1. Seafaring careers: Raising the profile -How to deal with the current undersupply of skilled seafarers Director General Jørgen Hammer Hansen Danish Maritime Authority

2. The Danish Maritime Cluster - an agenda for growth (2006) 7 focus areas 1.Better education and greater flow of skilled labour into the Danish maritime cluster 2.Research, development and innovation in the Danish maritime cluster 3.Taxation and development financing 4.Reduced administrative burdens and fewer Danish national requirements 5.Promotion of Danish influence and market access 6.Enhanced focus on quality shipping 7.An efficient, service-oriented and modern administration

3. The Danish Maritime Cluster - an agenda for growth (2006) 7 focus areas 1.Better education and greater flow of skilled labour into the Danish maritime cluster 2.Research, development and innovation in the Danish maritime cluster 3.Taxation and development financing 4.Reduced administrative burdens and fewer Danish national requirements 5.Promotion of Danish influence and market access 6.Enhanced focus on quality shipping 7.An efficient, service-oriented and modern administration Tax - Attractive and stable tax regime and commercial framework Technology - Growth is dependent on research, development and innovation Talent - Recruitment and training decisive for increased growth

4. HR Flow Shipping co. Ports Pilots Training inst. Maritime Adm. Production Services etc. Seafaring

5. The global challenge - Demand or supply problem? Shipowners: Supply problem (lack of certified officers) Developed economies: Supply and demand problem (young people reluctant to go to sea – a significant part of shipowners don’t demand cadets and trainees) Developing economies: Demand problem (a significant part of shipowners don’t demand cadets and trainees)

6. The traditional shipping company Owner Commercial management Technical management Crewing

7. Yard Commercial management Owner Technical management Crewing Outsourcing Where is the shipping company? - and what is the nationality? The virtual shipowner – a world of outsourcing Who will handle strategic planning of human ressources? Who will train cadets?

8. International shipping – trade largely without homeland The virtual shipping company has no homeland! Catch 22 - No one feels responsible for recruiting and training cadets and trainees

9. The global challenge – the way forward Shipowners’ clear and visible demand for cadets and trainees for a career in their companies Image of shipping - Companies, that young people can trust with their career Attractive career paths –Sea/shore combinations –Academic accreditation

10. Maritime competences - The Danish approach Better training and education of seafarers to meet industry requirements Tonnage tax agreement 2007 – shipowners to provide sea service trainee positions for 200 cadets and 75-100 trainees for GP ratings Project office (single point of contact) to assist trainees (GP) during their sea service to reduce dropouts Danish shipowners strengthen campaign to recruit maritime cadets and other young people to seek a career in ”the Blue Denmark”

11. Thank you for your attention www.dma.dk