1. International Maritime Conference 2018
Martin Dorsman
Tallinn, 27 September 2018

2. About ECSA
Representing 21 national shipowners’ associations of the EU countries and Norway
Founded in 1965
Promotes and protects the interests of European shipping
European Social Dialogue partner since 1999 – counterpart of the European Transport Workers’ Federation, ETF
Brussels Secretariat – 9 employees

3. ECSA’s vision
Europe to be the best place in the world to run a successful and sustainable shipping business, thereby strengthening the European economy and its global role

4. Trends shaping the shipping agenda
Globalisation and macro economic shift towards Asia
Tighter environmental legislation
Transformation from fossil fuel to green energy
Requirement for societal contribution and the 17 United Nations SDG
Digitalisation
New Business Models
Increase automation and autonomy
Transparency
Change in global trade frameworks, positive and negative
Change from traditional European ship finance to global capital market based financial tools

5. Strategic issues

6. Strategic issues

7. Summary of presentation
Global role of EU shipping
Current EU policy
Priorities European shipowners
Next steps

8. 1. Global role of EU shipping

9. Global role EU shipping
Employment
640,000 people employed – 516,000 sea based jobs and 124,000 land based jobs
Sea based jobs
->40% are EU/EEA nationals ( )
->60% non EU/EEA nationals ( )
Productivity per worker
GDP €89,000 - EU all sectors’ average is €56,000

10. 2. European shipping policy: Council conclusions June 2017

11. European policy
Council conclusions June 2017 on "Priorities for the EU's maritime transport policy until 2020”
REAFFIRM the added value of the Community Guidelines for State aid to maritime transport, and the need for a stable taxation framework in line with those guidelines, to maintain a global level playing field for EU shipping, further enhance the quality and attractiveness of flags of EU Member States, and create the conditions in which shipping can effectively contribute to the EU economy
UNDERLINE that, in order to develop a world leading maritime transport industry in Europe, it is essential to provide stable, predictable and competitive framework conditions based on high international standards for safety, security, environment and social conditions;

12. European policy
EMPHASISE the need to make the EU maritime transport sector attractive to future generations to avoid the European maritime cluster encountering a shortage of competent staff with the right mix of skills and competencies
RECOGNISE in particular, the benefits of employing more women in the transport sector and STRESS the need to increase the participation of women in the maritime transport sector
URGE the social partners to identify and develop common initiatives and attractive social conditions to promote European seafarer employment and enhance the attractiveness of the sector, e.g. by facilitating the use of modern communication means, including Internet access on board;

13. 3. Priorities European shipowners

14. 16+1 proposals European leadership for a global business
A ‘Short Sea 2.0’ policy to enable true MoS
Shipping as a sustainable transport solution
Life-long careers in shipping, at sea and on land
A checklist for better and smarter shipping regulation

15. Competitiveness shipping centres

16. What can EU learn from the best?
What makes the best?
What can EU learn from the best?
What initiatives do we need to become the best?
Define EU scope for EU policy in the maritime industry, on basis of Community Guidelines for State air to maritime transport.
Qualifying benchmark findings and EU comparison (interviewing national authorities)
Define benchmark model
Operationalise input and output parameters in model
Map current EU business regime, on parameters included in benchmark model
Facilitate the development of generic policy recommendations
Activities
Compare performance of shipping centre
Conduct interviews with authorities, cluster organisations and experts
Apply insights from flag- state performance to EU- level policy context
Qualify and report policy recommendations
Successful mix of policy measures in the competitive shipping centres and their effectiveness
EU policy gaps compared to international centres and key competitiveness factors
Policy recommendations to support framework conditions and the strengthening of maritime hubs
Output
Performance and strategy of international shipping centres
Comparison with current EU business regime for shipping 1 2
Policy recommendations 3
Phase
© Monitor Deloitte 2017

17. Key recommendations Monitor Deloitte study
Formulate a comprehensive and globally oriented shipping and maritime policy in the EU
Improve legal clarity around the application of the State Aid Guidelines
Assess and ease the flag link eligibility criteria for entering the tonnage tax regime
Avoid deviating from or going beyond IMO/ILO conventions in EU and Member State regulation

18. Identify all short sea barriers

19. Single EU market for shipping

20. PREVIOUS REPORTING STRUCTURE CUMBERSOME FOR SHIP’S CREW AND NATIONAL AUTHORITIES
Previous Set-up
Individual shipping companies
“Paper based” reporting templates
National maritime authorities
“Paper based” systems between national authorities and shipping company
Submission via s, fax or use of ship agents
Easy to “re-use” templates/ information per voyage
Challenges
Risk of errors and duplications in documentation
Less transparency
Time consuming from a national authority point of view

21. THE INTENDED REPORTING WAS GOING TO MAKE LIFE EASIER FOR BOTH SHIPPING COMPANIES AND NATIONAL MARITIME AUTHORIES…
Intended reporting structure
Intended set-up
Individual shipping companies
One electronic touch point reporting
National maritime authorities
Simplify and harmonize the admin burden when reporting “Go digital”
Clear definition on intended set-up – however, the countries were responsible for developing their own systems
Benefits (in theory)
One single, simple reporting set-up for the shipping company and authorities
Further transparency and easy sharing of data across national authorities

22. …HOWEVER, IT ENDED UP BEING A NON-COORDINATED APPROACH LEAVING THE SHIPPING COMPANIES WITH ADDITIONAL REPORTING
Actual reporting structure
Actual set-up
Individual shipping companies
Multiple touch point reporting
National maritime authorities
Member states have developed their own systems – no coordination from the industry’s point of view
Shipping companies to report to multiple national systems
Cumbersome online reporting
Shipping companies to enter all information per voyage – no easy duplication of data
Challenges
High IT cost (EDI/infrastructure set-up for shipping companies)
Online reporting is difficult for vessels due to little upload speed (satellite)
Upload issues due to server capacity
Unclear roll out – differs from country to country

23. Sustainability and innovation

24. Overview key environmental regulations/topics
IMO April 2018: -50% CO2 emissions in 2050 compared to 2008 and ultimately full decarbonisation
IMO and EU: short term measures before 2023
Global sulphur cap 0.5% 2020
NOx Tier III 2021 newbuilds North Sea and Baltic
Black carbon
Underwater sound

25. Promotion of profession of seafarer

26. Profession of seafarer
1. Social sector dialogue
2. Proposal ECSA and ETF maritime key statistics
3. EU funding for research project ECSA and ETF skills for the future – SkillSea
4. Women in transport and shipping
5. Lobby on EU proposals new or changed regulation – visas, recognition of non EU seafarers

27. 4. Next steps

28. ECSA’s next steps Current EU shipping strategy expires in 2018
Preparing for the next mandate of the EP and Commission
Global dimension is crucial
Ambitions internal market in peril (single window)
Industry can lead drive for new strategy
Broad coalition of stakeholders
And we also have Brexit, trade wars, protectionism, sanctions, migrants etc. to deal with……..

29. Martin Dorsman – Secretary General European Community Shipowners’ Associations (ECSA) Rue Ducale, Hertogsstraat 67/2 Brussels – –