five).

The Way Forward:

The need to develop training delivery capacity - the training infrastructure - may require an

alternative approach to requesting training providers to submit a proposal to provide ABET

and SMME skills development training to small boat owners and fishers in the fishing sector.

This approach has already been employed and did not provide the desired results. It is


________________________________________________ Page 42 of 63

therefore recommended that the Chamber identify specific organisations35 as partners that

will be central to the development of the training delivery capacity. These organisations

should meet the following qualifying criteria:

It should be rooted in a particular fishing community,

It should posses knowledge of the fishing industry,

It should have experience as a training provider, and

It should have the administrative capacity to manage the implementation of a project of

this nature.

These organisations should develop project proposals based on the attached project briefs.

These project proposals should be developed in collaboration with the Chamber (wherever

possible) to ensure that the project proposals are the products of a partnership between the

organisations and the Chamber. These project proposals should constitute the basis for

project funding from the Chamber. The overall project management of the projects should be

the responsibility of the Chamber with specific reference to the monitoring and evaluation of

the projects. As part of the project management responsibility, the Chamber will need to

assess the capacity of these organisations to deliver against the project proposals. The

Chamber may be required to provide capacity building support to these organisations, as

part of its risk management strategy to ensure that the projects are successfully

implemented.

The development of the proposals should also be guided by the principles discussed below:

35 The Consultant proposes the following organisations: The South African Fisherwomen Association, Siyaloba Fishing Academy and a consortium comprising the Paternoster Kleinvissers Association, Kleinbegin Vissery and the West Coast Business Development Centre.


________________________________________________ Page 43 of 63

6.2.1. Clearly Defined Target Market

As discussed earlier in the introductory chapter of this report, a large population of the

fishing community was as a result of discriminatory practises, marginalised from the benefits

of growth in the sector. These fishers continue to be characterised by low literacy and

numeracy levels, a lack of basic maritime competencies, a lack of access to finance and

equipment and exposure to severe exploitation and abuse.

It is in the light of the above scenario that the beneficiary target market for the purposes of

providing ABET and SMME skill development training interventions be confined to the small-

scale fishing operators and fishers in disadvantaged communities.

6.2.2. Training Interventions

The training intervention should focus on the development of the following competencies:

Basic maritime competency including (but not exclusive to):

⇒ Pre-sea induction

⇒ Health and safety (health, safety and security rules and regulations of SAMSA and

the Department of Environment and Tourism)

⇒ Survival techniques

⇒ Fire fighting ⇒ Efficient deck rating and efficient engine room rating

Life skills (but not exclusive to):

⇒ Human rights

⇒ Communication skills

⇒ Conflict resolution skills

⇒ Stress management

⇒ Time management

Adult basic education and training

Basic introductory legislation that may include


________________________________________________ Page 44 of 63

⇒ Labour relations act

⇒ Basic conditions of employment act

⇒ Skills development act

Basic fishing legislation which may include the following:

⇒ The new regulatory environment

⇒ Criteria and application for fishing rights

Industry specific information

⇒ Fishing techniques

⇒ Product quality (handling and processing)

Alternative economic activities

Sustainable resource management and harvesting techniques

Business development and organisational competencies

6.2.3. The Market Development Approach

In the ideal world skills training should be performed by a functioning labour market in

which there is a sufficient supply of skills training to meet the skills demand of industry. Of

course the South African context is far from ideal36. The training intervention should

therefore be aimed at stimulating the demand for training and at the same time stimulating

the supply of training. In this scenario, the intervention by the Maritime Chamber should be

regarded as an investment to stimulate the development of a functioning market for training.

36 A number of factors result in a distortion in the way that the market functions. On the supply side, these

include lack of funds to pay for training, lack of training infrastructure, lack of information on the demand for particular skills, etc. On the demand side, this may include a lack of information on industry skills requirements and a lack of funds to invest in training.


________________________________________________ Page 45 of 63

Table 6: Market Development Approach to Training Fishers

This approach also requires the development of the training supply infrastructure needed to

provide the specific training interventions.

6.2.4. Sustainability through Local Training Infrastructure Development

Change is a process. Developing a culture of training (in the context of lifelong learning) is

not something that will be achieved overnight. All too often developmental projects are

implemented as quick fix solutions to deeply embedded development challenges.

For this reason, it is suggested that a longer-term view be taken of the implementation of the

training intervention. It is suggested that a local development organisation should be

targeted for the development, management and implementation of the project. Local

development organisations are more likely to understand the communities in which they

operate and may be in a better position to affect change than a training provider coming into

a community and leaving again after the completion of the training. The organisation should

develop partnerships with training providers to provide the specific required training that can

not be provided by the organisation itself.

Trained Fishers

Functioning training market of

supply and demand Supply of training to develop skills of fishers

Demand for training of fishers

Intervention aimed at stimulating supply of

training

Intervention aimed at stimulating demand for

training

Intervention aimed at developing functioning market of training supply and

demand


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Table 7: Institutional Arrangements for Training Provider Infrastructure

6.3. Conclusion

The broad consensus on the strategic training priorities in the maritime industry among all

stakeholders provides a sound basis for the development of appropriate strategic training

interventions that will ensure that the industry continues to develop its competitiveness. The

existing dialogue between all stakeholders will also provide further momentum for the

implementation of such strategies. The recommendations contained in the report will

hopefully make a contribution not only to the successful implementation of the short-term

projects but also to the longer-term development of the industry in line with its future

strategic direction.

While the training priorities identified in the report is applicable to all sectors within the

maritime industry, special consideration should be given to the marginalised fishing

communities in light of the rapid transformation of the regulatory environment in this sector.

Maritime Chamber

Local Community

Based Organisation

Training Provider

Training Provider

Small Scale Operators and Fishers


________________________________________________ Page 47 of 63

Bibliography

1. Bonnin et al, (2001), Equity through Training? - Skills Development and Certification of

Seafarers from Anglophone Africa: The Experience of the ITF/ Unicorn Training Initiative,

Unpublished Paper Presented to the Seafarers International Research Centre, University

of Whales, Cardiff.

2. Bonnin, (2000), 'Training for Redundancy': Training and Employment in the South

African Shipping Industry, Unpublished Paper.

3. Department of Labour, (2001), The National Skills Development Strategy: April 2001 -

March 2005, Government printer, Pretoria.

4. Department of Labour, (1999), Skills Development Strategy - Demarcation of Sector

Education and Training Authorities: Research Report, prepared by LMA/ SQW Policy

and Research Consultant.

5. Department of Transport, (1999), Moving South Africa - The Action Agenda, Government

Printers, Pretoria.

6. Guy et al, (1996), Restructuring the Labour Market: The South African Challenge. An ILO

Country Review, ILO, Geneva

7. Juhel, (2000), Globalisation, Privatisation and the Restructuring of Ports, Paper

Presented to the 10th Annual Australasian Summit on Ports, Shipping and Waterfront

Reform.

8. Kavita, (2000), Transformation in the Fishing Industry in the New South Africa, Southern

Africa Environmental Project.

9. Naude, (1999), Trade in Transport Services: South Africa and the general Agreement on

Trade in Services, Draft Report submitted to the Trade and Industrial Policy Secretariat.


________________________________________________ Page 48 of 63

10. Portnet, (1999), Divisionalisation Project Charter: Supplement to the Original Project

Charter, discussion document prepared by Letsema Deloitte, Johannesburg.

11. Portnet, (1999), Divisionalisation Corporate Governance Recommendations, discussion

document prepared by Letsema Deloitte, Johannesburg.

12. Reza Daniels, (2000), Poverty Alleviation and the prospects for Micro-Enterprise

Development: Lessons from the Subsistence Fishing Industry. Development Policy

Research Unit (DPRU).

13. Skills Development Act No. 97 of 1998, Government Printer. Pretoria.

14. Skills Development Levy Payers Act No. 9 of 1999, Government Printer. Pretoria.

15. The Transport Sector Education and Training Authority, (2001). Sector Skills Plan

2000/2001 (www.teta26.co.za/documents/ssp/TETA_SSP2000.zip)

16. Trevor Jones, (2000), The Port Of Durban: Port Management And The Interface

Between The Public And Private Sectors, paper delivered at the Maritime Africa 2000

Conference, Durban

17. UNCTAD, (1998), Guidelines for Port Authorities and Governments on the Privatisation

of Port Facilities, Geneva.

18. UNCTAD, (2000), Review of Maritime Transport 2000, Geneva, United Nations

19. World Bank, (2001), Port Reform Toolkit: Module Two - The Evolution of Ports in a

Competitive World, Washington.

20. World Bank, (2000), World Bank Port Reform Tool Kit: Module 3 - Alternative Port

management Structures and Ownership Models, World Bank Transport Division,

Washington D.C.

21. World Bank, (1994), World Development Report: Infrastructure for Development, Oxford

University Press, New York.


________________________________________________ Page 49 of 63

Annexure A: Project Brief Maritime Chamber

ABET and SMME Skills Development Project Brief for the Fishing Sector _________________________________________________________________________ Background In order to address the challenges of participating in the global economy, the imperative to

increase skills that will improve productivity and the competitiveness of the economy, the

government has introduced new legislation that provides the foundation for skills

development in the country. The Skills Development Act and Skills Development Levies Act

were introduced in 1998 and 1999 respectively.

This legislation provides the framework for the creation of the institutions, programmes and

funding policies aimed at increasing investment in skills development. Sector Education and

Training Authorities (SETAs) constitute an integral part of the new institutional architecture

designed to contribute to the improvement of skills through achieving a more favourable

balance between the demand and supply of skills in South Africa.

The Maritime Chamber forms part of the Transport Sector Education and Training Authority

(TETA) consists of industries relating to both the marine and fishing industries as well as

formal and informal sectors. The goal of the Maritime Chamber is to promote, co-ordinate

and control the quality of the delivery of lifelong learning in the industry.

In terms of the Maritime Chamber Business Plan for the financial year 2000/2001, the


Medium and Micro Enterprise (SMME) skills development training projects. Small Scale

Operators and fishers in the fisheries have been identified as the beneficiaries of these

training interventions.

The Maritime Chamber has decided to implement these projects in partnership with a

suitably qualified organisation. A brief description of the project requirements are outlined

below:


________________________________________________ Page 50 of 63

1. Project Goal The goal of the project is to empower the small-scale fishing operators and fishers in the

fishing community to productively participate in the mainstream fishing industry through the

provision of ABET and SMME skills development training.

2. Project Objectives To promote functional literacy and numeracy in the industry;

To promote business skills development in the industry among small- scale fishing

operators and fishers;

To promote basic maritime and life skills competencies as well as an understanding of

skills development, labour and fishing legislation.

To stimulate the development of training infrastructure aimed at supplying training to

small-scale fishing operators and fishers; and

To stimulate the demand for training among small-scale fishing operators and fishers.

3. Project Outcomes

500 learners who have achieved credits towards ABET (NQF level should be determined

on a needs basis) in three different regions by the end of 2003.

200 small -scale fishing operators and fishers who have achieved basic business

management, basic maritime and life skills competencies.

The development of the institutional infrastructure for the provision of training to small-

scale fishing operators and fishers

4. Project Target Group The beneficiary target market for the purposes of providing ABET and SMME skill

development training interventions are small-scale fishing operators and fishers (both formal

and informal) from previously disadvantaged communities.

5. Type of Training Activities The training intervention should focus on the development of the following competencies:

Basic maritime competency including (but not exclusive to):

⇒ Pre-sea induction

⇒ Health and safety (health, safety and security rules and regulations of SAMSA and

the Department of Environment and Tourism)


________________________________________________ Page 51 of 63

⇒ Survival techniques

⇒ Fire fighting ⇒ Efficient deck rating and efficient engine room rating

Life skills (but not exclusive to):

⇒ Human rights

⇒ Communication skills

⇒ Conflict resolution skills

⇒ Stress management

⇒ Time management

Adult basic education and training

Basic introductory legislation that may include

⇒ Labour relations act

⇒ Basic conditions of employment act

⇒ Skills development act

Basic fishing legislation which may include the following:

⇒ The new regulatory environment

⇒ Criteria and application for fishing rights

Industry specific information

⇒ Fishing techniques

⇒ Product quality (handling and processing)

Alternative economic activities

Sustainable resource management and harvesting techniques

Business development and organisational competencies

6. Key Project Tasks 6.1. The Service Provider

The Service Provider will be required to develop a project proposal for the facilitation and

provision of ABET and SMME Skills Development training interventions.

The Service Provider will be required to manage and implement the ABET and SMME

skills development project on behalf of the Maritime Chamber.

The Service Provider will be required to develop partnerships with Training Providers to

provide training that is outside the capacity of the Service Provider.


________________________________________________ Page 52 of 63

The Service Provider will be required to establish partnerships with the private sector for

the provision of industry related information.

6.2. The Maritime Chamber The Maritime Chamber will provide guidance and information on the development of the

project proposal for the implementation of the Project.

The Maritime Chamber will be responsible for the overall management of the Project.

The Maritime Chamber will provide funding and technical support to the Service Provider

for the implementation of the Project.

7. Project Implementation Methodology The project implementation methodology will be based on the development of partnerships.

On the one hand Maritime Chamber will seek to develop a partnership with the Service

provider to implement the project. On the other hand, the Service Provider will be expected

to develop partnerships with the beneficiary community, other training provider and the

private sector.

8. Project Reporting General reporting will be to Mrs Jackie Stemmers of the Maritime Chamber. Project specific

reporting will be finalised in the contract between the Chamber of the Service Provider.

9. Time Frame The Project will be implemented over a period of one year. Key milestone dates are as

follows:

30th November 2001: Submission of a detailed Project Proposal

15 December 2001: Contracting with the appropriate service provider

15 January 2002: Commence implementation

15 December 2002: Project Completion

10. Service Provider Qualifications: Should be based locally within a fishing community;

Should have strong community representation on its organisational structure and have

strong community support;

Should be a Training Provider;


________________________________________________ Page 53 of 63

Should have sound management, governance, administration and financial systems in

place;

Should have a sound understanding of the new Skills Development Framework

An understanding of the fishing industry will be beneficial;

Must have a record of developing and working within partnerships;

11. General For any further information, contact Mrs Jacky Stemmers:

Tel: Fax: Email:


________________________________________________ Page 54 of 63

Annexure B: Key Informant Interview Guide

Maritime Chamber of the Transport Sector Education and Training Authority

1.5. Interview Guide for Key informant Interviews

1. What has been the major changes (trends) that have taken place in the industry over the

past 10 years with particular reference to the following:

1.1. Globalisation and liberalisation

1.2. Introduction of new technologies

1.3. Market structure of the industry

1.4. Any major changes in regulatory environment

1.5. Major changes that have taken place at company level

2. How have these changes impacted on the industry?

3. Can you discuss three areas in which the industry is doing well and contributes to its

competitiveness

4. Can you discuss three areas in which the industry needs to improve if it wants to remain

competitive or wants to improve competitiveness. What are the areas in which the

industry needs to improve

5. What are three major challenges facing the industry over the next five to ten years

6. What should be the strategic priorities for the industry over the next five to ten years


________________________________________________ Page 55 of 63

7. To achieve these priorities what will the industry have to do

8. What are the competencies that will be required to achieve these priorities

9. What are the implications for skills development in the industry

10. How do you see SMMEs making a contribution to the competitiveness of the industry

11. To make this contribution, what are the competencies that will have to be developed

12. Functional literacy levels in the industry – is there a particular need to invest resources

in ABET

13. What role should the Maritime Chamber play in facilitating addressing the strategic

priorities of the industry


________________________________________________ Page 56 of 63

Annexure C: Workshop Invitation Dear ______________ Re: Training Needs Analysis in Respect of ABET and SMME Development

The Maritime Chamber of the Transport Sector Education and Training Authority has

commissioned ITSD Consulting to conduct a Strategic Training Needs Analysis of the

Maritime Sector with specific reference to ABET and SMME development. This process will

provide the industry with valuable information that will assist the Chamber with the

identification of focus areas, within education, training and development.

In light of the above you are cordially invited to participate in a workshop to be held on the

13th September 2001 at the following venue and times:

Toyota SA Boardroom TIME: 09h00 - 16h00 WJM House, Ground Floor Glen Roy, Pinelands

The workshop will be geared towards identifying the strategic issues that will impact on the

growth and development of the sector generally and the ABET and SMME education and

training development of the sector in particular.

Your contribution is highly valued.

Please confirm your attendance by completing the following and refax or email to:

Mark Burke at ITSD Consulting Fax: (011) 673 4076 Or Email: [email protected]

I ………………………………………...(Name of Skills Development Facilitator), will be

attending the above-mentioned workshop.

Yours Sincerely

Mark Burke


________________________________________________ Page 57 of 63

Annexure D: Workshop Agenda

Agenda Registration 08h45 – 09h00 Welcome, Objectives, Expectations 09h00 – 10h00

Tea 10h00 – 10h15 The Maritime Transport Industry 10h15 – 12h00 Industry Profile Main Components Change Drivers Vision for the Future

Lunch 12h00 – 12h45 Skills Development Priotities in the Industry 13h00 – 15h45 ABET SMME Skills Development Training

Tea 15h45 – 16h00 Closure 16h00 – 16h30


________________________________________________ Page 58 of 63

Annexure E: Workshop Participants No Name and Surname Organisation Telephone Fax Email

Skills Development Facilitators Workshop: 13/09/01 1. Mr Keith Smith Sea Harvest (022) 701 4115 [email protected] 2. Ms Betsy Ings Siaybola Training

Academy (041) 585 92 75 (041) 585 8605 [email protected]

3. Ms Temps Mthembu National Port Authority (041) 507 1950 (0722) 435 945 [email protected] 4. Nasser Yaghya Houtbay Fishing (021) 409 6180 (021) 421 7665 [email protected] 5. Mr Willie Coetsee Port Academy (082 562 4640 (031) 361 6366 [email protected] 6. Mr De Waal Viljoen DeWell 083 625 2477 (031) 572 4544 [email protected] 7. Mr William Villet Viking Fishing (021) 419 4140 (021) 419 6731 [email protected] 8. Ms Kuki Tusi Natal Sharks Board (021) 522 0409 (031) 566 0499 [email protected] 9. Mr Mani Roodt SAMSA (012) 342 2049 (012) 342 3061 [email protected]

ETD Workgroup Workshop: 11/09/01 10. Mr Thulani Dlamini SAMSA 082 499 8156 11. Ms Terri Fritchley Portnet (031) 361 6344 12. Ms Jackie Stemmers Maritime Chamber (021) 531 3063 13. Mr Keith Smith Sea Harvest (022) 710 4155 14. Mr Raol Luyt Scofish (021) 421 2208 15. Mr Ron Fabel Maritime Chamber (021) 531 3063 16. Ms Deanna Collins Safmarine/ Maersk (021) 408 6444 17. Ms Althea Banda-Hansman Safmarine/ Maersk (021) 408 6444

Organised Labour Workshop: 12/09/01 18. MrTrevor Roberts NOCFAWU (021) 374 7304 (021 374 7304 19. Mr Zungu Sprite SATAWU 082 773 6367 (031) 909 1087 [email protected] 20. Mr Curvin November SACCAWAU 083 968 5954 (021) 932 8347


________________________________________________ Page 59 of 63

21. Mr Wyndham Evans UTATU 082 462 1057 (031) 361 8905 22. Mr Willie Goosen WIMU 082 651 75 47 (022) 703 4908 [email protected] 23. Mr J Sifuba SATAWU 083 578 1618 (021) 449 2425 24. Mr C Augustus SATAWU 082 773 6366 (021) 462 1299 [email protected]

Mossel Bay Workshop Participants (Small-scale operators and fishers): 12/09/01 25. Mr Gert Christie:

Trawler and Line Fisherman's Union

(044) 693 4847 / 083 984 7884

26. Mr Linden Baker: C.P. Fishing (072) 216 6395 27. Mr Jerome van Aswegen Community Worker 28. H. Kleinsmith Skipper 29. Mr H. Brown: Community Worker 30. Mr Richard. F. Africa: Sea Vuna Fishing (044) 695 0340 31. Ms Y.Z. Pick: Sea Vuna Fishing (044) 695 0340 32. Ms R. Bruiners: Sea Vuna Fishing (044) 695 0340 33. Mr R. Oelf: Capital Alliance 34. Mr Damon van Heerden: Capital Alliance 35. Mr Franklin Prins: Inkava Fishing 36. Mr Samuel Kleinsmit: Mandla Fishing 083 745 7300

Saldanha Bay Workshop Participants (Small-scale operators and fishers): 14/09/01 37. Mr Mario Joshua: Paternoster Klein

Vissers 083 716 4102

38. Mr Victor Duiker: Paternoster Klein Vissers

083 975 7229

39. Mr J. Barends: Saldanha SD. (022) 714 3887 40. Mr D. Samuels: Saldanha Trust 072 210 0918 41. Mr J. Raymond: Saldanha 083 959 8913 42. Mr M. Don: Daily Saving

Saldanha (022) 714 1442

43. Ms Rosina Snyders: ANC Chairperson (022) 714 4366


________________________________________________ Page 60 of 63

Saldanha 44. Mr G. Vraagom: Housewife (022) 714 1897 45. Ms Anneke Myburg Food and Allied

Workers Union (West Coast)

(022) 714 1616


________________________________________________ Page 62 of 63

Annexure F: List of Key Informant Interviews Key Informant Interviews: Mr Ron Fable Executive Officer: Maritime Chamber Date: 06/09/01 Ms Zino Sishuta Deputy Director: Communications Department of Marine and Coastal Management Date: 06/09/01 Dr Boyd Director: Subsistence Fisheries Management Department of Marine and Coastal Management Date: 06/09/01 Ms Teri Fritchley Manager: Education and Training Portnet 12/09/01 Prof Trevor Jones Transport Economics: University of Natal 12/09/01 Captain Collin Johnson Manager Unicorn Training Centre 13/09/01 Ms Alison Sibbald Mitchell Cotts - Maritime / Correspondence College of The Institute of Charted Shipbrokers, U.K. 13/09/01 Mosselbay (Small-scale fishing operators, fishers and community structures)

Name Organisation Telephone Number

Lyndon Baker D' Almeida Civic Organisation 072 216 6395

Llewellyn Dixon D' Almeida Civic Organisation

Walter Titus D' Almeida Civic Organisation

Hester Sampson D' Almeida Civic Organisation


________________________________________________ Page 63 of 63

Samuel October D' Almeida Civic Organisation

Derrick Hendricks (Treasurer of the Trust)

Indigenous Fisheries Fishing Trust

Andre Josius (Small Boat Owner)

Small Boat Owner

Henry van Brandon (Legal Consultant)

Legal Consultant

Gert Christie Trawler and Line Fisherman Union (044) 691 1293

Saldanha Bay (Small-scale fishing operators, fishers and community structures) Name Organisation Telephone Number Mr D. Bailey Klein Begin Visserye

(022) 783 0233

Neil Ackers

Weskus Werkers Unie (022) 714 2027

Trudy Marais

West Coast Business Development Centre

(022) 714 1731

Naomi Cloete Paternoster Kleinvissers Organisation

(0220 752 2035

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