Tag to make the posts appear under the “Educating the Sector” section of the blog.

The War for Talent

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When I was younger, the search for employees was very different. Companies created preferred “job profiles,” which would remain unchanged for large periods of time. People would send in their job profiles and hope that they would be accepted for the advertised posts. Those with a university degree (any degree – as frequently the specialisation didn’t necessarily need to be directly linked to the job) were always held in higher esteem. The burden to fill the positions was carried by the unemployed.

We live in a different world now. Workers’ expectations for their professional careers and who they work for have changed. The pandemic has hastened a trend that was already gaining speed in the late ‘10s – of preferred workplace environments, possibilities for employee development and growth, and a work-life balance. On top of that, the rapidly changing nature of work fuelled by technological innovations and environmental ambitions has made job posts flexible, if not obsolete, flexible. This is true when we look at any industry, but when we look at the transport and logistics sector in particular.

The fight for talent

Attracting, identifying, and retaining talent is becoming one of the strategic issues for organisations in the post-Covid world. This is one of the exciting topics currently surrounding Port Logistics Communities (PLCs). Many of the members of these communities depend on each other, and thus the search for solutions and the effectiveness of any joint actions in this field is achieved through common work between different operators. Such inter-cooperation creates a working chain in which the weakest link represents the strength of the entire system. In practice this means that every person should do things to the best of their abilities to ensure overall success.

Until recently, a significant part of operator selection has been done traditionally through general testing and assessment of services. This approach is not ideal to effectively assess increasingly unpredictable or less repetitive operations, which require very short preparation and execution times, and where the margin for failure is small. Moreover, in today’s ever-connected world, it is necessary to rely on the quality of services provided by other participants in the operational chain, which makes individual evaluations complex. Increasingly, relationships must be based on a thorough knowledge of the way our suppliers operate, who then become collaborators and managers of different parts of the operations. Therefore, all of us must be concerned about the entire human element that makes up this team.

The quality of the Port Logistics Community is fundamental for its proper development.

The Port of Barcelona and the Training and Employment Group: a three-sided coin

The Training and Employment group of the Port of Barcelona’s Governing Council tries to help companies in the sector find and maintain the resources they need to adequately fill current and future vacancies. The companies in the port logistics sector are facing a new reality on a day-to-day basis: innovation has become the new fuel for companies, both due to the number of start-ups that pop up and because of the need for large companies to continuously reinvent themselves. This means that what until now was seen as a two-sided coin represented by training on one side and employment on the other, has now morphed into something new; with an third characteristic: innovation. This poses new educational challenges and calls for new training needs – for teachers and students – and new jobs.

To help respond to this situation, a programme made up of several sub-programmes was set up in Barcelona. Incorporating a 360º programme, the idea was to cover all levels of the ecosystem. This system has been called “Vine al Port” in Catalan (or “Come to the Port” in English). It encapsulates various sub-programmes that are aimed at specific audiences: “Descubreix el Port” (Discover the Port), “Aprenem Junts” (Learning together), “Format al Port” (Training in the Port), “Port Talent” (Port Talent) and “Benvingut al Port” (Welcome to the Port).

The goal of this innovative system is to help the Barcelona port community come out strong in the war for Talent by tackling the issues at the fore – identifying what are the training needs that the companies lack, creating training programmes that fill the educational gaps that may exist, helping young students understand the professions of the port community (and what the jobs themselves look like through experiential courses and internships), and then finally filling any existing (or new) positions with the best prepared new workers.

Conclusion

The Escola and the Port of Barcelona have now embarked on this journey to continuously improve the Port Logitics Community. The port must reflect and represent the entire port-logistics community, publicising how its companies treat their staff and how they embody their fundamental values and responsibilities. Doing so will facilitate the community’s public image and therewith help with the war for Talent.

Companies must focus on tangible benefits in the form of good remuneration, mutual health insurance, pension funds, training, promotion, location, etc. It is also important to establish an emotional connection based on initiatives linked to environmental issues, social work or volunteering. In this respect, the PLC can carry out actions that complement what individual companies do with activities such as the food bank or the “Solidarity Container”.

 And finally, a sense of belonging must be fostered so that the people who work in the PLC feel that they are working on a common project with a scope that goes beyond what each one of them could achieve. It is important that this is known, understood and shared. The Port Community should be built together, with the collaboration of all partners involved.

In the new year we will be focusing more on our involvement in this Talent War. Keep an eye out for more news from us which will explain, with great detail, what “Coming to the Port” means and how you, or your colleagues or friends, can get involved to help our Barcelona port thrive.

I wish all of you a fantastic holiday season! 2022 has been, for lack of a more elaborate word, fascinating! The Escola has grown – through our port community, our projects and our initiatives. I am very exited to continue sharing with you our work in the new year.

Bon Nadal I Pròsper Any Nou

 

Written by Eduard Rodés, Director of the Escola EuropeaEduard Rodés

President of the Training and Employment Working Group
Of the Governing Council of the Port Community of Barcelona
Director of the Escola Europea – Intermodal Transport
Barcelona 12 December 2022

The Little Prince

Let’s learn together

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On the 15th anniversary of the Escola Europea…

The Little Prince

-“Farewell,” said the little prince sadly.

-“Farewell,” said the fox. “Here is my secret:

Only with the heart can one see well; the most important is invisible to the eyes”.

-“Only with the heart… What is most important is invisible to the eyes….”

– repeated the little prince to remind himself.

-“What makes your rose important is the time you have devoted to it.”

-“It is the time I have devoted to it…” repeated the little prince in order to remember it.

-“Men have forgotten this great truth,” said the fox. “You must not forget it! You are responsible, forever, for what you have cared for. You are responsible for your rose…..”

-“I am responsible for my rose!” -repeated the little prince to remind himself of it.

The Little Prince – Antoine de Saint-Exupéry

Eduard Rodés - Director of the Escola Europea Intermodal Transport

Written by: Eduard Rodés, director of the Escola Europea – Intermodal Transport

“We learn together” is a declaration of principles and an arrow into the heart of someone who has dedicated a large part of their professional life to education and training.  In 2017, the BBVA bank, in collaboration with the Spanish newspaper El País, launched the educational project “Let’s learn together”, which aimed to pave the way for a better life, and which materialised in a series of easily accessible videos on the internet featuring interviews, stories and workshops with the participation of well-known people in the field of education, teachers, intellectuals and a long etcetera. It was a marvel that I recommend without reservation. In one of them, Nuccio Ordine, a professor at the University of Calabria and writer, takes part. In a brilliant talk, he quotes several times from The Little Prince to refer to the relationship between people and the cultivation of these relationships. In doing so, he refers to the passage of the encounter between the little prince and the desert fox. I wanted to begin this article by taking the last part of the encounter in which beautiful things happen. The first thing is that it tells us is that what is most important is invisible to our eyes. We already knew that, but we need to be reminded of it often so as not to forget it.  Secondly, that what is important is what we have dedicated our time to, the scarcest and most precious resource we have.  And that when we have established an emotional bond with the other, we are also responsible for it.

Think for a moment that the rose is our Port Community. With it, with its members, we can have a distant and indefinite relationship. Or, alternatively, a close relationship with strong ties in which we recognise and need each other. One in which we collaborate and help each other, without ceasing to compete in what we must compete in. To get to know each other we have to spend time with each other in reciprocity, including education.

To build this relationship we need time, rituals, symbols, and values to share and to recognise each other. I hardly ever talk about time because it is generally interpreted from the point of view of the priority that we give to things. In other words, we have time for what interests us, and we prioritise it as such. Rituals, on the other hand are more subtle. They are articulated by joint activities that are carried out. Here I would highlight the Port Community Governing Council. The working groups that have sprouted over the years play a fundamental role. One of the most effective, in my opinion, groups is the Telematic Forum, to which I belonged for many years, and which plays a fundamental coordinating role in the smooth running of the sector’s operations. In recent years, I have promoted what is now the Occupation and Training Working Group, in which the main actors of a Port Logistics Community participate and are represented together with representatives from the world of employment and education – members who have never before maintained a direct and continuous link with the port. This benefits everyone. It is a clear example of the PPP (public private partnership) that has characterised the way many of the western port communities have operated in terms of port development investments for decades. And it is through these groups that we can say that we learn together.

I have long maintained that these relationships produce synapses and shape a collective intelligence that enriches us and makes us stronger. The Port of Barcelona‘s Strategic Plan identifies competition between gateway logistics chains as the fundamental factor for the future. In my opinion, this involves competition between logistics-port communities, which must be capable of creating solutions that adapt to the needs of each moment, through a dynamic disappearance process, and altered to the evolutionary needs of the market. This is something that John Gattorna defined as living supply chains. These communities must increasingly become so, also from an international point of view. Our trade missions must serve to promote real cooperation between operators in each port. This will certainly involve setting up systems that allow for permanent and sustained contact over time.  The recent cooperation agreement between the Port of Barcelona and the Port of Busan in South Korea serves as a good example of the start of a network with such characteristics.

In 2022 an event took place that I believe will mark a turning point in relations in the world of education and that will become a symbol in time. With the start of a new academic year it was announced that, after the summer, a public high school will be set up in the port. It will offer a higher degree in logistics, transport and international trade. It will extend the training to cover everything from initial training to occupational training. My idea for this institute in the port is that companies should be involved from the beginning. The training should be dual, and students should do part of their training inside the companies. It will also be essentials for the teachers to be able to make short visits to the companies to meet the people who manage them and to discover their day-to-day operations first-hand. Moreover, the professionals from these companies should also be occasional teachers at the high school. This would allow the students to gain knowledge directly from the sources of the information.

Ideally I would also like for it to be a great centre of education that defends values. That we would all be able to learn and educate together, with shared responsibilities and commitment. At the Escola we have always said that we provide education and values that identify with creativity, innovation, dialogue, self-determination, work, commitment to people and the environment, and knowledge. We hope that we can help everyone share such goals’ and that the effort will make us stand out for having tried to do things well.

“My flower perfumed my planet …

I couldn’t understand anything then! I should have judged her by her actions and not by her words. She perfumed and illuminated my life! I shouldn’t have run away! I didn’t know how to recognise the tenderness behind her poor astuteness! Flowers are so contradictory! And… I was too young to know how to love her”.

The Little Prince – Antoine de Saint-Exupéry

 

Learning and moving forward together is the challenge that we must work towards, because together we are strong. Building our Community has to be a priority and that means dedicating time and effort to it. We need to be aware of its contradictions and shortcomings, and appreciate what it does for us. Even if we may find it hard to recognise and sometimes only become aware when we go out to other ports in the world. We have a treasure that we must nurture in order to continue learning together.

Education, a passport to innovation and success

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Anwar Zibaoui

Written by: Anwar Zibaoui

While unemployment continues to follow an upward curve, a large majority of companies complain of talent shortages, and of having difficulty finding candidates with the right set of skills.

The education systems of many Mediterranean countries are producing many graduates with skills that do not match those demanded by businesses and which are needed in a competitive labour market. We are talking about a generation of graduates without adequate training and skills to contribute productively to the modern-day economy.

To solve this pressing issue, governments, businesses and the education world must join forces to align skills with needs. Businesses can play an important role in the job creation process by properly tapping into their own ecosystems. The academic sector needs to adopt a more practical approach and develop appropriate training programmes, focusing on immediate priorities while driving long-term systematic reforms. Governments also need to change the framework: from a position of command and control to one of communication and convening. A new paradigm is needed and only by working together in a multi-partnership can we hope to achieve meaningful results.

Education is a powerful force that can accelerate economic growth, improve income distribution, facilitate social mobility, and reduce poverty: something that should be high on the political agenda.

The Mediterranean must prepare itself to handle the global battles of innovation, knowledge and sustainability. In the region, the most immediate economic challenge is not diversification, or new tax regimes, but namely the creation of enough productive and sustainable jobs for its youth. At the same time, there is the challenge of equipping ourselves with the mix of talents and skills that will make us more competitive in the digital revolution and the Industry 4.0.

Change is a pre-determined state; we must learn to prepare for it, and we are facing unprecedented changes, some of which bring with them threats of a global magnitude and on scales that can be measured in decades. The scope of the current COVID-19 pandemic, for example, is a wake-up call.

In this context, education becomes an increasingly important resource if change is not to be feared or unexpected, and this raises the question of universal access. The more of the world is well educated, the more likely it is to be able to cope with changes that offer opportunities and challenges.

Schools must provide an education that produces students who take risks without fear of change: innovative, creative, analytical, techno-enthusiastic, ethical and resilient. These are the young future leaders of tomorrow. A good education is as important and vital a provision as having a home, food or healthcare.

Young people are ready to move society and the economy forward, yet without access to quality education and training opportunities, they cannot participate in the 21st century workforce. The passport to winning is to offer them education in the most challenging environments, with the skills and certification they need.

Economic progress is related to training and innovation activities, and there is a correlation between social progress and entrepreneurial activity. Innovation is the path to survival and development, the fuel for constant progress, and the model for the rise of a company or a nation.

The main key to innovation is training. Companies that invest in providing their employees with the right skills are the ones that grow. Governments must do the same, improving skills and encouraging innovation among their employees and in the education system. Governments also need to rebalance spending, as well as invest in the tangible such as  infrastructure, and equally in intangibles such as education, research and development.

Simultaneously, within this framework, universities must bridge the gap between the classroom and businesses through practical programmes that develop the skills for business creation, decision-making and risk management.

Harnessing a country’s human potential means having a long-term strategy to cope with a rapidly changing environment and to ensure that the rights of groups and individuals are respected.

It is necessary to define the characteristics of national or regional policies on human capital management for sustainable development, to articulate the commitments and practices of political and economic actors in the fields of education, training and employment, and to take stock in terms of improvements between what can be done and the prospects to be envisaged.

The events of the last few years on both shores of the Mediterranean are setting the direction that governments must take: boosting lifelong and vocational training and creating jobs capable of playing a role in an open and global world. The challenge is to build together a society of knowledge and innovation based on equal opportunities for men and women.

So, without good instruction there is no order of instruction and without good instruction there is no good training and without good training there will be no economic development. Education and training are the key values for the success of any nation. The opposite condemns a country to remain underdeveloped, even if the country has natural resources or wealth.

 

This article appeared originally in Spanish on the Atalayar website.

Anwar Zibaoui is the General Coordinator of ASCAME and a columnist for various media outlets.

Education is key for a new society

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Eduard Rodés - Director of the Escola Europea Intermodal Transport

Written by: Eduard Rodés, director of the Escola Europea – Intermodal Transport

As I write this, 2021 is coming to an end. Much like 2020, it has been one for the history books. Unlike 2020, however, it has been filled with silver linings. This year, at the Escola, we have successfully expanded our operations in the Italian shores, adapted our training programmes to the digital sphere (in response to the ongoing coronavirus restrictions), and successfully created a virtual port community that allows us to mimic freight forwarding operations in door-to-door supply chains. What does all of this mean, in the greater scheme of things? I have recently written an article, which was originally published on the CETMO website (in Spanish), which considered the implications of the changing nature of our societies on the educational and professional worlds. I thought that, to close the year, it would be good to share this article with you all. I hope that you enjoy it as much as I enjoyed writing it. If you have any thoughts or comments on it, feel free to write to us – this topic (as almost anything these days) is a fluid one and welcomes varying perspectives. 

Season’s Greetings and a Happy New Year to all of you who were, one way or another, influenced or affected by the Escola and our educational offers. 

“Paideía – “education” in Greek – for some becomes the only task worth devoting themselves to in life. The meaning of the word becomes richer and richer, and when Romans like Varron or Cicero needed to translate it into Latin, they chose the term “humanitas”. It became the starting point of European humanism and its later radiations”.

Irene Vallejo – Infinity in a Reed: The Invention of Books in the Ancient World

A new world?

We live at a time when the model of society is evolving at an accelerated pace, leading to a rethinking of many things. We all have a certain awareness that we will have to change the way we understand our society, and that this will involve a transition that will reshape our roles, what we are able to give and what we can expect to receive. We are also aware of the need to continue educating ourselves and our children and future generations about what each of us can and should contribute to society. To understand each other and to move forward, I believe it is necessary for us to specify the points or principles from which to start. In my view, our rights are legitimised when we fulfil our obligations. In order to arrive at education, I believe it is necessary to start from experiences that will predetermine the steps to be taken.

In all the things that are changing, the first element is globalisation, and as everything becomes globalised it seems clear that the United Nations, as a body representing all nations, has an important role to play in this transition. Its role is being debated, and has been debated even more as a result of the previous belligerent US administration on many fronts. In 2017, the United States decided to abandon the Paris Agreement signed by 194 nations in 2015, which aims to keep this century’s global temperature rise to well below 2°C pre-industrial levels, and to make efforts to limit the temperature rise to 1.5°C.

Upon taking office, President Joe Biden decided to return to the pact in January 2021 with the goal of bringing the country back into the Paris Agreement and joining the growing coalition of governments, cities, states, businesses and individuals who are taking ambitious action to address the climate crisis.

It is very important that countries are able to agree on global issues in order to deal with the adverse effects that climate change is currently causing coherently. It is even more important for these efforts help mobilise cities, businesses and individuals.

This strategy must be framed within the programme of the United Nations Sustainable Development Goals for the year 2030, whose, in my opinion, global approach must be highlighted. A basic pillar is that the goals cannot be achieved in isolation and that they must all be achieved to make their success possible. This requires the involvement and commitment of everyone.

A second element is the COVID-19 pandemic. The health crisis has evolved into a global problem in which countries, hand in hand with the United Nations, have had to coordinate and fight together to fence off the attacks of the virus, which by its very nature does not respect borders. Dealing with the pandemic has brought about a radical change in living and working habits. For almost two years, the way we do things and the way we communicate has undergone a major shift. There has been a digital explosion that has substantially transformed many sectors, and these effects will forever change the way we understand relationships and work.

A third element stems from substantial changes in production and supply patterns. It became apparent that large ships can block a vital transit points in international trade, such as the Suez Canal, that there are no containers to meet shippers’ demands, and that freight rates change the basis of the cost structures on which operations were designed. The VUCA (volatile, uncertain, complex and ambiguous) environment takes over and many of the basic paradigms begin to change.

The world has suddenly become too small for us, and we are now in the process of rebuilding a new reality that will doubtlessly be different. In the 5th century BC, Athens, invaded by the Persians, sought self-awareness. In other words, it sought to rebuild a new reality, with what they called Paideia or new culture. The German philologist Werner Jaeger gave it a more precise and evocative meaning in his great work: “Paideia or the formation of Greek man”. For him, Paideia stands for an education provided both by the city and by a formal education that is in harmony with what the city teaches informally. It could be summarised as follows: we can only form (in the sense of conceiving) on the ideas by which we were formed (in the sense of modelling) … and vice versa. Commenting on Plato and Protagoras, Jaeger wrote: “the harmony and rhythm of music must be communicated to the soul so that it, in turn, becomes harmonious and obeys the rhythmic laws.” (Paideia, p.361). This training was called Areté and was given to young Athenians in three areas: physical, mental and spiritual education. As a whole, it would be what we can today call civic education oriented in the light of their virtues and their devotion to public life.

A new education?

In the development of the learning model, in which it is necessary to re-interpret the role of the student and the teacher, it is prudent to consider the characteristics that it should have in terms of its possibility of adapting to the scenarios in which the education is to be carried out. In the course of the last decades there has been an evolution from a type of education called behaviourism to a new one called constructivism.

The conductive (behaviouralist) model is governed by a pre-set programme in which the teacher is the guide and instructor and the pupil is merely the recipient of this knowledge. This model was predominant until the middle of the last century.

From the end of the 20th century onwards, the constructivist model was developed, based mainly on the ideas of the Swiss epistemologist Jean Piaget. In the constructivist model, the protagonist is the learner, who plays an active role and must construct his or her own learning. The teacher in this case is a facilitator who guides and facilitates knowledge.  The very dynamic of the learning process is action-oriented, which favours its application in the business world.

In the case of projective education, learning is based on the creation of projects and the student must develop his or her research potential and put his or her conclusions into practice, using theory as one of the tools for their realisation.

The Escola Europea, since its inception, has been committed to a hybrid model based on constructivism and projectivism through practical experiences with our means (transport equipment and infrastructures) and the use of digital tools. This is attempt to respond to the new reality to be built in which the student is the protagonist of the learning process and in which practice is combined with the development of social skills such as teamwork, conflict resolution, negotiation skills, rhetoric and public speaking. Digitalisation plays a fundamental role, as it allows us to create virtual worlds that mirror physical realities at a negligible cost. The tools that have been developed in recent years mainly for driving vehicles, especially expensive ones (planes, ships, trains, space shuttles, etc.) are now entering the world of business and operations. Information and Communication Technologies (ICT) are becoming fundamental resources for education.

The YEP MED Project, which began in 2020 under the framework of the ENI-CBC MED Programme of the European Union, has entered this new territory through the creation of the portvirtuallab.com platform in which a Logistics-Port Community made up of avatars of the companies that comprise it makes the simulation of operations between the different operators in door-to-door transactions in international trade possible.  The contents have focused on the management of sustainable import and export operations in international trade from the perspective of a freight forwarding company. With this approach, it was necessary to understand the door-to-door operations and the entire logistics chain to be served, its external costs, passing through the ports and their operators: terminals, consignees, port authorities, customs, etc. The result has been surprising for everyone, as it has allowed the parties to reproduce operations that are practically identical to those from the real world, albeit in a virtual business environment. What started as a problem – with the forced implementation of e-learning as a consequence of the closing of all borders – has turned into an opportunity and the start of a new generation of simulation-based educational tools.

This opens up new training perspectives in which students can build their own training by carrying out projects on the import and export of goods, in which they have to collaborate in teams with students from other countries in order to successfully complete their operations – all from the convenience of their computers. The teachers become tutors and accompany them in the work of constructing the proposals and in carrying out the scaffolding to achieve the success of the projects to be carried out by each team. This teamwork, which corresponds to the current reality of companies, is a fundamental part of the learning process.

New professional profiles?

Education must respond to the challenges that societies face. Digitalisation, sustainability, English, the circular economy, blue skills… We have had a sabbatical year (actually six months) so to speak – one that made us rethink an important part of the educational strategies and forced us to take a major leap forward. As the young people in Spain would say, we have skipped four screens – by-passed many steps accelerated further by the challenging circumstances of the past two years.

All these elements, which were already important, have become critical for all companies in the sector. Digitalisation became a major element in the design of solutions. The internationalisation of the economy has become a fundamental element of progress in our economy for the well-being of our region. The environment is becoming a critical and discriminating element in terms of the viability of operations, becoming a fundamental part of the configuration of all the elements involved in the sector; from infrastructures to the design of products, taking into account the distribution processes and their recycling. These gave rise to so-called Multi-Local companies – small multinationals that export to and from innumerable countries. This calls for a new culture and a new way of doing things. To make this accelerated transition possible, adequate and easily accessible training will be necessary.

The MEDPorts Association carried out a study to identify professions that are needed in ports but which are not yet covered and in some cases not existing. The results were combinations of the requirements described above oriented to specific areas:

 

Algorithm expert

The responsibility of this expert will be to analyse information and evaluate results in order to choose the best solution and solve problems using algorithms. He/she/they will be an expert in algorithm design and software development.

 Head of cyber security

Their primary responsibilities will be to protect Port Authorities by developing security-focused strategies, effectively integrating and managing new or existing technology systems to deliver continuous operational improvements, and detect, respond to and mitigate threats. This role will require a deep understanding of cyber security capabilities including security and privacy strategies and governance, IT risks, security testing, technology implementation/operations and cyber crime.
Drones expert

This expert will be responsible for operating, testing and repairing drone devices to be used in a port. This role will require extensive knowledge of robotics.

 Legal IT expert

This expert will analyse information and evaluate how to find the best/most creative solutions within the framework of the law and take advantage of the possibilities offered by new IT developments.
Robotisation/automation expert

They will be responsible for planning, implementing and coordinating the progress of automation and robotics projects in port authorities. He/she will also provide judgement and analysis for the design, development and implementation of plans and procedures related to automation and robotics in ports. This profile may include a mechanical version that will have to build, install, test or maintain robotic equipment or related automated production systems.

 

Environmental Area

Energy transition manager

This manager will be responsible for the development of tailor-made energy transition plans in port authorities that will bring significant environmental and economic benefits. They should have the research and innovation capacity to find the best solutions to improve efficiency and environmental performance.

 Waste management expert

This person will plan, implement and coordinate waste management systems designed to maximise opportunities for waste prevention, reuse and recycling. They will provide guidance to improve efficiency, while addressing issues of sustainable waste collection, disposal, resource management and other related special features, including waste avoidance strategies at ports.

Cruise & city-port area

 

City-port relationship manager

Managing the city-port relationship more strategically is now fundamental for ports. It is one of the most important challenges facing city ports today. This professional will have the responsibility to show the way forward to transform the city-port relationship into a more productive one. They will have to lead the re-evaluation of the city-port relationship that questions everything from the structure of the port authorities to what the realistic expectations of their stakeholders should be.

 Cruise and tourism marketing director

The responsibility of this professional will be to promote the Port Authority as a preferred cruise destination and to achieve the planned growth and development of the sector. Close coordination with the city’s tourism managers will be essential. In carrying out this function, the Cruise and Tourism Marketing Manager will have to interact with the main partners in the private and public sector.

Other

 

Cold chain supply expert

Due to the increasing relevance of cold chain traffic, the position of cold supply chain expert will be needed to ensure the functioning of cold supply chains in ports. To do so, the supply chain expert will have to monitor stocks and orders as well as forecast future supply needs. This function combines analysis and reporting to ensure smooth transit of goods through the ports.

 Emergency manager

The main duty of this post will be to protect and preserve security in the port. Responsibilities include coordinating emergency response efforts and ensuring that the emergency authorities’ plans are properly implemented.
Expert in intelligent energy networks (Smart grids)

Smart grid engineers are responsible for designing systems that can regulate smart grids and make them work efficiently. The main focus of their work will be to improve energy distribution by making power grids more efficient. Their job will be to develop design plans and evaluate the effectiveness of these designs.

 Intermodal network manager

This manager will be a key contributor to the Port Authorities’ strategy. This position is a key element for any business where freight transport is essential. It will coordinate the main intermodal networks of the ports and ensure their efficiency and fluidity.
Public-private partnership manager

The main function of this manager will be to lead and support the creation of policies, strategies and programmes to accelerate private sector development and public-private partnerships (PPPs) in ports. They will also be involved in the development, structuring and delivery of PPP projects as well as port cooperation initiatives with public-private components. They will work directly with governments, private sector investors and financial institutions.

This exercise of identifying new profiles could be done with all types of companies in the sector, and the results would undoubtedly be remarkable.  This leads us to a disturbing reflection: are there teachers and training programmes to teach these subjects?

From the Escola’s experience we know that there are teachers who, by making an effort to adapt, can begin to prepare the contents and materials with the collaboration of the educational centres and, increasingly, the developers of training software. The Escola has recently carried out the first course of the programme derived from this study, dedicated to energy transition in port authorities. To prepare this course has not been an easy task and required the help and involvement of many experts.

What will we have to change?

A new society, with a new education, for new professional profiles necessarily leads us to the question of how training centres, their teachers and the students themselves will have to evolve. In a world in which the speed of change is constantly accelerating, it is necessary to build a model that allows rapid adaptation to these changes, at the risk of others being able to do so more efficiently, which could mean a significant competitive disadvantage.

The necessary adaptation process is not the result of individual action. It must necessarily involve a shared and synchronised strategy that must anticipate the general changes that may occur and how to deal with them well in advance.

A major part of this must involve joint collaboration between companies, knowledge centres and public administrations, which must be capable of adapting to the changes so that there are no distortions in the development of companies and in working conditions.

Collaboration and coordinated work by all the actors in order not to miss the boat. The development of the MEDPorts Partnership training programme would be a good example. Four training centres from four different countries have agreed to develop courses to start training in the profiles described. All the centres are directly involved in some of the content prepared by the other centres. This makes it possible to prepare a significant volume of training material in a relatively short period of time. Ports that compete with each other collaborate in training, and this is a powerful message for society.

Conclusions

Communities that progress are those that are able to adapt and learn.  Those that have the ambition to progress, which build on principles based on values, must first accept that today almost everything remains to be learned.  We must build a new world with new tools. We are facing energy, economic, digital, social and many other transitions. Each change will require new knowledge and new skills. It is the time for training, and this training must become part of our daily reality.

In the Mediterranean, the port sector must be a driving force for change. It must encourage and facilitate the processes of digitalisation, innovation, social, environmental and economic sustainability. The future will heavily depend on the ability to exchange goods and services, and goods will largely have to pass through ports. A very high percentage of companies will be influenced by the efficiency of their operators. Proper education and training is essential to help us achieve this. If it takes the creation of numerous specialised training centres, let us do it to make it possible.

UN Sustainable Development Goals Wheel

Progress Networks

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On the 15th anniversary of the Escola Europea

Written by Eduard Rodés, Director of the Escola Europea

Written by Eduard Rodés, Director of the Escola Europea

It is unusual for a European project to celebrate its 15th anniversary. The Escola started its activities in 2004 for the promotion of short sea shipping in the Port of Barcelona with the 2E3S project funded by the European Marco Polo Programme. DG-MOVE created the Programme in 2003 with the aim of reducing road congestion, improving the environmental performance of the freight transport system in the European Community and promoting intermodality, thus contributing to an efficient and sustainable transport system. At the time the Port of Barcelona had two shipping lines operated by the shipping companies GNV and Grimaldi Lines connecting Genoa and Civitavecchia, which responded to the Commission’s approach. Organising courses to promote their use for road transport was a good practice for all.

The Marco Polo Programme offered a new approach to freight transport with the following objectives:

  • Using alternatives to road, such as short sea shipping, rail and inland waterways;
  • Supporting innovations that help overcome technical barriers to intermodal transport;
  • Using Motorways of the Sea in combination with other modes of transport;
  • Reducing the need to transport goods by road through improved logistics;
  • Addressing training and other soft factors within the transport business.

The initial project that created the Escola was followed by two others in the same Programme, which were adapted to its objectives : GLAD (Green Logistics Action and Deployment) for the internationalisation of the Escola’s activities to other countries of the European Union – through a network of countries; and LIFE (Logistics Intermodal Freight Enhancement) for the implementation of training activities that focused on rail intermodality: railway network.

The fact that the Escola obtained three consecutive projects from the Marco Polo Programme gives us an idea of the uniqueness of the activities and its unprecedented value. The realization of the courses, considering the participation of students and teachers from Belgium, Portugal, Italy, France and Spain, gave rise to the creation of a network of professionals specialized in intermodal transport of the first order.

History cannot be explained without recalling that the Motorways of the Sea (MoS) were (and still are) a crucial element in the European transport policy. Their strategic importance was reaffirmed with the revision of the TEN-T guidelines, which defined the MoS as the “maritime dimension of the Trans-European Transport Network”.

The revision of the TEN-T guidelines is inspired by the White Paper “Roadmap to a Single European Transport: Towards a competitive and resource efficient transport system” published in 2011. That document changed many things because, in a way, all of us who work in the world of transport and ports began to understand the system as a network to be built. A network that requires efficient and resilient infrastructures, clean and sustainable energy, and integrated and easily accessible communication and documentation exchange systems. It also meant that the maritime dimension is part of the land dimension. That maritime, road, rail and waterway services are elements of the same system and must operate collaboratively and in synchronicity to offer competitive solutions.

The Escola has identified its 15th anniversary with the construction of such networks. Networks are a main element in the construction and progress of societies.  I use the word progress, and not development, consciously and intentionally. I believe that one of the main debates in our society today is to decide whether we direct our efforts to the continuing policies of growth or whether we contribute to the construction of a new society that seeks the welfare of people through sustainable economic, social and environmental policies.

The three basic networks that shape our economy and our way of life are transport, energy and communications.  Ports have been major nodes in the structuring of these networks and have facilitated the movement of people and goods over centuries. The people involved have brought and carried knowledge, culture, art and customs between territories. In one word, progress.

Over the past fifteen years the Escola has made a small contribution to these developments. It did so by trying to make ports the engine of change; training the people who decide and manage logistics chains to make decisions based on social values and virtues (in the Greek sense of the word ‘virtue’); all of which brought the capacity to bring about improvements for society. It also contributed to the creation of a network of complicity based on the sharing of an alternative way of thinking and acting – one that is based on who we are and what we do, and that seeks a better world for everyone.

This network was built little by little, incorporating training centres from other countries, training trainers, training professionals and students. It was built by creating strong and committed logistic-port communities, capable of working together to do things better.

The Escola is a small actor in the large network of people, institutions and companies that seeks to achieve the sustainable development goals of the United Nations by 2030. In that year the Escola will turn 24 years old, or 25 if we count from the start of regular courses in 2005. I would like for all 17 SGGs to be achieved by then, and that with our activities we will have contributed to achieving them. We will continue working to try to do so, knowing that what is important is the journey, the companions on the journey, the values that inspire it, the discoveries we will make in each port we meet and the communities we want to build.

I would like Europe to be able to look at what started as a project for the promotion of a transport network, and turned into a network of people and collaborations of Mediterranean ports working together for a better society, with pride.

Eduard Rodés

Director

Arete Statue

Human Capital

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On the 15th anniversary of the Escola Europea

Written by: Damià Calvet, president of the Escola Europea and the Port de Barcelona

I took up the post of the president of the Port of Barcelona a few months ago, and in this time I have been experiencing a multifaceted reality of the port – or ports, because there are more than one – which includes its different activities, projects and the people that comprise its community.

In the planning of the duties that have been entrusted to me when I was appointed, I always keep the mission of the institution that I represent in mind. According to the recently approved 4th Strategic Plan, the port was recognised as the body responsible for guaranteeing services that facilitate the competitiveness of its customers, and that create value for society: through infrastructures and services offered to the society to which it is indebted.

For the first time the 4th Strategic Plan was drafted with the collaboration of the Port-Logistics Community. Five work groups were created based on the main areas of activity and traffic of the port, fostering a participatory and integrative model that included not only the port community but the end customers as well, alongside all public and private agents involved and interested in the future of the port.

This means that an important part of the outcome of the port’s strategic approach depends on the people who work in the port community, and therefore its limit is the capacity and success of those who make up its human capital. More than 200 representatives of the stakeholders of the port logistics community wished to be involved in the drafting of the plan.

The Fourth Strategic Plan opts for a three-dimensional Strategic Objective, which reflect the three pillars of sustainability -the first attribute of the logistics hub of Barcelona – economic, environmental and social. The three parts are considered inseparable, therefore achieving one of the parts without the other two cannot be considered a success. All three parts must be achieved simultaneously. The port cannot grow economically without reducing the environmental footprint of its activities or without consolidating quality employment.

The Port’s Strategic Objective is in line with the United Nations Sustainable Development Goals (SDGs). The SDGs focus on the same three components of sustainable development that underscore this strategic plan and the action plan for the next five years.

For social sustainability the recovery and slight increase in pre-COVID-19 employment is vital despite the intense processes of digitalisation and teleworking. Quality employment on port land is the main benefit that the Port brings to the community that hosts it and compensates for its negative externalities and the physical and mental barriers involved in the fact that it lies in a privileged location for citizens.

Collaboration among members of the port-logistics community becomes a must. This includes a considerable spirit of collaboration with all public and private entities with which the port is obliged to interact, especially with the two cities on whose land it lies, Barcelona and El Prat de Llobregat. It is vital to deepen the cooperation with the organisations lying near the port and especially with the Consortium of the Free Zone (Zona Franca), Mercabarna and the Airport of Barcelona. We need to make the most of the synergies of these three entities to generate wealth and employment. Collaboration with other ports, both nearby (Tarragona first and foremost) and far away, and with logistics operators located outside the port precinct, comprise one of the main added values of Barcelona with respect to other port competences. The ports also mustn’t forget the training centres and research bodies.

Proposal of the Placeta de l'Arete

Proposal of the Placeta de l’Arete

The port must put people at the forefront, setting social cohesion as an essential objective of its strategy by generating high-quality diversified employment. It must orient its strategy towards the interests of two main groups: port workers and the citizens of the two host cities, Barcelona and El Prat del Llobregat. It can do so through fostering training, employment, entrepreneurship and talent attraction; promoting equal opportunities; integrating the port into the urban and metropolitan environment; and finally, ensuring the health, safety and security of people and facilities.

Promoting the employability of people in our immediate surroundings will facilitate the creation of new companies through entrepreneurship and the development of an innovation ecosystem in the logistics and transport field to help attract talent and thus offset automation and digitalisation processes that involve a net destruction of jobs.

The promotion of the Blue Economy will create new jobs and this calls for an integrated port-logistics training centre as part of the knowledge, innovation and training hub at the port of Barcelona. This will serve to promote port culture and port identity and foster knowledge of the port among the populace.

Gender equality and multiculturalism in the port environment are factors that contribute decisively to turning organisations into innovators and leaders in our hinterland: the Barcelona Metropolitan Area, Catalonia, Aragon and the Eastern Pyrenees. This also applies to our sea hinterland: Italy, Morocco, Algeria, Libya. Tunis, Greece, Turkey and Egypt.

The Escola must play a leading role in the development of this strategy. From its knowledge of these areas and its proven effectiveness in international projects where knowledge – Sapientia – plays a fundamental role.

May this Sapientia illuminate the path we must travel together.

Happy anniversary!

Talent is our organisation’s main asset

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The world of employment has always seemed daunting to young people. Having completed either higher education or specialised training programmes, young people frequently lacked the technical know-how that was expected of them from the get-go. Traditional educational models haven’t focused on practical experiences to prepare the youth for the challenges of the future. Nevertheless they have always represented talent – a sea full of potential for companies to seek new talent from. In recent years, and in particular following the technological advancements of the 21st century and the shifting employment environment after the Covid-19 pandemic hit, employers now began to focus on seeking true potential from new employees – and have begun to value life experiences and other soft skills over technical experiences that mattered so much more in the past – changing the aspects of their employability. As the Escola has been focusing on improving the employability of youth in recent years, in particular in light of the YEP MED project, we wanted to understand the approaches used by companies to source their talents.

In the following article, José del Moral from the Barcelona Talent Logistics company, talks about the evolving approaches of companies seeking new employees.

José del Moral

Written by José del Moral, CEO, Barcelona Talent Logistics

“Talent is our organisation’s main asset”. Apart from an absolute truth, this is one of the most recurring statements in the speeches of CEOs and business leaders when addressing employees in the frame of meetings and events’ celebrations.

However, how does the activity look like when it comes to Talent Acquisition and Management in the Logistics industry? Thorough studies on this subject, platforms like Glassdoor and several public/private institutions in the EMEA (Europe, Middle East and Africa) region seem to agree on certain trends and scenarios:

  • The average time from the moment a white collar vacancy opens up until new talent is in place is around 90 days.
  • Staff turnover in the first 3 months from start date is nearly 22%.
  • Regarding the level of satisfaction with their role, survey metrics show a range between 60-70% of detractors/neutrals out of all employees in the sample, 3 months after joining.

The above, along with massive other data and indicators, reflects an immense cost in terms of productivity, work environment, staff turnover/burnout and employee’s lack of trust, while the financial impact for the organisation is ultimately enormous.

“Talent is our organisation’s main asset” should not be just a declaration of will, but serve as the kick-off for a well-developed plan to acquire and nurture talent to the highest level according to the business needs. No excuses, no appeals. Logistics enterprises need to further develop their vision towards this subject and make a commitment to upgrade their levels of professionalism so as to improve competitiveness in the market.

Making logistics enterprises increases their competitiveness, by upgrading their acquisition and management of talent. This is the exact goal companies like Barcelona Talent Logistics focus on, while delivering excellence in 5 key stages along the way:

  1. Talent Needs Analysis: This is where one of the main problems usually lies. The lack of in-depth understanding regarding the exact need that the business requires makes the purpose of acquiring the right talent unfeasible. A clear insight into the role, its requirements, work environment, organisational culture, reporting lines, department’s structure or company’s concept must be the base line for each single process to acquire talent.
  2. Talent Mapping and Segmentation: This activity should always be conducted before the need to do so comes up. A proper identification of all potential candidates for a particular role is a work to be done upfront, not to delay the process for the acquisition of talent later on. A thorough knowledge of the logistics talent community and powerful software for talent segmentation and lead nurturing is crucial for the success of the strategy in Talent Acquisition.
  3. Candidate Assessment: Behavioural patterns are far better predictors of future performance than any other indicators in most of the roles in logistics. However, are we assessing behaviours properly, along with traits, qualities, hard skills, cognitive capabilities, expectations, motivations, financial needs,…? Once again, a great part of this activity must be performed before the need for new talent, to avoid losing efficiency afterwards throughout the process. Additionally, technology and artificial intelligence need to be applied within this stage, as we will need massive amounts of data to be exchanged with leads and candidates, all the while avoiding setting time-consuming tasks for them.
  4. Decision-Making Process: hiring managers and business leaders are the ones to decide what exact talent will be hired for a particular role. However, decisions made in this stage may lead to losses/profits in dozens of thousands of euros. Therefore, this is actually the stage where Talent Acquisition experts must provide valuable and structured information to the business more clearly, so as to maximize the chances of making the right choice.
  5. Appraisal and Performance Management: certainly, acquiring the right talent, at the right moment, in the right place is a great advantage to make the business succeed. However, employees life-cycle is influenced by a wide range of factors, which need to be assessed on a regular basis by experts in talent management. Thus, managers will have access to up-to-date data and thorough analyses concerning the talent under their scope, for them to lead their teams appropriately and create, consequently, a positive impact on the financial performance of the business.

 Logistics is one of the most added value activities across companies, thus it must be left to logistics experts. Talent, on the other hand, is the most valuable asset in any company, and thus its sourcing must be brought to talent acquisition experts.

José del Moral

Chief Executive Officer

Barcelona Talent Logistics

#DidYouKnow: Spotlight on Algeria

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Mohamed Lazhar Benaissa

Mohamed Lazhar Benaissa Academic at the Ecole Nationale Supérieure de Technologie – ENST – Alger

In 2017 the Escola Europea, along with the Escola’s founding partners, has launched the MOS Magreb project. Its objective was to increase the cooperation between the countries in the North and South of the Mediterranean Sea. The project evolved into TransLogMed, which now counts with 42 partners from Spain, Italy, Morocco, Tunisia, Algeria, with the goal of incorporating other partners from Egypt in the future. The long-term objective of this project is to foster the development of the Motorways of the Sea between the Mediterranean countries, which will in turn help promoting inclusive growth and youth employability, as well as sustainable development in the region.

This month we have caught up with Mr. Mohamed Lazhar Benaissa, an academic at the École Nationale Supérieure de Technologie (ENST) in Alger, the deputy director for external relations and continuing education and a lecturer at the Escola Europea to give us an overview of the logistics scene in Algeria.

 

Logistics in Algeria

Algeria’s geographical location as the largest country in Africa, situated at the crossroads of important trade corridors (Europe-Africa, Mediterranean Sea), gives it the opportunity to play a major role in the field of logistics. To the north, Algeria has a 1,200 km long seafront overlooking the Mediterranean Sea and is home to 11 trading ports through which more than 95% of its foreign trade passes. However, this situation should not mask the numerous constraints related to the characteristics of these ports and their current organisation. According to the United Nations Conference on Trade and Development, the Maritime Transport Connectivity Index [1]for Algeria in 2019 is only 12.81/100, far behind countries such as Egypt (66.72) and Morocco (58.19).  This is because the ports are often of ancient foundation[2] and are located within large cities that have prospered without sparing the land reserves necessary for their harmonious development. Whether first or second generation, these ports are subject to simple load breaks and do not meet the criteria that characterise modern logistics ports[3]. Currently the feedering used consists of coupling transoceanic containerised traffic headed towards large European ports with short-distance traffic headed towards Algeria, which increases the transit time of inputs. This will subsequently see their time lengthening once again during the transhipment operations. This results in insufficient yields and malfunctions that generate incessant bottlenecks and yields additional logistics costs.

The Algerian fleet

As regards the Algerian maritime fleet, as of the end of 2017, it was made up of 16 (often) obsolete units distributed among :

  1. 8 bulk carriers, 4 multi-purpose vessels and 2 RO-RO vessels belonging to the public company CNAN[4],
  2. 1 RO-RO and 1 bulk carrier belonging to the private company Nolis, a subsidiary of the Cevital[5]group.

What about containerisation?

As for containerisation, which has been gaining significant market share value over the past several years, it has proven of great benefit to foreign shipping lines as, in the virtual absence of the national flag, it allows them to freely set transport prices. According to World Bank figures[6], container traffic increased from 2007 to 2018 from 200.050 to 1.465.800 TEUs respectively, which is equivalent to an average annual growth rate of 20.6%. Given this growth opportunity, it is not surprising that we are witnessing the establishment of international terminal operators in Algerian ports such as the Singaporean Portek in Bejaia and the Emirati DP World in Algiers and Djendjen.

Where is Algeria on the digitisation scene?

During port passage, the lack of a rapid information systems makes it difficult to forecast the capacity of goods to be loaded, which, in the case of temperature-controlled products for example, would keep them on the quayside without any guarantees of preservation and respect for the cold chain. At the time of writing, only the Algerian customs can use a computer system called SIGAD in order to speed up the customs declaration circuit. In its most recent version, this system has a risk management system that classifies goods according to 3 circuits: green, orange and red. In the green circuit, goods are not subject to examination. In the orange circuit, the control consists of a documentary examination and in the red circuit, a physical inspection of the goods is required.

What of intermodal transport?

In terms of land transport infrastructure, Algeria has substantial networks whose quality has improved in recent years. Nevertheless, the motorway network is still insufficient and the lack of connections to several ports bears a cost. The rail network, for its part, is still in the process of development in terms of quality and coverage.

Road transport logistics, which dominates 90 per cent of goods flows, is only slightly outsourced by companies, since more than 50 per cent of the market is still handled by own-account transport. There is currently a growing awareness of the advantages of using transport for hire or reward and outsourcing the transport function, and the opportunities for growth for this sector are ample.

The provision of road transport services has long been a public monopoly. The opening up of the sector in 1988 led to an atomisation of the sector through the creation of very small companies with vehicles of all ages and of varying condition. It is therefore more a question of small-scale, or even informal activities that risk increasing the financial and organisational risks and reducing the scope to optimise the services offered. Air transport plays only a marginal role and rail freight activity, which is already weak, has been in inexorable decline for decades and is limited to heavy goods transport. Multimodal transport is almost non-existent.

Distribution is dominated by wholesalers present in most economic sectors and in particular in agri-food products (beverages, sugar, etc.). Few of them follow known logistics models, such as Numidis of the Cevital group. Indeed, with the exception of large conurbations (Algiers, Oran, Sétif…), where large modern warehouses are beginning to appear, storage facilities are of modest size (from 2 to 4,000 m²), of old-fashioned design, lack functionality and do not have special equipment such as loading docks. The players are either industrialists (acting on their own account), wholesalers or retail traders.

Logistics Warehouse in Algeria

Modern logistics warehouse in Bouira (Cevital)

Thus, logistics services are essentially limited to the subcontracting of transport operations.

Can you tell us a little bit more about the training situation in Algeria?

The current supply of training is insufficient in many areas, no doubt due to the lack of formal demand from the sector and a lack of impetus from the public authorities.

The Algerian authorities have been trying to improve the logistics situation since 2007, when the first master plan for the establishment of new logistics platforms was prepared. However, the implementation of the latter has not yet materialized. The other actions undertaken were :

  • The World Bank has been approached to prepare a logistics strategy and upgrade the legislative and regulatory framework, as several ministries and agencies are currently involved in logistics and are sometimes in conflict of jurisdiction;
  • The preparation of a project for the construction of a modern port in Hamadania about 100 km west of Algiers with a Chinese partnership;
  • Digitisation through the implementation of an electronic port one-stop shop. This will help unite the whole logistics chain of the ports and the segments that interact in its activities. It will also enable the digitisation of procedures and a better coordination and planning of port operations.

One can already wonder whether these actions will end up putting logistics in Algeria on the rails of modernity.

 

References:

[1] https://unctadstat.unctad.org/wds/TableViewer/tableView.aspx

[2] With the exception of the oil ports of Arzew, Skikda and the general cargo port of Djendjen, built after Independence, the rest of the infrastructure was built between 1840 and 1959, initially built to allow exports during the time of colonization.

[3] Algerian ports are characterised by shallow draughts and narrow gravel pits, which are incompatible with modern port operating requirements.

[4] The average age of the CNAN fleet is between 30 and 35 years, which corresponds to that of the technical reform.

[5] The two Nolis vessels are mainly used to cover the transport needs of the Cevital group.

[6] Site https://donnees.banquemondiale.org/indicateur/IS.SHP.GOOD.TU?locations=DZ consulted in May 2020

Circle of the Sustainable Development Goals - SDG

And Greta went to New York

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Source: un.org

An ever-changing world

It is the time when autumn arrives at the northern hemisphere, and with it a new edition of our cherished Odiseo. The edition which will feature aspects of sustainability which arose spontaneously. When we reviewed the topics we wanted to deal with, we realised that almost all of them were facing the same direction.

It coincides with the timing of Greta Thunberg’s trip to New York, following an invitation from the United Nations to participate in a climate summit at the United Nations. On her arrival, a fleet of 17 UN boats (one for each of the Sustainable Development Goals) received her in New York waters to accompany her on the last leg of her journey.

Source: europa.eu

It seems incredible how this young Swede, at only 16 years of age, is succeeding in mobilising an enormous number of people among whom are many of the world’s most important politicians. For those of you who want to get to know her better, I recommend viewing her speech in the European Parliament last April. Her message touches the heart and moves to action.  She made an impassioned plea for the planet urging MEPs to “start panicking about climate change” rather than “waste time arguing about Brexit.”

The world’s great powerhouses are beginning to worry about much of what is happening. The United Nations is a frontrunner in particular, following its magnificent awareness campaign of the eight Millennium Development Goals (MDGs) published in 2000: halving extreme poverty rates, universal primary education, gender equality and empowerment of women, reducing child mortality, improving maternal health, halting the spread of HIV/AIDS and malaria, environmental sustainability and a global partnership for development, all by a 2015 deadline. Which, incredibly, was met!

Today we are presented with the Sustainable Development Goals, a plan to achieve a better and more sustainable future for all. These address the global challenges we face, including those related to poverty, inequality, climate change, environmental degradation, prosperity, peace and justice. The Goals are interlinked and, if we are not to leave anyone behind, it is important that we attain each Goal by 2030.

Some may consider it more of a marketing campaign than a Real Action Programme, but I sincerely believe that today we are what we know and what we need to be, so let us celebrate the use of marketing as a lever of change. I know that the world is better today than 15 years ago and even more so than 30 years ago. We must continue to set goals, even if they seem utopian, to keep us moving forward.  It is as Eduardo Galeano said: “Utopia is on the horizon. I walk two steps, she moves two steps away and the horizon runs ten steps further. So what is Utopia for? For that; it is good for walking.”

Today Utopia can simply stand for complying with the SDG’s. This includes everyone’s involvement, starting with each one at an individual level and moving through the projects we work on and the politicians and policies we vote on.

The implications for the port sector

Institutions such as the Port Authority of Barcelona are taking a new look at how to act in light of these objectives. In the port’s latest reports on Corporate Social Responsibility, and in other management reports, the SDG related to the activities carried out are highlighted. I can assure you that they are changing the way we look at the work to be done and that we are becoming increasingly more aware of the impact of our decisions and actions on the achievement of objectives. There is an important movement, which we will introduce in more detail later, that seeks to transform the ports into SMART PORTS. We will be able to see this better at the Smart City Expo Congress that will be held from 19 to 21 November in Barcelona and which for the first time will have a space dedicated to ports. The ports of Barcelona, Antwerp, Rotterdam, Los Angeles and Montreal will come together to lead a global movement for improvement in the port area.

The implication for operators

We can see that sustainability in the transport sector has become one of the fundamental elements on a daily basis. Companies highlight the social impact of their activities, both in terms of external costs and polluting emissions.

Grimaldi presents vessels that contaminate less during port stays, and has begun associating itself with the Clean Shipping Alliance 2020 (CSA 2020). CSA 2020 defines itself as a group of leading companies from the commercial shipping and cruise industries that have been leaders in emission control efforts and have made significant investments in research and analysis, funding and committing resources to comply with 2020 fuel requirements through the development and use of Exhaust Gas Cleaning Systems (EGCS).

Shipping companies, port terminals, and land transport operators (both rail and road) are changing the way they conduct their operations. It seems clear that the European Commission’s principle that the polluter pays and the user pays will eventually be imposed not only at a European but possibly at international level as well.

 

How can we implicate ourselves?

Aristotle considered that attaining the fullness of the expression of human capabilities is the meaning and end of every individual.

Therefore, let me raise this virtue, the SDGs, as a collective objective, as a new project. A project you can work on.

The eight objectives for human development in 2000 positioned people in the epicentre of development.  They focused on potential development, about increasing possibilities and enjoying the freedom to live life.

Human development is the acquisition of the capacity to participate effectively in the construction of a prosperous society in both a material and spiritual sense; it is an integral part of the individual attaining a deeper knowledge of himself – externally and (perhaps more so) internally, more intimately within him- or herself.

The objectives have to reorient the way in which we understand life and society.

I believe in a humanism in which the construction of collective solutions involves individual action. The construction of global solution passes through the construction of oneself, and the routine day-to-day work paves the way for the progress of humanity and a better world for all.

I would like to highlight a few of the objectives.

Quality education understood as a duty for life. Our education and that of those who at some point depend on us: children, employees, relatives. Let us value having been born into a society that has provided us with access to exceptional education.

 

 

 

Gender equality is not only a fundamental human right, but the necessary foundation for a peaceful, prosperous and sustainable world. A society, organization or person who does not understand that we all have the same rights and obligations is ill. If you have to hire, pay, distribute and organize the work always seek this equality.

 

 

Decent work and economic growth: I don’t like using the word growth when referring to the economy. In my opinion, the challenge is to create employment without growing. On the surface it may seem like a paradox, but it is a different way of looking at things.

To end let me go back to the classics. Firstly, the concept of virtue that Aristotle left in his books on ethics, dedicated to his son Nicomacheus:

“Since, then, the present inquiry does not aim at theoretical knowledge like the others (for we are inquiring not in order to know what arete, virtue, is, but in order to become good, since otherwise our inquiry would have been of no use), we must examine the nature of actions.” (Aristotle, Nicomachean Ethics, II, 2).

Vicenç Molina, a friend and mentor and what today would be called an influencer, brought it closer to our daily reality:

“Let us start, therefore, with the practice: working practically.

With the values raised, with the commitment achieved.

With constructive impetus. Poetically, without surprises or shrieks because, at its root, poetry is construction.

So, we do not have to be cut off… Or naive, but natural, real, feasible, civic…”

It is a wonderful reflection that should help us face our citizenry with love to the things that, in the end, will be important.

Each of us should be part of this project. All of us have values that we can bring to the surface, something which we can achieve by struggling to build ourselves. With creativity, with dialogue and cooperation, with self-determination, with work and effort, with commitment to people, and with knowledge and wisdom.

Let us all be accomplices in this great challenge, and may the road ahead present us with luck and happiness throughout the coming Millenia. I hope you will enjoy the articles in this Odiseo as much as I have.

Regards

 

Eduard Rodés

Director

Escola Europea

The jobs of the Future

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Talking about the jobs of the future has become fashionable. What will a white-collar professional look like? For many years now, researches have been predicting that new technologies, constantly evolving, will be incorporated into our daily lives to the extent that they will substantially change the way we work. Nevertheless, it is still not clear what, how and when these changes will take place.

The end of February saw the Mobile World Congress, which was held in Barcelona. Following the gathering we now know that networks with 5G technologies will be deployed quickly. The Port of Barcelona has set aside considerable investment in the network’s installation. From then on we can look forward to robots, automation processes, sensorisation, big data, IoT, drones and so on and so forth.

A news item from the Spanish online magazine El País Digital dated 25 February 2019 further underlined the issue: “Before the halfway point of the year is passed, the Ford and Nissan plants (with more than 10,000 workers between the two) will reveal what future awaits them. Doubts about the future of diesel and the risks about how the transition to electric cars will be dealt with and whether the Spanish industry will be able to climb on the bandwagon to produce them. “

Employees who know how to make cars with traditional internal combustion engines will now have produce electric cars. The electrical engineering skills for these new vehicles might be better found among employees of a washing machine factory rather than the workforce of current-day carmakers. We are living in a world of disruptive changes that demand a very high adaptability.

We are told that many of the current jobs will disappear and new ones will be created, but we do not know which ones, nor do we know the specific skills that will have to be acquired. Even if we had the advantage of foresight, it would not be easy to react either as surely, we do not yet have readily available teachers or experts prepared to train others in these subjects.

I, as the director, am fortunate because the Escola Europea has a magnificent vantage point to see and assess the situation in many training centres in Europe and across the Mediterranean shores. A significant number of students and teachers pass through our classrooms. We spend a lot of time together, and this gives us the opportunity to get to know each other and to talk a little about a myriad of topics.  I’ve seen that the majority is worried about the future, and about whether the students are well prepared for what faces them in the road ahead.

Our teachers are exceptional, but nevertheless they are aware that the problem is universal and affects everyone. They also are faced with the challenge of teaching skills that they themselves have not yet fully mastered. The VUCA world (Volatile, Uncertain, Complex and Ambiguous) imposes itself.

According to the study by the Barcelona business school IESE “The Future of Occupation and Future Professional Skills” ( February 2019), what we can see is that the knowledge gap in technology and digitalization is following a continuous upward trend. “48% of companies detect deficiencies in vocational training graduates. Likewise, companies consider that the knowledge gap in areas such as big data, digital marketing, artificial intelligence or blockchain will be even bigger in five years, which increases the challenge of improving the education system”. Companies consider that they have to play a more active role in the definition of future professional competences and in the contents of training. They need, on the part of the education system, a more complete, holistic and practical training, with emphasis on the knowledge, skills and attitudes needed in the coming years. A more intense collaboration of the different actors is needed. 87% of the companies that participated in the study considered it important for them play a more active role in defining the necessary knowledge, skills and attitudes that are in demand in the industry. They expressed their willingness to collaborate in the creation of training plans with the educational centres in this vital task.

The message is clear. The responsibility for training belongs not only to the educational institutions, but also to the companies themselves, and to the workers already active in the sector who should get their associations and professional networks involved.

We all owe recognition to those professionals who devote part of their time to training others. At the Escola we know this very well and are indebted to the individuals who come to lecture in our classrooms or carry out the practical workshops, and share their professional expertise and advice with us and our students. I ask you for the recognition and gratitude they deserve for the work they do.

If you are interested in this topic, it is worth spending some time on the report that the world economic forum produced in 2018 (https://www.weforum.org/reports/the-future-of-jobs-report-2018).

We must think of strategies that will allow us to facilitate the transition into this new technology-dominant professional landscape. And we have to be prepared for the surprises that will inevitably come up. Personally, I strongly believe that we will have a much better world, albeit a drastically different one from what we have today.

 

Eduard Rodés Director Escola Europea – Intermodal Transport