CONNECTING y AUSTRALIA - TLISCtlisc.org.au/.../uploads/TLISC_134_E-Scan_lores_singlepages_FA.pdf ·...

8.6%The Transport

and Logistics

Industry accounts for

8.6 per cent of GDP

$131.6

BILLION contribution to the

Australian economy

TR

AN

SPOR

T AN

D LO

GIST

ICS

CONNECTING AUSTRALIATRANSPORT AND LOGISTICS

$131.6


Australian economy

820,700 people in Transport

and Logistics workforce

600 BILLION tonne kilometres total

domestic freight task

850

MILLION

passengers travelled

by rail

90.1

MILLION


by air

38 ,073 ships handled in ports

8.6%The Transport

and Logistics

Industry accounts for

8.6 per cent of GDP

$131.6

BILLION

contribution to the

Australian economy

Australia’s transport sectors – Road Transport, Logistics, Rail, Aviation, and Maritime and Ports – play the key enabling role in our economic activity. This Environmental Scan identifies the macro and micro factors affecting the skills needs of the workforce, its composition and how well the national training system is responding to the needs of the Transport and Logistics Industry.

CONTENTS01 Latest Intelligence 6

02 Identified Workforce Development Needs 14

03 Current Impact of Training Packages 26

04 Future Directions for Endorsed Components of Training Packages 38

05 Appendices 44

© TLISC 3

4 ENVIRONMENTAL SCAN 2015

Australia’s transport sectors – Road Transport, Logistics, Rail, Aviation, and Maritime and Ports – play the key enabling role in our economic activity. Without the capacities and capabilities provided by their 820,000-strong workforce, no passengers or freight move.

The Transport and Logistics Industry was estimated to account for 8.6 per cent of GDP in 2013, contributing $131.6 billion to the Australian economy. Freight volumes have nearly tripled over the past three decades and passenger movements through Australian airports have more than quadrupled. By every measure in every mode, transport and logistics activity continues to increase.

Adoption of new technology within the industry and changing patterns of world economic activity are revolutionising supply chains. Technology – such as automation, robotics and the field encompassed by ‘Big Data’ – is improving the efficiency, speed and control of supply chains, supporting better forecasting, reducing risk, improving the customer experience and creating ways of meeting new customer demands.

Asia is set to overtake the combined economic output of Europe and North America within the decade to 2020. There will be more than three billion middle-class consumers on Australia’s doorstep by 2030, up from 500 million today. Extensive, efficient and cost-effective supply chains into Asia will be crucial to Australia’s ongoing economic prosperity.

Combined with the explosion in micro supply chains caused by the growth in online shopping, the Transport and Logistics Industry faces a future where it needs a better-skilled workforce working smarter and more efficiently using nation-wide infrastructure able to cope with a massive freight task.

The transport sectors face several common issues in their workforce development needs. Sector-specific Trainers/Assessors are in shortage, as qualified candidates stay in operational positions to reap the financial benefits rather than move to lower-paid Trainer/Assessor positions. An ageing workforce plus an image problem in attracting and retaining high-quality new entrants is hampering efforts to upgrade the skills base and reap the full benefits of computerised technologies.

Technology has been perhaps most disruptive on the workforce skill requirements in the Logistics sector. Computerisation and automation have changed the nature of work, requiring specialised and higher-level computer skills, problem-solving and analytic skills, and more sophisticated contract management practices. The skills in demand reflect this: various specialist T&L Managers, Allocator/Scheduler and Custom Broker/Freight Forwarder.

Road Transport’s workforce development needs are increasingly influenced by regulatory requirements and its domination by sole operators and SMEs surviving on low operating margins. ‘Super-hubs’, distribution centres and on-board technology that increase efficiency and reduce costs are counteracted by road congestion, route planning issues and incomplete network integration. Truck Drivers with varying licences remain in demand.

Strong growth in passenger and cargo movement by air in the Asia-Pacific will fuel the Aviation sector’s ongoing need for baggage handling and ground crew staff. However, attraction and retention are difficult and require a greater commitment to raising skill levels and building career paths. Domestic demand for Pilots remains relatively stable, but growing demand in Asia is likely to increase competition for skills.

Rail’s renaissance as a bulk carrier of people and commodities has led to several occupationalshortages: Trainer Driver, Rail Track Worker, Plant Operator, Team Leader, Supervisor, Railway Signal Technician and Rail Signalling Engineer. With activity increasing through the construction of new rail infrastructure and installation of new signalling systems, shortages will continue. Increasing automation will also increase demand for higher-level skills.

EXECUTIVE SUMMARY

C O N N E C T I N G A U ST R A L I A – T R A N S P O R T A N D L O G I ST I C S

© TLISC 5

The Australian Maritime and Ports sector has faced a declining skills base for decades. Its workforce is one of the oldest in the country and is ageing 1.7 times faster than all industries. Few ship-based training berths are available for new entrants and there is tension between the skills supply turned out by established training institutions and industry demands. There is strong international competition for skilled port workers, with regional and remote ports facing the most difficulties in recruitment. The occupations of Marine Engineer and Deck Hand/Integrated Rating are in shortage.

The three Training Packages administered by the Transport and Logistics Industry Skills Council – TLI10 Transport and Logistics, AVI08 Aviation and MAR13/MAR Maritime – have almost tripled their combined enrolments in the past decade and almost doubled them in the past five years, driven by above-average industry growth.

Around 80 per cent of employer respondents to the E-Scan 2015 survey answered positively on training delivery flexibility and quality, trainers’ industry knowledge and their relationship with their RTO. Employers continue to recognise significant post-training productivity improvements, with improved OHS outcomes, improved technical skills and overall business productivity advances as the chief benefits.

RTOs reported that their biggest challenges were keeping up with ever-changing regulatory requirements in the VET framework and in the industry itself. In particular, this is making it difficult for them to attract enough Trainers/Assessors with relevant industry knowledge and experience.

At present the VET system is working its way through a reform process as part of the Federal Government’s Industry Innovation and Competitiveness Agenda. All the industry skills councils, including TLISC, are concurrently part way through an extensive redevelopment of Training Packages to comply with 2012’s New Standards for Training Packages.

The vast majority of industry stakeholders have indicated the VET reform agenda needs to quickly deal with the real blockages in the system to ensure that policy and standard changes have a positive impact on the quality of skills in the workforce. These blockages are:

› addressing market failure (ensuring employers and learners can easily distinguish between the quality and performance of the 4,500 RTOs)

› improving the quality of training and assessment (including practitioner capability and industry currency)

› better targeting of VET funding

› streamlining governance and regulation.

The reform process must also strengthen the key principles of the VET system’s success: industry leadership, national

recognition of qualifications and national consistency of standards for RTOs. Industry preparedness to support and increase its investment in a national VET system is dependent on being given a determinative voice, assurance of quality outcomes and systemic transparency of individual RTO performance.

The independent industry skills councils (ISCs) play a vital role in the development, maintenance and continuous improvement of Training Packages, providing a coherent framework and mediating influence that enables diverse and competing stakeholders to agree on shared skill priorities for the benefit of the industry as a whole. ISCs also enable stakeholders to look to the future and prepare for emerging skill needs.

TLISC

TLISC is an independent, not-for-profit,stakeholder- focused organisation delivering innovative, high-quality solutions for the Transport and Logistics Industry.

TLISC supports the Transport and Logistics Industry to maintain and build a highly skilled and productive workforce through establishing national skills standards and providing strategic workforce development advice.

TLISC is trusted by industry to develop products and services that meet the current and future skills needs of its workforce. The industry encompasses activities in Road Transport, Logistics, Rail, Aviation and Maritime and Ports.

We invest in our people, and our focus is on building and developing long-term relationships across all sectors with employers, peak bodies, governments and working in collaboration with the vocational education and training (VET) sector to achieve quality outcomes.

We use a collaborative and inclusive process that opens communication between industry leaders, peak bodies, enterprise owners, their managers and employees. Using this process we gather intelligence on the skills and workforce development needs of the Transport and Logistics Industry.

ROBERT ADAMSCEO, Transport and Logistics Industry Skills Council

LATEST

INTELLIGENCE

S E C T I O N 1

© TLISC 7

SUMMARY LOGISTICS ROAD TRANSPORT

SECTOR WORKFORCE SIZE

2013 (actual)

2018 (forecast)

SECTOR VALUE

2014-15 revenue

2014-15 value added

SECTOR JOB GROWTH

% growth (net new jobs) 2013-18

Gender distribution

Workforce ageing rate

Emerging skill needs

Industry coverage

SECTOR DEMOGRAPHICS

394,800

373,500

$19.1 BILLION

$4.6 BILLION

+5.7%

28%

1.2X FASTER

THAN ALL INDUSTRIES

› Business management and leadership

› Systems, analytical and technological

LOGISTICS, STORAGE, HANDLING, DISTRIBUTION AND OTHER SUPPLY

CHAIN SERVICES

72%

391,100

370,300

$73.1 BILLION

$31.2 BILLION

+5.6%

15%

2.2X FASTER

THAN ALL INDUSTRIES

› Fleet and supply chain management

› Compliance and systems

› New vehicle technology

ROAD FREIGHT TRANSPORT, ROAD DELIVERY AND COURIER SERVICES

85%


AVIATION RAIL MARITIME & PORTS

38,200

37,300

$41.3 BILLION

$12.4 BILLION

+2.4%

41%

2.5X FASTER

THAN ALL INDUSTRIES

› Automated and unmanned systems

› Safety management systems

› Multi-crew instruction

DOMESTIC AIRLINES, INTERNATIONAL AIRLINES,

AIRPORT OPERATIONS

59%

23,100

22,600

$22.7 BILLION

$8.7 BILLION

+2.2%

13%

1.2X FASTER

THAN ALL INDUSTRIES

› Simulated environment training and assessing

› Mentoring and leadership

› Rail infrastructure supervisory skills

RAIL FREIGHT TRANSPORT, RAIL PASSENGER TRANSPORT, RAILWAY

TRACK CONSTRUCTION

87%

17,800

17,000

$16.9 BILLION

$9.2 BILLION

+4.7%

18%

1.7X FASTER

THAN ALL INDUSTRIES

› Automated systems of work

› Electro-technical

› Dredging

› Offshore-specific requirements

WATER FREIGHT TRANSPORT, WATER PASSENGER TRANSPORT, STEVEDORING

SERVICES, PORT OPERATIONS

82%

© TLISC 9


Australia’s Transport and Logistics Industry has undergone dramatic change in the past decade. The industry in 2015 is characterised by diversity across every dimension, from the multitude of small one and two-person businesses to the complex national and global businesses spanning all modes of transport. Collectively these organisations, through the services they provide, enable the economic growth of every other Australian industry. Without the Transport and Logistics Industry nothing moves. The latest figures estimate the Transport and Logistics workforce at 820,700 people.1

The industry was estimated to account for 8.6 per cent of GDP in 2013, contributing $131.6 billion to the Australian economy.2 Freight volumes have nearly tripled over the past three decades, while passenger movements through Australia’s airports have more than quadrupled.

Put simply, logistics involves getting a person or an object from location A to location B. In 2015 this ‘simple’ concept comprises getting thousands of shipments across continents and countries to single, multiple and, in the case of online shopping, thousands of end point destinations. These movements are characterised as supply chains – the ideal supply chain smoothly delivers goods where they are needed, when they are needed, with the least amount of cost, energy, pollution, congestion and harm.

Growth in freight volumes and increased customer demand for rapid order fulfilment, including same-day deliveries, are

placing pressure on Transport and Logistics businesses to not only meet these tight timelines, but to continue to offer a consistent level of customer service while at the same time improving operational efficiency and reducing costs. These market demands are driving wide-scale use of technology to deliver the necessary business innovation. Robotics, automation, wireless sensor networks, intelligent objects, smart packages and mobile devices are being used across the industry to enhance operational efficiency.

The use of technology is improving visibility and control of supply chains. It is supporting better forecasting and delivering organisation-level productivity growth by optimising capacity utilisation, reducing risk, improving the customer experience, and creating new business that can respond to demand and capacity fluctuations. Table 1.1 provides more detail about the impact of these technologies.

ENABLING AUSTRALIA’S ECONOMIC PERFORMANCE

L AT E ST I N T E L L I G E N C E

© TLISC 11

FIGURE1.1 INNOVATING THROUGH TECHNOLOGY

Type Description Impact Examples

Automation Automation is generally delivered by adding technology, such as systems that enable accurate, high-speed sorting and transportation of goods.

Speeding up highly repetitive workflow processes

Eliminating the opportunity for human error

Reduced labour costs

Improved efficiency

Sortation conveyor systems

Self-learning systems and intelligent grids

Intelligent objects, smart packages and load units

Automated connection between order fulfilment and distribution point

Automated pickup and drop-off points

Robotics Autonomous transport robots including cellular transport systems, self-steering vehicles, and unmanned ground and aerial vehicles.

Reduction of traffic, risks, accidents, congestion and pollution

Increased reliability and elimination of human error

Increased operational productivity

Logistics network expansion and enhancement

Pick and place robots

Driverless vehicles, e.g. mining trucks

Automated straddle cranes that transport shipping containers between vessel, truck and rail operations

Big Data Big Data encompasses information from multiple internal and external sources such as transactions, social media, enterprise content, sensors and mobile devices. This data is leveraged by organisations to adapt their services and products to better meet customer needs and optimise operations.

Improves the efficiency of freight operations

Enhances capacity and asset utilisation

Adjusts and synchronises transport schedules

Reduces the risk of supply chain disruption

Enhances customer service and enables value-added services

Real-time tracking services

Real-time order management

Real-time inventory services

Real-time tracing of intelligent logistics objects

Source: Information in this table is compiled from various sources. See footnote 3.

Federal Government policy is focused on the need to increase Australia’s competitiveness for economic growth through ensuring the potential of five priority industries: agribusiness and food; major infrastructure; tourism infrastructure; resources and energy; and advanced manufacturing, services and technologies.4,5

The Transport and Logistics Industry has a key enabling role in ensuring this potential is realised.6

Competing in global markets requires agile and efficient supply chains, which means that taking advantage of our close proximity to Asian trading partners is reliant on transport and logistics services.7 The economic outlook is strong, with rapidly transforming economies such as India and China

offering significant opportunities for trade and increased commercial activity.8

Asia is set to overtake the combined economic output of Europe and North America within the decade to 2020. There will be more than three billion middle-class consumers in the Asia-Pacific by 2030, up from 500 million today.9

Infrastructure efficiency and congestion are issues of significance to Transport and Logistics organisations as well as to governments.10,11 Infrastructure congestion is estimated to cost $15 billion a year.12 With the increasing freight volumes on road and rail, growth in tonnage of bulk commodities at ports and more passenger movements through airports, significant investment is required to meet future domestic and international trade needs.


There is a trend towards purpose-built ‘super-hubs’ constructed near transport distribution corridors to capitalise on the benefits of existing efficient transport routes. Growth in the development of intermodal centres can mean the relocation of smaller transport depots, as well as the consolidation of services. This is driving a need for more multi-skilled operators in the workforce.

The domestic and export capacity of agricultural products has highlighted the enabling role that the Transport and Logistics Industry plays in delivering products to market and the need for collaboration across the entire supply chain to maximise efficiency.13,14

Competing interests of a diverse industryThe Transport and Logistics Industry is diverse. More than 95 per cent of businesses have fewer than 20 employees and a significant majority (66.7 per cent) are single owner-operator businesses, as shown in Figure 1.2.15 There are varying estimates about the volume of total activity that is undertaken by large businesses, with most coming in between 8 and 14 per cent. This means that at least 85 per cent of the freight and passenger task is carried out by small to medium enterprises. This diversity of size, scale and task means that across the industry businesses have vastly different interests and priorities.

FIGURE 1.2 COMPOSITION BY BUSINESS SIZE OF THE TRANSPORT AND LOGISTICS INDUSTRY

Transport and Logistics workforceThere is strong competition for skilled Transport and Logistics workers. International competition is fierce in the Aviation and Maritime sectors as well as for several occupations in Logistics and Ports. Smaller businesses, particularly in Road Transport, Logistics and Warehousing, along with remote and rural businesses, report greater barriers to workforce development, increased difficulties in recruiting staff and concerns about poaching of key personnel by larger organisations.

The role of the Transport and Logistics Industry in enabling supply chains has become increasingly visible. The growth of business-to-consumer and consumer-to-consumer freight traffic is creating new opportunities. Logistics companies are expanding their business models and taking on new responsibility for services such as packaging, distribution, tracking, order fulfilment, setting up online shops, multichannel management, inventory tracking and technical support. Skill demands for delivery drivers are changing, as they are often the only direct contact in the supply chain with the end consumer.

Transport hubs are being developed near airports as the share of Aviation in freight transport is growing. Meanwhile, warehouses are becoming larger and more specialised, with formidable processing speeds achieved through custom-designed equipment. Transport and Logistics businesses differ in their ability to innovate through the introduction of technology due to varying levels of digital literacy in their workforce and capital availability.

Addressing workforce ageingThe Transport and Logistics workforce is the second oldest workforce in the country. In 2011, around 63 per cent of Transport, Postal and Warehousing workers were aged 40 years and over, compared with 52 per cent across all industries.16 While workforce ageing is a national trend, it is happening at a faster rate in the Transport and Logistics Industry (see Figure 3).

This ageing profile is particularly visible in the Road, Rail and Maritime sectors, while the age distribution in Aviation is closer to national averages with a greater share of younger workers. The Warehousing and Storage subsector also has a greater share of younger workers, reflecting the high turnover of young casual workers engaged in entry-level jobs.

A large proportion of workers aged 45 years and over intends to retire in the next decade,17 which means succession planning is a pressing issue for employers. This is particularly true for rural and remote operations, where the workforce tends to be older than in cities.18 In the coming years, the ability to successfully attract, train and retain young workers will be critical in meeting the skills needs of the Transport and Logistics Industry in the longer term.

TRANSPORT AND LOGISTICS BUSINESSES BY EMPLOYMENT SIZE RANGE (2013)

Source: ABS, Courts of Australia

20-199 EMPLOYEES

1.7%

200+ EMPLOYEES

1.7%

1-19 EMPLOYEES

30.0%

SELF- EMPLOYED

66.6%

FIGURE 1.3 WORKFORCE AGE PROFILE, TRANSPORT AND LOGISTICS INDUSTRY

14%

12%

10%

8%

6%

4%

2%

0%

15-1

9

TRANSPORT & LOGISTICS

ALL INDUSTRIES

20-2

425

-29

30-3

435

-39

45-4

940

-44

50-5

455

-59

60-6

465

-70

70+

© TLISC 13

IDENTIFIED WORKFORCE

DEVELOPMENT NEEDS

S E C T I O N 2

© TLISC 15

Challenges

› Increasingly fast-paced technology disruption requires different business and workforce planning practices.

› Rapid turnover and difficulty in retaining staff in entry-level positions can act as a disincentive to invest in workforce development.

› Collaboration with other organisations in supply chains is necessary for meeting regulatory responsibilities as well as service standards.

› Diversity in the size and scale of businesses influences the nature of skills in demand and how technology is used. New systems of work result from the application of technology and there is a need for skills to adapt quickly.

› The ability of the sector to attract, retain and upskill young workers will be critical in addressing the impact of an ageing workforce and in alleviating future skill shortages.

Opportunities

› With the growth of the business-to-consumer and consumer-to-consumer segments, flexibility and personalised customer interfaces will become an important differentiating factor for logistics businesses.

› Traditional warehouses are being transformed into highly specialised warehouses, requiring equally specialised skills. Specialisation may be around a particular product, supply chain, customer or distribution network.

› Intermodal hubs are moving closer to airports, which act as distribution centres for the rapidly expanding online shopping market.

› More sophisticated contract management practices are enabled by real-time data analytics. Technology skills and problem-solving skills are highly valuable in such an environment.

› Disruptive technologies are changing the nature of work as there are tasks that can be performed by computers or machines. Operations experience is increasingly valued in procurement and facility design decisions.

› Customs processes and systems have a critical role in addressing demands for more efficient and quicker delivery times as online shopping and personal supply chains continue to expand.

LOGISTICS

FACTS & FIGURES

the size of TNT’s ‘super-hub’ under construction at Tullamarine, Victoria (bigger

than five soccer pitches)

new Supply and Distribution Manager jobs

projected between 2013 and 2017

speed that parcels move at Australia Post’s

new Chullora, NSW, parcel facility

new Forklift Drivers projected between 2013

and 2017

I D E N T I F I E D W O R K F O R C E D E V E L O P M E N T N E E D S

EMPLOYMENT GROWTH


12,400 11,300 2.4 metres

a second 38,000

square metres

2018 (FORECAST)

394,800

EMPLOYMENT GROWTH 2013-18 (NET NEW JOBS)

21,300

2013 (ACTUAL)

373,500

SKILLS IN DEMAND

TRANSPORT AND LOGISTICS

TRAINER/ASSESSOR

TRANSPORT/LOGISTICS MANAGER (SUPPLY

CHAIN MANAGEMENT, COMPLIANCE

MANAGEMENT)

CUSTOMS BROKER/FREIGHT

FORWARDING OPERATOR

ALLOCATOR/SCHEDULER

STOREPERSON/FORKLIFT

OPERATOR INCLUDING

REACH STACKER

EMPLOYER-IDENTIFIED SKILL NEEDS To a great extent

PROBLEM SOLVING

LEADERSHIP AND MANAGEMENT

TEACHING AND TRAINING

LANGUAGE, LITERACY AND NUMERACY

INFORMATION TECHNOLOGY

FINANCIAL MANAGEMENT

17% 37%

42%

32%

22%

38%

33%

EMPLOYER-REPORTED METHODS FOR MEETING LABOUR DEMAND

DIRECTLY EMPLOY PEOPLE ON A CASUAL BASIS

USE AN EMPLOYMENT AGENCY TO PROVIDE SUITABLY QUALIFIED STAFF

RECRUIT NEW STAFF AND FOLLOW WITH UPSKILLING MENTORING/TRAINING/PROGRESSION

VIA TRAINEESHIPS, APPRENTICESHIPS OR GRADUATE PROGRAMS

‘DEVELOP YOUR OWN’ - UPSKILL/MENTOR/TRAIN/PROGRESS EXISTING STAFF

38%

9%

47%

41%

71%

GENDER DISTRIBUTION FOR SELECTED OCCUPATIONS

STOREPERSON

82%

18%

To some extent

Male Female

FORKLIFT DRIVER

97%

3%

PURCHASING AND SUPPLY

LOGISTICS CLERK

58%

42%

SUPPLY AND DISTRIBUTION

MANAGER

80%

20%

WORKERS AGED 45 YEARS AND OLDER

STOREPERSON

38%FORKLIFT

DRIVER

39%PURCHASING AND SUPPLY

LOGISTICS CLERK

40%

23%

23%

9%

16%

6%

SUPPLY AND DISTRIBUTION

MANAGER

50%

© TLISC 17

ROAD TRANSPORTChallenges

› SMEs and enterprises with low operating margins are challenged by increased regulatory reporting requirements.

› Road congestion and planning issues that affect efficiency and business costs are challenges for drivers and route planners in metropolitan and regional environments. Ways to address ‘avoidable costs’ can be outside the control of the transport business.

› Improvements are needed to the public image of the sector to attract new entrants and encourage participation in skills development pathways.

› The super-hubs and distribution centres being established often require changes in the transport fleet and associated driver skills. The flexibility required can be a challenge to some operators.

› SMEs and single operators cannot always afford the time or costs of additional training.

› Challenges for the workforce include compliance with regulatory requirements, work patterns and hours.

› Trainers and assessors need appropriate skills in the vehicles relevant to the program they are involved in.

Opportunities

› Skilled and experienced drivers may be more available in regional areas as the slowdown in the resources sector continues.

› A more integrated network using rail and road transport between regions and ports will alleviate the demand for drivers of heavy vehicles and reduce associated road congestion.

› Customer service skills for Delivery Drivers are increasing in importance as online shopping volumes grow.

› On-board technology continues to improve and data relating to fleet utilisation, individual vehicle performance, road safety and real-time transparency is readily available for use in operational planning, troubleshooting and problem solving.

› Raising awareness of the sector is critical to encouraging new entrants. Focusing on online shopping and supply chain concepts may be helpful in raising the sector’s profile with young people.

EMPLOYMENT GROWTH


20,800

2018 (FORECAST)

391,100

2013 (ACTUAL)

370,300

FACTS & FIGURES


tonnes kilometres of freight moved by road

in 2012-13

passenger kilometres were travelled on road in

2012-13

forecast growth of the Road Freight sector in the

next 20 years

new Bus Drivers between 2013 and 2017

12,000 176 billion 203.6

billion 75%


TRUCK DRIVER – LOCAL

DELIVERY DRIVER (MR-HR LICENCE)

TRUCK DRIVER (GENERAL FREIGHT,

B-DOUBLE, MULTI

COMBINATION)

BUS DRIVER ROAD TRANSPORT WORKPLACE

TRAINER/ASSESSOR

ALLOCATOR/SCHEDULER

21%

GENDER DISTRIBUTION FOR SELECTED OCCUPATIONS Male Female

SKILLS IN DEMAND

PROBLEM SOLVING











72%

60%

37%

51%

EMPLOYER-IDENTIFIED SKILL NEEDS



TRUCK DRIVER

55%

DELIVERY DRIVER

44%COURIERS

AND POSTAL DELIVERER

58%

18% 39%

48%

34%

34%

43%

20%

18%

23%

14%

11%

9%

To a great extent To some extent

TRUCK DRIVER

96%

4%

DELIVERY DRIVER

88%

COURIERS AND POSTAL

WORKERS

87%

13%

TAXI DRIVER (AUTOMOBILE

DRIVER)

96%

4%

BUS AND COACH DRIVER

86%

14%12%

TAXI DRIVER (AUTOMOBILE

DRIVER)

54%

© TLISC 19

Challenges

› Impact of cockpit automation and other advances in technology on the existing workforce and flow-on effects for the aviation training sector.

› Retention of baggage handling and ground crew staff is difficult.

› While domestic demand for pilots remains relatively stable, the expanding Asian market will increase competition for pilots between airlines.

› Establishing sustainable business models for regional aviation in a small competitive market.

Opportunities

› International opportunities will increase because of strong growth in passenger and cargo movement in the Asia-Pacific region.

› World air cargo is expected to double in the next 20 years. The increasing share of small and light parcels in the Australian freight task will add to demand for the sector’s ground crew workforce.

› Cadet programs could be used for pilots more broadly to meet expected increased demand in the region as the Asian market expands.

› Current infrastructure projects include significant airport developments to cater for increased volumes in airfreight.

› A review of training and skills development for ground operation crew could assist in reducing turnover and raising skills levels and longer-term commitment.

passengers on domestic flights

in 2013-14

new pilots will be needed in the Asia-

Pacific in the next 20 years, the most of any

region in the world

World air cargo traffic is expected

to double in the next 20 years

new Aircraft Maintenance

Engineers projected between 2013

and 2017

3,600

AVIATION

passengers on international

flights in Australia in

2013-14

216,000 2X 32.4 million

57.7 million

EMPLOYMENT GROWTH


900

2018 (FORECAST)

38,200

2013 (ACTUAL)

37,300

FACTS & FIGURES



AEROPLANE PILOT

FLYING INSTRUCTOR (AEROPLANE

AND HELICOPTER)

AVIATION WORKPLACE TRAINER AND

ASSESSOR

AIRCRAFT MAINTENANCE

ENGINEERS

BAGGAGE HANDLER / GROUND

CREW

WORKS SAFETY OFFICER

(AIRPORTS)

13%


SKILLS IN DEMAND

PROBLEM SOLVING











67%

46%

21%

33%




AIR TRANSPORT PROFESSIONAL

45%


ENGINEER

47%

AIR TRANSPORT PROFESSIONAL

95%

5%

TRAVEL ATTENDANT

73%

27%


ENGINEER

0%

100%

20% 28%

24%

24%

12%

40%

16%

28%

28%

12%

4%

8%


TRAVEL ATTENDANT

25%

© TLISC 21


RAILChallenges

› Projected increases in the freight task will increase the demand for Train Drivers.

› Significant investment is required over the next 2-3 years to attract, retain and upskill Train Drivers. Retention of skilled drivers can be a challenge during periods of higher demand, with organisations losing skilled staff to other companies and industries.

› There is a shortage of registered training organisations that can provide nationally recognised qualifications for engineering and signalling.

› Remuneration for training and assessment roles can be significantly lower than for operations roles and may be affecting the recruitment of technical experts into training roles.

› Reliance on labour hire can mask less obvious skill shortages during times of commercial downturn.

Opportunities

› The increased freight task and positive forecasts for agricultural products will continue to strengthen demand for certain occupations.

› Collaborative approaches to analytical and problem-solving skills around systems and available data are

needed to increase the efficiency between passenger and freight transport on rail networks.

› Provision of mentoring and leadership training to skilled operators with comprehensive technical knowledge will enable them to help develop younger workers and assist employers with retention.

› Female participation rates can be targeted to increase the available labour pool.

› As automated technology evolves there will be demand for higher-level skills.

route kilometres of rail track are

under construction, including 75 route

kilometres of passenger rail

452

of the rail freight tonne-kilometres in Australia are

accounted for by iron ore and coal

to port

80%

passenger movements on

light rail in Sydney, Melbourne and

Adelaide in 2012-13

191.2 million

EMPLOYMENT GROWTH

FACTS & FIGURES


passenger trips on heavy rail in Australian capital cities (excluding Darwin and Canberra)

in 2012-13

659.1 million

2013 (ACTUAL)

22,600

2018 (FORECAST)

23,100


500


© TLISC 23

TRAIN DRIVER RAIL TRACK WORKER/PLANT

OPERATOR

TEAM LEADER/SUPERVISOR/

PROJECT MANAGER

RAILWAY SIGNAL TECHNICIAN

(SIGNALLING/OVERHEAD

WIRING TECHNICIAN)

WORKPLACE TRAINER AND ASSESSOR – RAIL SECTOR

SPECIFIC

RAIL SIGNALLING

ENGINEER

20%


SKILLS IN DEMAND

PROBLEM SOLVING











50%

60%

40%

30%




TRAIN AND TRAM DRIVER

60%

RAILWAY TRACK WORKER

44%

RAILWAY SIGNAL OPERATOR (OTHER

STATIONARY PLANT OPERATOR)

46%

93%

7%

RAILWAY TRACK WORKER

RAILWAY SIGNAL OPERATOR (OTHER

STATIONARY PLANT OPERATOR)

27% 18%

45%

27%

45%

18%

9%

9%

TRAIN AND TRAM DRIVER

0%

100% 93%

7%


© TLISC 23

Challenges

› Maritime freight transport is slowing because of reduced activity in the mining and resource industries.

› There is strong competition for skilled workers between ports both within Australia and internationally. This often translates into a transient workforce, with recurring skill shortages. Regional and remote ports generally experience more difficulties in attracting and retaining skilled workers than ports in capital cities.

› The Maritime and Ports workforce is one of the oldest in the country and is ageing at a faster rate than other industries.

› The lack of available training berths – related to the falling number of Australian-flagged commercial vessels – makes gaining mandated sea time difficult for trainees.

› Higher-level skill needs are emerging related to new technology, such as automated cargo handling systems.

› There are tensions between the supply of skills by established training institutions and industry demand.

Opportunities

› Some regional ports (particularly in Queensland) are forecasting a strong increase in container traffic as new local extraction projects come online, increasing local demand for skilled workers.

› Automation is having an impact on the structure of work and skill requirements for both marine and land operations at ports.

› Skills development opportunities exist in areas of cargo and land-based maritime operations in ports, including business

skills, project management and engineering.

› The cruise market segment is growing rapidly, sustaining demand for seafaring workers with multidisciplinary skills at all levels.

› Creating opportunities for women, Aboriginal and Torres Strait Islander people and new immigrants who are often well qualified but cannot access suitable jobs would widen the recruitment pool.

› Stronger partnerships between industry and VET providers would improve industry-valued outcomes.

worth of sea freight moved through Australian ports

in 2013-14

international sea passengers passed

through Australian ports in 2012-13, which is forecast

to increase to 59,100 passengers by 2032-33

twenty-foot equivalent (TEU) containers were

exchanged at Australia’s five principal container

ports in 2013-14

Container traffic is forecast to nearly triple in

the next 20 years

$405.7 billion

6.7 million41,000

MARITIME & PORTS

EMPLOYMENT GROWTH

3X

FACTS & FIGURES


800

2018 (FORECAST)

17,800

2013 (ACTUAL)

17,000



© TLISC 25

DECK HAND/INTEGRATED RATING

(DREDGING, OIL AND GAS OFFSHORE

SUPPLY VESSELS)

ELECTRO-TECHNICAL

OFFICER

MARINE ENGINEER

PROBLEM SOLVING






EMPLOYER-IDENTIFIED SKILL NEEDS To a great extent To some extent

13% 69%

63%

50%

50%

50%

25%

19%

13%

6%

31%

19%

SKILLS IN DEMAND







73%

53%

73%

7%

47%


EMPLOYER4-REPORTED METHODS FOR MEETING LABOUR DEMAND

WATERSIDE WORKER

99%

1%

SHIP’S ENGINEER

96%

4%

DECK HAND

94%

6%

© TLISC 25

WATERSIDE WORKER

(FREIGHT AND FURNITURE

HANDLER)

32%

MARINE TRANSPORT

PROFESSIONAL

52%DECK AND

FISHING HANDS

43%

CURRENT IMPACT OF

TRAINING PACKAGES

S E C T I O N 3

© TLISC 27


Enrolments on the riseFigure 3.1 shows the total number of students who have commenced government-funded TLISC qualifications each year since 2002. Enrolment levels in TLISC qualifications have almost tripled in the past decade and almost doubled in the past five years, driven by the above-average growth of the industry. To put this in perspective, national VET enrolments across all industries increased by less than 14 per cent between 2002 and 2013.

Male students account for the vast majority of enrolments into TLISC qualifications, with the proportion of male students tending to be even higher than the proportion of male workers in the transport and logistics workforce.

Detailed charts showing the uptake of qualifications by sector are provided in Appendix D.

Employer experiences of T&L trainingAfter regulatory compliance, the retention and attraction of employees were reported as the main factors driving employer investment in training. Eight-six per cent of surveyed employers reported difficulty in recruiting new staff and attracting skilled workers was reported as a significant labour issue affecting the business.

Around 80 per cent of employers who responded to the 2015 survey indicated positive views on all aspects of training evaluated: overall quality of training delivery, quality of the relationship with the registered training organisation (RTO), currency of the trainers’ industry knowledge, and flexibility of training delivery (Figure 3.2). These views echo the positive opinion expressed by students enrolled in transport and logistics qualifications.

Employers continue to recognise significant post-training productivity improvements, with improved OH&S outcomes and improved technical skills remaining as the primary productivity improvements reported (see Figure 3.3).

RTO challengesRTOs reported their biggest business challenges as keeping up-to-date with new regulatory requirements in relation to the VET framework and the industry itself. This is reflected in difficulties in getting suitably qualified staff.

Workplace assessment and a combination of recognition of prior learning (RPL) and gap training were the most significant reported training and assessment options, although online learning and distance learning were also mentioned as being used to complement the preferred face-to-face model.

SKILLS INVESTMENT

C U R R E N T I M PA C T O F T R A I N I N G PA C K A G E S

FIGURE 3.1 STUDENTS COMMENCING TLISC QUALIFICATIONS, 2002-13

FIGURE 3.2 EMPLOYER VIEWS OF TRAINING DELIVERED BY RTOS

FIGURE 3.3 POST-TRAINING PRODUCTIVITY IMPROVEMENTS REPORTED BY T&L EMPLOYERS

Source: TLISC 2015

Source: NCVER 2015

Source: TLISC 2015

60,000

50,000

40,000

30,000

20,000

10,000

0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Training delivery is flexible

Trainers have current industry knowledge

Employer has a good relationship with RTO

Training delivery is of a high quality

83% 9% 8%

8%11%81%

8%11%81%

8%13%79%

To some or a great extent To very little extent or not at all Unsure

Improve OH&S outcomes

Improved technical skills

Overall business productivity

Reduced errors and lost time

Quality control

Continuous improvement initiatives

Customer service

Staff turnover

Reduced absenteeism

51%62%

50%62%

42%41%

41%50%

36%46%

33%47%

32%38%

17%15%

14%14%

© TLISC 29

© TLISC 31

TLISC is responsible for the development, maintenance and continuous improvement of three national Training Packages:

› TLI10 Transport and Logistics

› AVI08 Aviation

› MAR13/MAR Maritime.

These Training Packages provide a framework of

qualifications aligned to occupations across the breadth of the Transport and Logistics Industry.

A range of continuous improvement activities were conducted throughout 2014 and tracked on the Training Package Continuous Improvement Register.

See http://tlisc.org.au/training-package-continuous-improvement-new/

Uptake

TABLE 3.1 COMBINED TLISC TRAINING PACKAGES – NATIONAL UPTAKE

TLISC TRAINING PACKAGES


Publicly funded courses only 2010 2011 2012 2013 2014

VET students enrolled 43,483 53,576 58,051 71,962 N/A

VET subject enrolments 381,944 572,272 685,320 810,781 N/A

Apprentices and trainees in-training 25,673 25,995 30,658 23,120 17,310

Apprentices and trainees completions 12,201 12,204 12,097 13,214 12,091

Source: Table data compiled from various sources. See Section 3 endnote 2. The table shows the distribution of enrolments in the TLISC Training Packages. The estimates are drawn from NCVER’s provider collection and cover all public provision and publicly funded private provision. They exclude privately funded training by private providers.

http://tlisc.org.au/training-package-continuous-improvement-new/

http://tlisc.org.au/training-package-continuous-improvement-new/


The Transport and Logistics Training Package contains 61 qualifications comprising 734 industry-specific units of competency aligned to occupations across 10 sectors: Driving Operations, Furniture Removals, International Freight Forwarding, Logistics (General, Materiel and Deployment), Mobile Crane Operations, Rail Infrastructure, Rail Operations, Road Transport, Stevedoring and Warehousing Operations. It also contains 86 Skill Sets.

This Training Package is in the Scope of Registration of 2090 RTOs.2

ProgressThroughout 2014 TLISC has worked closely with stakeholders from across all sectors to align the Transport and Logistics Training Package products to the Standards for Training Packages. While undertaking this work with stakeholders, other identified issues have been addressed to ensure all qualifications, units of competency and Skill Sets meet the needs of industry. All Training Package products are undergoing final validation with stakeholders and will be submitted for endorsement during 2015.

Road Transport

The review of the three Driving Operations qualifications (Certificates II, III and IV) is nearing completion. There have been changes to the packaging rules for each qualification and the inclusion/removal of units in the core and elective bank. The three units of competency for Tanker Drivers have been reviewed and amendments made to include ‘rollover awareness’. The TLILIC3013 Preparation to Transport Dangerous Goods by Road licensing unit is being reviewed to ensure alignment with Dangerous Goods regulations.

The review of three Chain of Responsibility units of competency is now complete. The new units reflect changes to Chain of Responsibility legislation and the needs of industry. The units of competency will be included in the Driving Operations qualifications and other TLI qualifications as appropriate.

A new specialised stream for Tip Truck Drivers has been developed, including a new unit of competency called Operate a Tip Truck. The new specialised job role stream will be added to the Certificate III in Driving Operations.

Skill Sets have now been developed for the following areas:

› Tanker Drivers (fuel, chemical and LP gas)

› Regulatory compliance for drivers

› Owner-Drivers.

Logistics

The review and transition of the Warehousing Operations qualifications (Certificates I, II, III and IV) and the Logistics qualifications (Certificates I, II, III, IV and Diploma) to meet the Standards for Training Packages are now complete. The review resulted in the inclusion of Chain of Responsibility units into the core units of each of the nine qualifications, as well as a small number of minor amendments.

The Certificate II in Road Transport Yard Operations (Freight Handlers) and the Certificate I in Transport and Logistics (pathways) qualifications have been transitioned through to the Standards for Training Packages and have been validated by stakeholders.

The development of a Scheduling and Rostering qualification, which started in the Rail sector, is now being referred to Warehousing, Logistics and Road Transport stakeholders. The greater involvement of all sectors will ensure that the qualification is fit for purpose and meets the needs of multiple sectors. Scoping work has begun on the development of units of competency for pallet control and company emergency response.

Rail

The draft qualification for Scheduling and Rostering has been developed and distributed for wider industry consultation across the Road Transport, Warehousing and Logistics sectors to assess the AQF level and usability across each sector. The qualification has been developed in response to an expressed need by industry for a qualification in scheduling operations within a transport environment.

Consultation with stakeholders to investigate the industry need for a qualification and/or Skill Set in Rail Terminal Operations has been completed. Stakeholders advised that there was sufficient coverage for the job role in the current Training Package.

The Rail Train Driving steering committee continued work on the review of the Train Driving and Shunting qualifications throughout 2014. Changes were made to the structure of both qualifications to ensure there were no barriers to entry across the industry. Work was also completed on several units of competency to meet changes in work practices for coupling, motive power units, power sources and situational awareness.

Ports

The review of the Certificate IV in Stevedoring was undertaken throughout 2014 and is now complete. The review aligned the qualification to the Standards for Training Packages and ensured coverage of yard, terminal and automation areas of the industry.

TRANSPORT & LOGISTICS


© TLISC 33

The scoping for stevedoring-specific units of competency for the Diploma of Logistics has now been completed. Stevedoring stakeholders agreed that the current Diploma provides adequate coverage for the sector.

The review of all Stevedoring qualifications to ensure yard and terminal automation tasks are covered in existing units of competency has now been completed.

Uptake

TABLE 3.2 TRANSPORT AND LOGISTICS TRAINING PACKAGE – NATIONAL UPTAKE




Apprentices and trainees in-training 25,161 25,084 29,520 22,061 16,675

Apprentices and trainee completions 12,076 11,977 11,856 12,955 11,589


Continuous improvement

Road Transport

Continuous improvement activities scheduled for Road Transport in 2015 include:

› Development of a Skill Set for Owner-Drivers around Chain of Responsibility, fatigue, OHS and small business skills

› Completion of the inclusion of a specialised stream for Tip Truck Drivers to Driving Operations qualifications

› Scoping the need for the inclusion of rollover awareness for Tanker Drivers

› Completion of the review of Chain of Responsibility units of competency

› Completion of the review of the three Driving Operations qualifications

› Development of a compliance Skill Set for drivers across all transport and logistics sectors

› Scoping the need for the development of an Emergency Response Skill Set for drivers

› Scoping the need for the development of a load restraint specific unit of competency.

Logistics

Continuous improvement activities scheduled for Warehousing and Logistics in 2015 include:

› Scoping the need to develop a unit of competency and/or Skill Set for Schedulers

› Scoping the need to develop a unit of competency, Skill Set or qualification for pallet control

› Scoping the need for a Company Emergency Response Skill Set or unit of competency

› Scoping the need to develop units of competency or a qualification for furniture removal supervisory personnel

› Reviewing TLID3035A to address the inclusion of scissor and vertical lifts.

Rail

Continuous improvement activities in Rail for 2015 include:

› Development of a qualification for scheduling and rostering

› Reviewing TLIB3118A to address overhead power lines terminology

› Reviewing TLIC3048B to address shunt, couple and uncouple electric passenger trains

› Reviewing TLIB4079A to address conducting a general train examination

› Reviewing TLIB4080 to address similarities with TLIB2022A

› Reviewing TLIF4111A to ensure validity

› Scoping the Rail sector need for development of train automation unit(s) of competency

› Scoping the Rail sector need for development for Simulator Operator Skill Set(s)

› Reviewing TLIC3045A Operate road/rail vehicle and possible development of additional units related to road/rail vehicle operation

› Reviewing TLISS00041 Rail Infrastructure Induction Skill Set

› Developing and/or reviewing unit(s) of competency that enables rail safety workers to work safely near electrified network/infrastructure.

Ports

Continuous improvement activities scheduled for Ports in 2015 include:

› Completion of the review of the Certificate IV in Stevedoring qualification for charge and shift forepersons.


The Aviation Training Package contains 19 qualifications, 189 industry-specific units of competency and 27 Skill Sets. These relate to occupational roles across eight sectors: Aerodrome Operations, Air Traffic Control, Aviation Transport Protection, Flight Operations, Flight Instruction, Ground Operations and Service, Helicopter Crewman and Remotely Piloted Aircraft Systems.

The Aviation Training Package is in the Scope of Registration 91 RTOs.3

ProgressDuring 2014 a review of qualifications, units of competency and Skill Sets started with stakeholders to more closely align them with the nuances of occupations in the Aviation Industry. This work included the transition of all Aviation Training Package components to the Standards for Training Packages, which are scheduled to be validated by industry throughout 2015.

Work to appropriately reflect updated regulatory requirements within the industry is ongoing, with Training Package components being amended within the transition process.

The Aviation Foundation Skills qualification is expected to make the transition from the current structure into the Aviation Training Package and be realigned to industry expectations for new entrants. The AVI10115 Certificate I in Aviation (Foundation Skills) is expected to be submitted for endorsement by mid-2015.

Work is now being finalised on the revised Diploma of Aviation (Air Traffic Control). The qualification brings together civil and military airspace management requirements while closely aligning to CASR Part 65. The new qualification also aligns to the Standards for Training Packages.

Development of the new Advanced Diploma of Aviation (Pilot In Command) is nearing completion. Steering Committee and Technical Advisory Group work on the development of new units of competency has finished, ensuring both civil and Defence requirements are met. This qualification is aligned to the CASR Part 61 Flight Crew Licence requirements of the Air Transport Pilot Licence (ATPL) for Aeroplane and Helicopter Pilots.

An initial Steering Committee meeting was held in 2014 to review and begin the transition of qualifications and Skill Sets related to the role of Cabin Crew. Industry stakeholders are reviewing the qualifications and Skill Set structure and will provide advice on existing and future core/elective structures. The initial review indicates that a range of imported units of

competency will be replaced across the areas of food service, security, safety and first aid.

The following qualifications and Skill Set are to be included into the new Aviation Training Package:

› Certificate II in Aviation (Flight Operations)

› Certificate III in Aviation (Flight Operations)

› Certificate IV in Aviation (Leadership and Supervision)

› Cabin Crew Supervisor Skill Set.

Steering Committee work has started on the review and transition of Commercial Pilot qualifications from the current qualifications framework to the Standards for Training Packages. There will be a clear focus on alignment of terminology and assessment requirements with CASR Part 61 Flight Crew Licensing, as well as CASA and Defence regulatory requirements.

A key outcome of this project will be to upgrade the existing Pilot licence-aligned qualification from AQF 4 to AQF 5 outcomes, for closer alignment to the co-requisite Instrument Rating and enhancements to the qualification outcomes. Proposed new and transitioned qualifications will be:

› Diploma of Aviation (Commercial Pilot Licence – Aeroplane)

› Diploma of Aviation (Instrument Flight Operations)

› Advanced Diploma of Aviation (Senior Flight Instructor).

The review and transition of Ground Operations qualifications and Skill Sets across the sector areas of Ground Operations, Aviation Security and Aerodrome Operations has started. A Steering Committee has been established and an initial meeting was held in late 2014. Industry stakeholders have provided feedback towards the current qualifications and proposed a range of new qualifications and Skill Sets.

New and transitioned Ground Operations qualifications and Skill Sets proposed for inclusion into the Aviation Training Package include:

› Certificate II in Aviation (Ground Operations and Service)

› Certificate II in Aviation Transport Protection (Checked Baggage Screener)

› Certificate II in Aviation Transport Protection (Passenger/Non-Passenger Screener)

› Certificate III in Aviation (Aerodrome Operations)

› Certificate III in Aviation (Ground Operations and Service)

› Certificate IV in Aviation (Ground Operations Supervision)

AVIATION


© TLISC 35

› Certificate IV in Aviation (Flight Operations Dispatcher)

› Certificate IV in Aviation (Aerodrome Operations Supervision)

› Diploma of Aviation (Aerodrome Operations Management)

› Handle Dangerous Goods/Hazardous Substances Skill Set

› Cargo Hold Baggage Handler Skill Set

› Baggage Handler Skill Set

› Notice to Airmen Skill Set

› Aerodrome Reporting Officer Skill Set.

The Rotary Wing Project Steering Committee has been established, with several meetings held to review and undertake the transition of qualifications and associated Skill Sets into the Aviation Training Package. In line with the Commercial Pilot project, helicopter flight crew licensing requirements underpin the future Commercial Pilot Licence Helicopter qualification.

A Steering Committee and Technical Advisory Group have been established and initial meetings held to develop competency standards addressing aviation Human Factors, Threat and Error Management, Safety Management, Risk Management and Fatigue Risk Management for potential inclusion within new and existing qualifications and Skill Sets.

Uptake

TABLE 3.3 AVIATION TRAINING PACKAGE – NATIONAL UPTAKE


VET students enrolled 320 356 409 426 N/A


Apprentices and trainees in-training 355 724 975 932 496

Apprentices and trainee completions 63 149 177 195 432


Continuous improvementContinuous improvement activities planned for Aviation in 2015 include:

› Research, review and development of Ground and Aerodrome Operations Skill Sets and qualifications to align more accurately with job roles

› Development/review of units of competency and/or Skill Sets to align with job roles of Passenger Service Operator, Ramp Operations, Baggage Handler, Aircraft Refueller and Marshaller

› Research and review of Flight Operations and Aviation Supervisory qualifications to align more accurately with Cabin Crew job roles

› Review of Flight Operations and Instruction qualifications to align more accurately with Fixed Wing Pilot and Flight Instructor job roles

› Research and review of Rescue Crewman/Aircrewman qualifications and Skill Sets to align more accurately with Helicopter Aircrew job roles

› Research and review of Flight Operations qualifications and Skill Sets to align more accurately with Helicopter Pilot job roles

› Research and review of Certificate I in Aviation (Foundation Skills) qualifications

› Review of units of competency in the Diploma of Aviation (Air Traffic Control) to align more accurately with current job roles

› Research and development of a qualification for Pilot In Command – Multi Crew Operations aligning to Air Transport Pilot Licence (ATPL)

› Research and development of Aviation Safety Skills units of competency/Skill Sets for roles across the Aviation sector.


MAR13 Maritime Training PackageThe MAR13 Maritime Training Package contains 23 qualifications (14 current qualifications and nine qualifications that have been superseded by the MAR Package) comprising 175 industry-specific units of competency and three Skill Sets. The qualifications are specific to regulated occupations and cover ocean-going operations as defined in Maritime Orders under the Australian Navigation Act 2012.

The occupations are Linesperson, Integrated Rating, Marine Engine Driver (Steam), Marine Surveyor, Marine Cook, Ship’s Master, Marine Engineer and Watchkeeper.


MAR Training PackageThe MAR Maritime Training Package contains 11 qualifications comprising 98 industry-specific units of competency and five Skill Sets specific to occupations relevant to near coastal operations as described and defined in Part D of the National Standards for Commercial Vessels. The occupations are General Purpose Hand, Coxswain, Marine Engine Driver, Ship’s Master and Marine Engineer.


ProgressThe first stage (round 1) of the transition of all ocean-going qualifications in MAR13 into MAR has been completed. This included the following qualifications, which have been validated by industry stakeholders:

› Certificate III in Maritime Operations (Marine Engine Driver Steam)

› Certificate III in Maritime Operations (Marine Surveying)

› Certificate IV in Maritime Operations (Marine Surveying)

› Diploma of Maritime Operations (Engineer Watchkeeper)

› Diploma of Maritime Operations (Marine Surveying)

› Advanced Diploma of Maritime Operations (Marine Engineering Class 2)

› Advanced Diploma of Maritime Operations (Marine Engineering Class1).

The second stage (round 2) of the transition has started, with the following qualifications being validated by industry stakeholders. It is expected that these qualifications will be submitted for endorsement in early 2015:

› Diploma of Maritime Operations (Watchkeeper Deck)

› Diploma of Maritime Operations (Master up to 500 GT)

› Advanced Diploma of Maritime Operations (Master Unlimited).

Work has started on the following qualifications, which will include mapping the qualifications to the Standards of Training Certification and Watchkeeping (STCW) to ensure they comply with the Australian Maritime Safety Authority’s (AMSA) regulatory requirements. It is expected that these qualifications will be submitted for endorsement in mid-2015:

› Certificate I in Maritime Operations (Linesperson)

› Certificate III in Maritime Operations (Integrated Rating)

› Certificate III in Maritime Operations (Marine Cookery)

› Certificate IV in Maritime Operations (Chief Integrated Rating).

The following work has been completed and submitted for endorsement:

› Development of an Integrated Ratings Skill Set and units of competency for anchor handling, which cover safe anchor handling operations for offshore installations from Anchor Handling Tug Supply (AHTS) vessels

› Development of Integrated Ratings Skill Sets and units of competency for safe cargo operations, which covers cargo and other deck operations for the safe operation of offshore supply vessels

› The following Skill Sets and associated units of competency for radio operators:

› Australian Territorial Waters VHF Radio Operator’s Skill Set

› Marine Radio Operator’s VHF and HF Skill Set

› Marine Radio Operator’s VHF Skill Set

› The Fast Rescue Craft Operations Skill Set and associated unit of competency.

The development of STCW yachting qualifications has started with the establishment of a Steering Committee, which held its first meeting in November 2014. The qualifications will be at Masters level, covering both motor and sail, and

MARITIME


© TLISC 37

are being developed in consultation with AMSA, industry representatives and Superyacht Australia with alignment to international maritime requirements.

A new qualification for Marina Operators has been signed off by the Steering Committee at a final meeting

in late November. The qualification is the first of its kind in an industry sector that has never before had formally recognised training. During development, the draft materials were circulated to more than 350 marina operators across Australia.

Uptake

TABLE 3.4 MARITIME TRAINING PACKAGES – NATIONAL UPTAKE




Apprentices and trainees in-training 177 187 163 129 96

Apprentices and trainee completions 62 78 64 64 68


Continuous improvement Maritime continuous improvement activities scheduled for 2015 include:

› Round 2 transition of ocean-going qualifications in the MAR13 Maritime Training Package into the MAR Maritime Training Package

› Scoping the need for the development of an integrated qualification structure and/or Skill Sets for the Ratings stream from the General Purpose Hand level to the Chief Integrated Rating level

› Development of a Skill Set for advanced training for oil tanker cargo, incorporating STCW (Standards of Training, Certification and Watchkeeping) Table AV/1-2 and MO3 (Marine Order 3) endorsement

› Development of a Skill Set for advanced training for oil chemical tanker cargo, incorporating STCW Table A-/1-1-3 and MO3 endorsement

› Development of a Skill Set for advanced training for liquefied gas tankers, incorporating STCW Table A-V/1-2-2 and MO3 endorsement

› Development of Skill Sets for Tanker Familiarisation

› Development of a Skill Set for proficiency in Ro-Ro and passenger ship operations incorporating STCW Table A-V1/2

› Continuing the development of STCW yachting qualifications for large commercial and private yachts.

S E C T I O N 4

FUTURE DIRECTIONS FOR ENDORSED COMPONENTS OF

TRAINING PACKAGES

© TLISC 39


The vocational education and training (VET) system in Australia comprises two elements: Training Packages, which provide the national standards for skills, and the VET Quality Framework, which brings national consistency to the way training providers are registered and monitored.

The VET system serves a wide range of clients: industry at a broad level; individual enterprises; learners seeking to enter into a job; existing workers wanting to upskill; and people yet to achieve the most basic employability, literacy and numeracy skills required to function effectively in society. VET is more than an educational framework; it is an economic strategy designed to equip individuals and organisations with the capability to deliver the productivity outcomes to sustain Australia’s future prosperity.

The purpose of the VET system is to establish a highly skilled, adaptive and mobile workforce with skills that can be easily recognised across jurisdictions and between enterprises. It is for this reason that the voice of industry in determining the standards and the processes for endorsing them must be the central one.

The strategic importance and role of Training Packages in economic development cannot be overstated:

“Countries that out-skill us will out-compete us in what’s widely recognised as a global skills race. We need the VET system and policy makers to understand that Industry Training Packages aren’t just a codification of skills and knowledge needed to work effectively in a given job role, they’re one of industry’s most prized strategic assets in building a world class workforce and securing our position in the global economy.”

Joint media statement, June 2013 – Australian Chamber of Commerce and Industry, Australian Industry Group, Australian Council of Trade Unions at their signing of the Industry Compact that reaffirmed their support for the centrality of Training Packages in the VET system.

VET reformVET reform is a significant component of the Federal Government Industry Innovation and Competitiveness Agenda.

The aim of this reform process is to lay the platform for enhanced productivity, jobs growth and greater prosperity for industry and the Australian economy by focusing on six objectives:

1 Better governance

2 Qualifications that meet industry needs

3 Trade apprenticeships that are appropriately valued and utilised as a career pathway

4 More responsive and fair regulation

5 Better access to consumer information

6 Better targeting of funding.

The reform process is being driven by the release of two discussion papers and a series of national consultations. The first paper, Industry Engagement in Training Package Development – Towards a Contestable Model, seeks views and suggestions about contestable approaches to the development of Training Packages. The second paper, Review of Training Packages and Accredited Courses, is designed to start a conversation with industry, employers, training providers and students about whether Training Packages and accredited courses are meeting their needs and the needs of the economy more broadly.

Training Packages specify the skills and knowledge required to perform effectively in the workplace; they are not curriculum and do not prescribe how an individual should be trained. RTOs use Training Packages as the basis for developing learning strategies to support individual learners’ needs, abilities and circumstances. It is estimated that Training Packages cover around 85 per cent of occupations within the Australian economy.

Training Packages have many uses beyond providing the standards and qualification structures against which RTOs train and formally assess the skills of individuals. In their submission to the first discussion paper, a collective of Transport and Logistics organisations identified the following benefits from their engagement with the Training Packages that TLISC administers:

VET AND THE ECONOMY

F U T U R E D I R E C T I O N S F O R E N D O R S E D C O M P O N E N T S O F T R A I N I N G PA C K A G E S


› “Recognition of Heavy Vehicle Licences and High Risk Work Licences in all states and territories, thus removing the need for and cost of retraining and assessment. This creates efficiency for business and supports workforce mobility. This outcome was achieved through development of competency standards in the Transport and Logistics Training Package.

› “Industry validated and nationally accredited competency standards developed to meet the employer requirements of Chain of Responsibility legislation supporting streamlined regulatory compliance by industry.

› “Alignment of regulatory and workforce outcomes in the Aviation industry removing the need to duplicate training and enabling workforce mobility, including between Defence and Civilian working environments achieved through the development of the Aviation Training Package.

› “Alignment of national and international regulatory requirements and workforce outcomes in the Maritime Industry removing the need to duplicate training and supporting workforce mobility through the development of the Maritime Training Package.

› “Supporting the implementation of Rail Safety requirements through vocational training for Rail workers, removing duplication of effort and providing efficiency for employers. Arising from the development of rail specific competency standards, skill sets and qualifications in the Transport and Logistics Training Package.”

These outcomes are the result of TLISC bringing together industry representatives from diverse interests and perspectives to determine the standards required. The independence of TLISC is an important feature in this process, enabling otherwise competing organisations to agree on shared skills priorities for the benefit of industry as a whole.

Development and maintenance of Training Packages is a rigorous, highly technical and ongoing process to ensure that qualifications and Skill Sets reflect both the current and emerging needs of industry. It involves high-level negotiation skills and technical expertise to produce standards that are forward looking and acceptable to national and regional enterprises, all scales of business, industry bodies, regulators and licensing bodies, and state and territory governments, that meet all policy requirements, and at the same time support the broader economic priorities of government. It is a complex, often fraught environment requiring the resolution of diverse and often divergent stakeholder views from national through to local levels.

Future requirements of the VET systemA challenge for the VET system and policy is to ensure that industry can get the skills required, particularly during times of rapid and constant change. In the longer term it is necessary to consider how skills can be developed for jobs that do not yet exist. Broader definitions of skills are emerging and the

need for flexibility in formal qualification structures is recognised.

The VET system in Australia is founded on three key principles:

› Industry leadership – Industry defines the content of Training Packages and provides advice on the national priorities for the VET system

› National recognition – Training Packages form the central currency of the VET system and ensure that regardless of where within Australia the training takes place, a learner’s skills are recognised and portable between enterprises and across jurisdictional boundaries

› National consistency – Standards for the registration and monitoring of registered training organisations (RTOs) assure the quality of training and assessment regardless of RTO location, scale or delivery mode.

Strengthening of these principles through the VET reform process is paramount. Companies are increasingly being called upon to invest and co-invest in the skills development of their workforce – a trend that will only increase as budgetary pressures continue at the same time as Australia’s human capital becomes more pivotal to the economic competitiveness of the nation. Industry preparedness to support and increase its investment in a national VET system is dependent on being given a determinative voice, assurance of quality outcomes and systemic transparency of individual RTO performance.

While the VET system provides a national framework, there is already considerable room to customise the approach and process at the implementation stage. This flexibility to meet the needs of employers while maintaining national consistency is a critical feature in ensuring the system remains relevant in the future. There are some challenges in balancing these requirements:

› Having different federal and state funding and skills priority models contributes to difficulties in implementing national standards and frameworks with consistent outcomes.

› Providing enough detail in the framework to ensure consistent quality outcomes without creating dysfunctional rigidity in implementation.

TLISC, like all industry skills councils, is part way through the extensive redevelopment of the Training Packages it administers to ensure compliance with the 2012 Standards for Training Packages. This activity is a requirement of the Commonwealth, and in the main it involves separating out performance standards and assessment requirements from guidance and supporting information to create a clear and simple statement of industry’s requirements.

The vast majority of industry stakeholders have indicated the VET reform agenda needs to quickly deal with the real blockages in the system to ensure that further change to Training Package policy and adoption of the new standards will have a positive impact on the quality of skills in the workforce. These blockages are:

© TLISC 43

› addressing market failure (ensuring employers and learners can easily distinguish between the quality and performance of the 4,500 RTOs)

› improving the quality of training and assessment (including practitioner capability and industry currency)

› better targeting of VET funding

› streamlining governance and regulation.

To remain relevant for the future Australian workforce, qualification design will need to enable both global relevance and local flexibility and support the development of adaptable and broadly applicable workforce skills as well as niche industry specialisation. The rate and impact of technological changes in the supply chains underpinned by the Transport and Logistics Industry is increasing this challenge. Competitive performance across the economy is reliant on a Transport and Logistics workforce that is agile and highly skilled.

Employers who participated in TLISC’s 2015 E-Scan consultations overwhelmingly agreed that nationally recognised skills and qualifications underpin the mobility of skilled labour and provide benchmarks for recognising informal learning and experience.

Employers and RTOs alike reported growth in demand for specific or just-in-time training with targeted outcomes delivered in short or compressed timeframes.

This growth is reflected in an increasing demand for the development of Skill Sets in Training Packages through

the Continuous Improvement process. Employers still want national standards and portability and are supportive of the notion of the workforce achieving full qualifications – but this is not the primary driver.

Skill Sets are considered a useful option to address business needs for a cost-effective, time-efficient, bite-sized solution for equipping workers with valuable skills. Skill Sets can act as significant pathways to further learning and qualifications in a complementary system to meet the industry’s requirement for adaptive and flexible responses, while retaining the opportunity for broader national recognition.

Mismatches need addressingFigure 4.1 compares the forecast training needs of the Transport and Logistics Industry between 2013 and 2017 by qualification levels with recent VET enrolments (2010-13).

As the Transport and Logistics workforce is increasingly required to operate complex technology in a highly technical environment, the demand for qualifications at the Certificate IV level and below is declining in many areas, squeezed by both the demand for higher-level qualifications and the growing use of Skill Sets.

Current VET enrolments are disproportionately high in Certificate I/II and Certificate III/IV qualifications. In order to respond to the pressing workforce needs of the industry, it is critical to encourage student enrolments in Diploma and Advanced Diploma-level qualifications in the coming years.

FIGURE 4.1 COMPARISON OF IDENTIFIED TRAINING NEEDS BY LEVEL AND RECENT UPTAKE OF TLISC QUALIFICATIONS

TRAINING NEEDS IN

TRANSPORT AND

LOGISTICS INDUSTRY

COURSES ENROLMENTS

IN TLISC QUALIFICATIONS

2010-13

CERTIFICATE I/II CERTIFICATE III/IV ADVANCED DIPLOMA/DIPLOMA HIGHER EDUCATION

4% 42% 28% 25%

69%29% 2%

APPENDICESS E C T I O N 5

APPENDIX AREPORT ON PREVIOUS CONTINUOUS IMPROVEMENT ACTIVITY

TLI10 TRANSPORT & LOGISTICS TRAINING PACKAGE

Brief summary of change

Industry imperatives/rationale for change

Date submitted to NSSC secretariat

Date endorsed by NSSC or ISC upgrade

Date made public through training.gov.au

No activities have been submitted to the NSSC or endorsing body in 2014.

Throughout 2014 TLISC worked closely with stakeholders from across the sector to align all TLI Training Package products to the Standards for Training Packages. This process involves the following stages:

1 Commencement – consultation with industry and advisory groups

2 Transition – to new templates

3 Verification – identify changes/major review issues

4 Validation – of edits with industry stakeholders

5 Submission – for endorsement.

While undertaking this work with stakeholders, other identified issues were addressed to ensure all qualifications, units of competency and Skill Sets meet the needs of industry. All TLI Training Package products are undergoing final validation with stakeholders and will be submitted for endorsement throughout 2015. These activities span the following Transport and Logistics sectors: Warehousing and Logistics; Driving Instructors; Driving Operations; Stevedores and Mobile Cranes; International Freight Forwarders and Customs Brokers; Materiel and Deployment Logistics; Furniture Removal; Traffic Operations; Waste Drivers; Bus and Coach Operations; Rail Infrastructure; Track Protection; Train Driving; Rail Control; and Rail Operations.

REPORT ON PREVIOUS CONTINUOUS IMPROVEMENT ACTIVITY

AVI08 AVIATION TRAINING PACKAGE






No activities have been submitted to the NSSC or endorsing body in 2014.



Throughout 2014 TLISC worked closely with stakeholders from across the sector to align all AVI Training Package products to the Standards for Training Packages. This process involves the following stages:






While undertaking this work with stakeholders, other identified issues were addressed to ensure all qualifications, units of competency and Skill Sets meet the needs of industry. All AVI Training Package products are undergoing final validation with stakeholders and will be submitted for endorsement throughout 2015. These activities span the following Aviation sectors: Aerodrome Operations; Air Traffic Control; Aviation Transport Protection; Flight Operations; Flight Instruction; Ground Operations and Service; Helicopter Crewman; and Remotely Piloted Aircraft Systems.

REPORT ON PREVIOUS CONTINUOUS IMPROVEMENT ACTIVITY

MAR13/MAR MARITIME TRAINING PACKAGE






Revised ocean-going qualifications, Skill Sets and units of competency incorporated in MAR Maritime Training Package

Review qualifications/units of competency to align with the VET/Training Package policy requirements

Marine Surveying, Marine Engine Driver Steam, Engineer Watchkeeping, Marine Engineering Class 1 and Class 2

December 2014 18 February 2015 27 February 2015

Develop a new Integrated Rating Skill Set in Anchor Handling Familiarisation

Develop new Skill Set to align with an existing job role/task


Develop a new Integrated Rating Skill Set for Offshore Familiarisation

Develop new Skill Set to align with an existing job role/task


Continued

© TLISC 49

Develop a Radio Operators Skill Set for Marine Radio Operators Certificate of Proficiency (MROCP) and Marine Radio Operations VHS Certificate of Proficiency (MROCVP) and a new Australian Waters Qualification/ Skill Set

Develop new Skill Set to align with existing job role/task and regulatory requirements

Requested by the Australian Communications and Media Authority (ACMA)


Develop a Fast Rescue Craft Skill Set incorporating MO3 endorsement

Develop a new Skill Set to align with an existing job role/task and current regulatory requirements


Throughout 2014 TLISC worked closely with stakeholders from across the sector to align all remaining MAR Training Package products to the Standards for Training Packages. This process involves the following stages:






While undertaking this work with stakeholders, other identified issues were addressed to ensure all qualifications, units of competency and Skill Sets meet the needs of industry. All remaining MAR Training Package products are undergoing final validation with stakeholders and will be submitted for endorsement throughout 2015. These activities span the following Maritime sectors: Linespersons; Integrated Ratings; Marine Cooks; Ships Masters; and Watch Keepers.

APPENDIX B2015 Environmental Scan methodology and timelines

The Transport and Logistics Industry Skills Council (TLISC) uses a variety of intelligence and information-gathering methods throughout the year to inform its annual E-Scan.

For the 2015 E-Scan, this process started after the release of the 2014 E-Scan. Contemporary industry intelligence has been obtained from sources including:

› ongoing dialogue and consultation with key stakeholders from industry, including TLISC’s technical working groups, TLISC’s strategic advisory groups, RTOs, enterprises and companies, peak bodies and industry associations, employee associations and unions, and regulators and government representatives

› attendance and presentations at key industry conferences and forums

› monitoring of media, internet and research publications for cataloguing and inclusion in the Transport Education e-Library (www.transportlibrary.com.au).

These activities inform the ongoing work of TLISC and directly contribute to the E-Scan development process. In addition, several dedicated intelligence-gathering methods were developed and used to inform the 2015 E-Scan (see next page). The survey instruments that underpin the data collection were reviewed and updated in 2014.

Call for submissions

TLISC invited key industry stakeholders to make a submission to inform the research that underpins the E-Scan. The submission template was made available on TLISC’s website.

22 September 2014 – 22 October 2014

Face-to-face interviews with industry stakeholders

A range of organisations and technical advisory groups were interviewed during the development of the 2015 E-Scan. Responses to targeted questions were compiled.

Ongoing

Skills in Demand survey

An updated survey was distributed via TLISC’s stakeholder database seeking information on occupations in skills shortage. A marketing campaign publicised the survey through media and industry journals. The survey was also made available on the TLISC website.

13 October 2014 – 21 October 2014

Transport and Logistics Employer Survey

A revised survey targeting Transport and Logistics employers was distributed via TLISC’s stakeholder database seeking comprehensive advice about the workforce development and skill needs of the Transport and Logistics Industry.


RTO survey

An updated survey targeting RTOs was distributed via TLISC’s stakeholder database seeking information about the uptake of Training Packages and challenges faced by RTOs in running their business. The survey was also made available on the TLISC website.


Industry validation

Key findings were validated with industry. They were published on TLISC’s website and feedback was sought before the E-Scan was finalised.

January 2015

Industry intelligence from all sources is compiled and analysed from December to January. The annual E-Scan is written and published in print and electronic formats in late February.

© TLISC 51


APPENDIX COccupations and Qualifications in Demand Table

Logistics

ANZSCO code OccupationTraining Package qualification

Justification/evidence (qualitative and/or quantitative)

591212 –

Import-Export Clerk

Customs Brokers

Freight Forwarding Operators

TLI31310 Certificate III in International Freight Forwarding (Operator)

TLI41610 Certificate IV in International Freight Forwarding (Senior Operator)

TLI50310 Diploma of International Freight Forwarding

TLI50813 Diploma of Customs Broking

The activities of customs brokers and freight forwarders are closely linked, with many enterprises participating in both sectors.1 Freight forwarders in the rail, air and sea freight sectors purchase transport volume in bulk to achieve economies of scale. They then on-sell this space to manufacturers, retailers and wholesalers, consolidating individual orders to use the total transport volume booked.

Small volumes of freight associated with the growth in personal supply chains are an increasingly significant feature of these activities. With the increase in e-commerce, market demand has increased for smaller volumes shipped more regularly. The role of freight forwarders in load consolidation has become more prominent.2

Traditionally, customs brokers have been located at ports, managing the entry of imports and, to a lesser degree, facilitating exports. However, online shopping has introduced a substantial amount of inbound airfreight, reshaping the business models and processes of customs brokering firms. The increased demand for customs clearance of dedicated air cargo is creating a demand for specialisation within existing occupations.3

© TLISC 53



74111 – Storeperson

Store Assistant/Warehouse Assistant

TLI21610 Certificate II in Warehousing Operations

TLI31610 Certificate III in Warehousing Operations

About 5,000 new storeperson jobs are forecast nationally in 2015.4 This occupation is crucial in responding to the increases in freight demand across the economy.5

These roles are attracting people from diverse areas of the workforce. In some areas, increased casualisation is being used by employers to allow flexibility in meeting fluctuating demand, which attracts workers who prefer to work flexibly.6 This also contributes to the high turnover in entry-level positions.

RTOs have indicated that career changers, people returning to the workforce and workers displaced by restructuring in other industries have found employment opportunities in logistics and warehousing after retraining.7

Employers have expressed a preference for meeting labour demands through direct recruitment and then upskilling around the critical requirements of their business, including service delivery processes, standards and systems.8 The introduction of technology is changing the demands of this job role and training delivery has to align with new requirements – for example, stock tracking systems, voice picking and increased automation, and service delivery performance standards.

721311 – Forklift Driver

Forklift Operator

Container Forklift Operator (including Reach Stacker)

TLI21610 Certificate II in Warehousing Operations

TLI31610 Certificate III in Warehousing Operations

About 2,600 new Forklift Driver jobs are forecast nationally in 2015.9 An increase in the number of warehouses and intermodal facilities in response to Australia’s growing domestic and international freight task will cause strong demand for this occupation at least through to 2017.

Qualified Forklift Operators are highly sought by employers and candidates are able to use a forklift licence as an entry to the sector, although relevant experience is also preferred.10

Participation rates of women are increasing in this occupation, particularly in relation to online shopping order fulfilment. Where mechanisation in warehousing and distribution centres has reduced the amount of manual handling and heavy lifting, the work environment has become a more attractive employment option and people are becoming aware of the career opportunities.11 Computer, administration and organisational skills are also required.

Experienced Forklift Operators who have experience with reach stackers are in demand during high volume periods.12,13




242211 – Vocational Education Teacher

Transport and Logistics Trainer/Assessor

TAE40110 Certificate IV in Training and Assessment

Stakeholder feedback indicates that this occupation remains in shortage.14,15 73.6% of RTO respondents said they had needed to recruit trainers or assessors over the previous 12 months.16 There were significant challenges in filling these roles, attributed to a general shortage of skilled and qualified assessors.17

Increases in the number of distribution centres as part of purpose-built supply hubs mean that the warehouse environment is becoming more sophisticated with high investment in new technology.18 As a result, existing warehouse personnel need to develop more complex skills to ensure that companies realise anticipated productivity benefits from the investment. Analytical and problem-solving skills in relation to the interpretation of real-time data are an important part of customer service.

The effect of technology on customising logistics processes and work systems highlights the importance of up-to-date technical expertise in trainers and assessors. Some employers use a model where training is provided in-house by workplace trainers with the trainer/assessor Skill Set and trainee assessment is carried out by an external (and qualified) assessor.19

RTOs have indicated that a more holistic trainer is required as the role now requires industry engagement and developing tailored learning resources.20 Trainers who do not get out of the classroom have difficulty in acquiring an understanding of the business context of a supply chain, which is critical to teaching job-related skills and competencies. Increasing variation in the technology being applied in logistics businesses and business process/design means that industry engagement is critical to training solutions.

133611 – Supply and Distribution Manager

591112 – Production Clerk (Formerly Schedule Clerk), Logistics Clerk specialisation

Allocators/Schedulers

The role relates to the rostering of people and the allocation of resources within projects in accordance with regulatory and budget requirements. The demands of this role are increasingly specialised including compliance systems, Chain of Responsibility, occupational health and safety systems, and fatigue management. Contingency planning and risk management are also critical aspects of this role as well as the coordination and management of people, equipment and resources for service delivery is critical to performance and profitability.21

This role has increased in significance as supply chains have become more diverse and technologically complex.

Industry has raised the need for the skills of schedulers to be defined in the Training Package to enable recognition of the specialised nature of the role.22,23

© TLISC 55



149413 – Transport Company Manager


Transport/Logistics Manager (Supply Chain Manager,

Compliance Manager)

TLI42010 Certificate IV in Logistics

TLI50410 Diploma of Logistics

These occupations are in shortage and are likely to remain in demand due to the continued growth in the freight task.24 In this sector, access to staff skilled in fleet and supply chain management is especially critical to ensure maximum capacity is used.25,26 There is high demand for specialised Transport/Logistics Managers in a range of areas; for example, technology, supply chain services and technical experience with specialised products, rather than industry or sector-wide shortages.

Ongoing growth in warehousing activities, in particular the segment associated with e-commerce, is driving this demand. Small to medium-sized businesses are creating new management positions in an effort to improve efficiency. These roles vary across organisations and depend on the nature of the business. Many larger companies provide a diverse range of services. Smaller operators tend to be more specialised, often focusing on a single segment.27

Data analysis and interpretation skills are increasingly important in management roles, including for work system and process design and asset management. The emphasis is on operational and technical understanding, not only IT skills. With increasingly sophisticated in-house systems, employers have indicated advantages in internal training and development programs. Retention strategies become significant with investment in these programs. 28

Transport Managers who have a supply-chain skill set and experience are highly sought after by employers across the economy.

Compliance Managers are included in this classification, reflecting the need for increased expertise on work processes, OH&S systems and chain of responsibility requirements in service delivery.

Logistics endnotes

1,2,28 IBISWorld. Integrated Logistics. Market Research Report X0016. IBISWorld, Melbourne, October 2014.

3,5,22,23,25 TLISC. Skills in Demand Survey. 2015.

4,9 Centre for the Economics of Education and Training: Transport and Logistics Industry Skills Council. Australian Transport and Logistics Industry Forecasts of Labour and Skill Requirements 2013-17. TLISC, Melbourne, 2013.

6,14,20,24 TLISC Transport and Logistics Industry E-Scan consultation, November 2014.

7,11,16,17,18 TLISC. RTO Survey. 2015.

8 TLISC TAFE Advisory Committee Consultation, November 2014.

9,15,29 TLISC. Employer Survey. 2015.

12 Patty A. Online shopping builds a secret army of warehouse workers. Sydney Morning Herald. 12 August 2014.

13 Hays. Hays Quarterly Report. January–March 2015.

19 Johanson S. TNT builds superhub at Melbourne Airport. Sydney Morning Herald. 10 September 2014.

21 TLISC RTO E-Scan consultation, November 2014.

26 IBISWorld. Road Freight Transport in Australia. Market Research Report I4610. IBISWorld, Melbourne, September 2014.

27 Hays. Hays Quarterly Report. October – December 2014.



Road Transport



733111 – Truck Driver (General)

Truck Driver (General, Freight, Multi-Combination, B-Double)

TLI21210 Certificate II in Driving Operations

TLI31210 Certificate III in Driving Operations

With Australia’s freight task set to double by 2020, this occupation remains in demand and this is likely to continue at least in the short term.1 An ageing workforce and challenges in attracting new entrants are the main contributing factors, despite an easing in competition with the slowdown in the mining and resource industries.2

Broader skills such as customer service, problem solving enabling real-time action on the job, and the sustainable, safe and efficient operation of a truck as a valuable asset are increasingly sought after by employers. About 5,900 new Truck Driver jobs are forecast nationally in 2015.3

The limited numbers of women and young people attracted to the sector have been restricting the available pool of labour.4 Some sections have called for Truck Drivers to be eligible for 457 Temporary Resident visas, although counter arguments have been put forward.

Continued efforts in raising the profile of road transport, its diversity across the economy and the skill development opportunities it offers are critical in addressing the persistent negative image and attracting new entrants.

In regions where there are higher levels of demand coupled with labour mobility, there are no guarantees of a return in training investment. Costs associated with licensing younger drivers can be prohibitive and this is a further disincentive to their recruitment.5

Addressing these skill demands is becoming critical as employment is expected to grow more strongly than in the past five years as capacity is increased through more drivers and vehicles, rather than growth in the number of significantly larger vehicles.6

© TLISC 57



723111 – Delivery Driver

Delivery Driver (M/R – H/R licence)

TLI21210 Certificate II in Driving Operations

TLI31210 Certificate III in Driving Operations

See Truck Driver comments.

About 2,500 new Delivery Driver jobs are forecast nationally in 2015. 7 In addition to the factors driving the demand for Truck Drivers generally, expected growth in online retail and e-commerce will continue to have a significant impact on the demand for Delivery Drivers. Suppliers are increasingly looking to delivery cost structures as a point of difference in these segments.8 The remuneration structures and terms of engagement of Delivery Drivers will come under increasing pressure, which could add to difficulties in attracting the new entrants required to service increasing demands.

The increasing adoption of e-commerce platforms by Australian retailers is expected to support industry expansion in the five years through to 2018-19.9

Workers will need skills to deal with evolving technology and systems and to respond to real-time data that affects performance of their role. The need for upskilling of parts of the existing workforce to address the changing skills mix is challenging.10

For online retailers, the Delivery Driver is the last step in the sales process and quite often the only person who has a direct relationship with the customer.11 Customer service skills incorporating the use of available information affecting service delivery are increasingly significant.12,13

731211 – Bus Driver

731212 – Charter and Tour Bus Driver

731213 – Passenger Coach Driver

Bus Driver TLI31210 Certificate III in Driving Operations

Industry stakeholders report that this occupation is still in shortage.14 About 2,400 new Bus and Coach Driver jobs are forecast nationally in 2015.15

A growing workforce, rising population and increasing urban density are driving strong demand for more Bus Drivers in commuter markets.16

Federal and state government infrastructure investment is significant across all major markets.

Competition for skilled Bus Drivers varies in regional areas and can be particularly strong in areas affected by activity in mining and resources industries. As these industries slow, forecast increases in tourism will add to the demand for chartered services.17




149411 – Fleet Manager

591112 – Production Clerk (Formerly Schedule Clerk), Delivery Clerk specialisation

Allocator/Scheduler

The role relates to the rostering of people and the allocation of resources within projects in accordance with regulatory and budget requirements. The demands of this role are increasingly specialised including compliance systems, Chain of Responsibility, occupational health and safety systems, and fatigue management. Contingency planning and risk management are also critical aspects of this role as well as the coordination and management of people, equipment and resources for service delivery is critical to performance and profitability.18

This role has increased in significance as supply chains have become more diverse and technologically complex.

Industry has raised the need for the skills of schedulers to be defined in the Training Package to enable recognition of the specialised nature of the role.19,20

149413 – Transport Company Manager


Transport/Logistics Manager (Supply Chain Management,

Compliance Manager)

TLI42010 Certificate IV in Logistics

TLI50410 Diploma of Logistics

This occupation is in shortage and is likely to remain in demand due to the continued growth in the freight task.21 Transport Managers who have a supply-chain skill set and experience are highly sought after by employers across the economy.22

These roles vary across organisations and depend on the nature of the transport business being conducted. Many larger firms provide a diverse range of services and subcontract the actual driving to owner-operators.23

Access to skilled staff, especially in fleet and supply chain management, is critical to ensure maximum capacity is used.24 The skills to use the data available in problem-solving and business management functions can be complex. For example:

Compliance systems for chain of responsibility and other regulatory requirements such as health and safety systems and fatigue management

Interpreting real-time data to identify exceptions and ensure corrective action is taken

Planning and predicting skills (service delivery process, fluctuations in demand etc.)

Reporting and analytics based on vehicle optimisation data.

Employers have identified IT and problem solving as significant skills required in their workplaces.25

© TLISC 59




Workplace Trainer and Assessor –transport industry specific

TLI41310 Certificate IV in Transport and Logistics (Road Transport – Heavy Vehicle Driving Instruction)


As in previous years, this is an occupation still in shortage.26 According to the TLISC 2015 E-Scan RTO survey, 73.6% of respondents stated that they needed to recruit Trainers or Assessors over the past 12 months.27

There were significant challenges in filling these roles due to a shortage of skilled and qualified Assessors.28

The increasing shortage is expected to have a significant impact on the Transport and Logistics Industry, as businesses will struggle to realise productivity benefits associated with upskilling if they cannot access skilled and experienced Trainers and Assessors.

The effect of technology on vehicle operation and design emphasises the importance of up-to-date technical expertise in Trainers and Assessors as well as in the vehicles used for training and assessment purposes.29

The shortage of Trainers and Assessors for heavy vehicles and operational roles generally is due largely to the lower remuneration rates they receive compared with the income they can make by returning to a frontline role.30 Employers have also noted that a good driver with the required technical skills does not automatically make an effective Trainer or Assessor. There is an opportunity cost in taking this person out of an operation and developing them into a Trainer or Assessor.31

Road Transport endnotes

1 ACIL Allen Consulting/Australian Logistics Council. The Economic Significance of the Australian Logistics Industry. ACIL Allen Consulting/Australian Logistics Council, Canberra 2014. Available from http://austlogistics.com.au/wp-content/uploads/2014/07/Economic-Significance-of-the-Australian-Logistics-Indsutry-FINAL.pdf. Accessed January 2015.

2 TLISC. Skills in Demand Survey. 2015.

3,4,7,15 Centre for the Economics of Education and Training: Transport and Logistics Industry Skills Council. Australian Transport and Logistics Industry Forecasts of Labour and Skill Requirements 2013-17. TLISC, Melbourne, 2013.

5,10,25,26 TLISC. Employer Survey. 2015.

6,23,24 IBISWorld. Road Freight Transport in Australia. Market Research Report I4610. IBISWorld, Melbourne, September 2014.

8 Forster E. E-tailers chase tomorrow’s consumer. Australian Financial Review. 24 September 2014.

9 IBISWorld. Courier Pick Up and Delivery Services in Australia. Market Research Report 15102. IBISWorld, Melbourne, November 2013.

11 PricewaterhouseCoopers. Transportation & Logistics 2030, Volume 5: Winning the talent race. March 2012.

12 Howarth B. The Retail Revolution. Qantas Inflight Magazine. May 2014. Available from www.qantas.com.au/infodetail/flying/inTheAir/inflightMagazine/specialReportEcommerce.pdf. Accessed January 2015.

13 Australasian Transport News. Star Track is a rock for Australia Post [webpage]. Australasian Transport News, 5 September 2014. Available from www.fullyloaded.com.au/industry-news/1409/startrack-is-a-rock-for-australia-post. Accessed January 2015.

14,18,19,21 TLISC. Skills in Demand Survey. 2015.

16 Bureau of Infrastructure, Transport and Regional Economics. Population growth, jobs growth and commuting flows – a comparison of Australia’s four largest cities. Report 142. Department of Infrastructure and Regional Development, Canberra, ACT, 2013.

17 IBISWorld. Integrated Logistics in Australia. Market Research Report X0016. IBISWorld, Melbourne, September 2014.

20 TLISC Transport and Logistics Industry E-Scan consultation, November 2014.

22 Hays. Hays Quarterly Report. October – December 2014.

27,28 TLISC. RTO Survey. 2015.

29,30,32 TLISC Driving Operations Committee consultation, 23 October 2014.

31,33 T&L Advisory Committee consultations, October 2014.

http://austlogistics.com.au/wp-content/uploads/2014/07/Economic-Significance-of-the-Australian-Logistics-Indsutry-FINAL.pdf



http://www.qantas.com.au/infodetail/flying/inTheAir/inflightMagazine/specialReportEcommerce.pdf



http://www.fullyloaded.com.au/industry-news/1409/startrack-is-a-rock-for-australia-post

http://www.fullyloaded.com.au/industry-news/1409/startrack-is-a-rock-for-australia-post



Rail



731311 – Train Driver

Locomotive Driver, Train Driver

TLI32410 Certificate III in Transport and Logistics (Rail Operations)

TLI40410 Certificate IV in Transport and Logistics (Rail Operations)

This occupation is in shortage.1 Shortages tend to be location-specific and are often felt more keenly in rural and remote areas, particularly with the expansion of rail infrastructure. Despite the slowdown in new mining and resources projects, the rail sector plays a central role in ensuring the cost-effective transport of bulk output from existing projects to ports and processing facilities. Grain haulage and movement of other agricultural produce from rural areas by rail is also creating demand.2,3

Recertification requirements for Train Drivers increase the cost and time pressures associated with training programs for employers. This exacerbates the shortages, particularly at times when flexibility is needed to address an upturn in business.4

The shortage is affecting opportunities for new business. Labour hire is used, which can mask the shortages, but when spikes/upturns occur in business there is a limited pool of casual labour to draw from.5

More generally, reasons for shortages include:

› an increase in road congestion around major ports, particularly Melbourne and Sydney. This has led to an expansion of rail links out of ports to secondary warehouse sites for processing6

› growth in rail passenger transport as urban congestion and the cost of driving and parking in cities increase7

› bulk freight transport by rail has grown and is predicted to continue to increase, driven by increased mining production volumes from existing projects and agricultural exports8

› low female participation (7%9), which compounds problems of attracting a diverse workforce

› an ageing workforce with more than 60% of Train Drivers aged over 45.10

© TLISC 61



821611 – Railway Track Worker

721914 – Railway Track Plant Operator

Railway Track Worker

Railway Track Plant Operator

Team Leader Infrastructure

TLI21311 Certificate II in Rail Infrastructure

TLI31811 Certificate III in Rail Track Surfacing

TLI32111 Certificate III in Rail Structures

TLI32511 Certificate III in Rail Infrastructure

TLI42311 Certificate IV in Rail Infrastructure

This occupation is in high demand, with ongoing activity in railway track infrastructure contributing to localised shortages.11,12 There are 300 new jobs for Railway Track Workers forecast nationally for 2015.13

The shortages tend to vary on a regional basis and where labour markets are tight the rail sector can find it difficult to attract labour.14

As with the occupation of Train Driver, Railway Track Workers tend to be male (96% versus 4% female).15

Again, the lack of diversity in the workforce can contribute to problems with attracting workers and the sector has struggled with its image as a choice of career.

341111 – Railway Signal Electrician

Railway Signal Technician/Overhead

Wiring Technician,

Signal Maintainer

UEE41211 Certificate IV in Electrical – Rail Signalling

TLII31913 Certificate III in Mechanical Rail Signalling

This occupation is in shortage.16 There is a shortage of suitably qualified and experienced workers, largely due to an inability to train students across rail networks. This shortage is exacerbated by the fact that only one RTO in Australia is accredited to deliver the qualifications associated with this occupation.17

Factors contributing to a shortage in these skills include:

› a reduction in RTO providers coupled with the high cost of training. With the difficulty in getting the required qualification and some employers demanding the qualification as a prerequisite, the barrier to employment is obvious.18

› the breadth of networks in Australia and variations in signalling systems. This means that qualified maintenance people cannot readily transfer between states or across train networks.

133111 – Construction Project Manager

Supervisor/Project Manager

Occupation identified as a skill shortage – aligns to a higher education qualification. Included here owing to interdependence with related VET qualification.

This occupation is in high demand. Team Leaders in rail infrastructure are particularly required and workers with strong technical skills need to develop supervisory skills. There is a need for mentoring and leadership programs that educate workers on these pathways and give them confidence to undertake further development.19 Literacy skills can be a barrier in some cases.





Workplace Trainer and Assessor – rail industry specific


The shortage in this occupation continues.20 Trainers and Assessors have tended to seek out more highly paid positions using their technical skills and have not returned to training roles in sufficient numbers. With the uptake of advanced technology increasing across the sector, Trainers and Assessors with systems and technological expertise will be in high demand.

Employers have reported that programs to increase awareness and encourage people to think of this role as an alternative career pathway and employment opportunity would be useful.21

233311 – Civil Engineer

233214 – Structural Engineer

233215 – Transport Engineer

Rail Signalling Engineer

Occupation identified as a skill shortage – aligns to a higher education qualification. Included here owing to interdependence with related VET qualification.

Although Engineers Australia reports that the situation in the engineering labour market has eased with reductions in vacancies in the second half of 2014,22 this occupation is in shortage.23 There is competition with other industries for engineers, which is exacerbated by the rail sector’s image and difficulty in attracting workers seeking a career.24

Rail endnotes

1,4,12,16,17,18,19,21,23 TLISC Rail sector consultation, October. 2014.

2 Bureau of Infrastructure, Transport and Regional Economics and Australasian Railway Association. Trainline 2 (Statistical Report). Chapter 2 (Rail Freight Traffic by commodity). Department of Infrastructure and Regional Development, Canberra; November 2014.

3 Graincorp Limited. Submission to the Australian Government’s Agricultural Competitiveness White Paper. Submission IP682. GrainCorp, NSW; April 2014.

5 TLISC Rail sector committee consultation, 9 October 2014.

6 IBISWorld. Port Operators in Australia. Market Research Report I5212b. IBISWorld, Melbourne, July 2014.

7 IBISWorld. Rail Passenger Transport in Australia. Market Research Report I4720. IBISWorld, Melbourne, October 2014.

8 IBISWorld. Rail Freight Transport in Australia. Market Research Report I4710. IBISWorld, Melbourne, October 2014.

9,10 Australian Government’s Job Outlook careers and labour market research information portal. Available at Joboutlook.gov.au. Accessed January 2015.

11,15 Australasian Railway Association. Rail Workforce Development. Rail Workforce Data 2014 . Issued October 2014.

13 Centre for the Economics of Education and Training:

Transport and Logistics Industry Skills Council. Australian Transport and Logistics Industry Forecasts of Labour and Skill Requirements 2013-17. TLISC, Melbourne, 2013.

14,24 Australasian Railway Association. Website at railcareers.net.au. Accessed January 2015.

20 TLISC E-Scan industry consultation 2015.

22 Engineers Australia. Engineering Labour Market Analysis – vacancies for Engineers. July to December 2014 updates. Available at www.engineersaustralia.org.au/about-us/engineering-labour-market-analysis. Accessed January 2015.

http://www.engineersaustralia.org.au/about-us/engineering-labour-market-analysis

http://www.engineersaustralia.org.au/about-us/engineering-labour-market-analysis

© TLISC 63


Aviation



231111 – Aeroplane Pilot

Aeroplane Pilot AVI40108 Certificate IV in Aviation (Commercial Pilot Aeroplane Licence)

Airline closures in regional areas have been directly attributed to the slowdown in the mining and resource industries, compounded by competitive retendering of regional air routes.1

Strong growth in the demand for pilots is predicted in the medium to long term, with an increase in international and domestic travel associated with a growing population and a recovering tourism market.2,3 Boeing predicts that the world will need 533,000 new commercial airline pilots by 2033, with 41% of these new jobs created in the Asia-Pacific region.4

In the shorter term, employers indicate the demand for qualified pilots will remain at current levels or increase slightly.5 There is significant concern, based on forecast growth strategies, that emerging markets (particularly Asia) will look to Australia as a source of skilled labour.6 Reports of pilot poaching are emerging as demand in the Middle East and Asian markets increases.7 The ongoing demand for Australian-trained pilots is expected to lead to skills shortages in the future without greater industry commitment to the training and development of pilots.8

The cost of obtaining a commercial pilot’s licence is a challenge, particularly for young entrants.9 Cadet programs that incorporate flying time requirements have been successful in encouraging new entrants and ensuring they are able to achieve the required qualifications. Some employers advocate these be extended on an industry-wide basis as a commitment to meeting the longer-term demands for pilots.10




231111 – Aeroplane Pilot (continued)

Senior Flight Instructors,

Grade 2

Multi Crew Coordination (MCC) Instructors

AVI50510 Diploma of Aviation (Flight Instructor)

AVI60110 Advanced Diploma of Aviation (Flight Instruction)

Grade 2 or Senior Flight Instructors are in demand across the aviation sector with some employers reporting the need to recruit offshore to find suitably qualified candidates with minimum licence hours.11 The demand is expected to continue as it takes time to develop the skills required of a senior-level instructor. Remuneration is lower than some candidates expect, which makes it difficult to attract qualified people.

There is also demand for Flight Instructors at levels 1, 2 and 3 with specific skill sets including instrument-rated pilots (rotary wing) and multi-engine training.

New licensing rules, aligned to the Air Transport Pilot Licence, have a mandated requirement for training designed to prepare pilots for operating in multi-crew environments. A competency and qualification framework is being developed as part of the Aviation Training Package.12

323111 – Aircraft Maintenance Engineer (Avionics)

323112 – Aircraft Maintenance Engineer (Mechanical)

323113 – Aircraft Maintenance Engineer (Structures)

Aircraft Maintenance

Engineers

MEA40611 Certificate IV in Aeroskills (Avionics)

MEA50111 Diploma of Aeroskills (Avionics)

MEA40711 Certificate IV in Aeroskills (Mechanical)

MEA50211 Diploma of Aeroskills (Mechanical)

MEA41311 Certificate IV in Aeroskills (Structures)

Employers report that technology is having an impact. New digital equipment is causing restructuring of maintenance departments and requiring existing workers to develop new skills or upskill. This has been reported as a challenge for some older workers.13

On a global level, over the next 20 years demand for aircraft technicians will remain significant. The combination of world fleet growth and an increasing trend to outsource maintenance, repair and overhaul (MRO) activities to third-party providers will drive demand for more qualified technicians in an expanding number of locations.14

The need will be greatest in the Asia-Pacific region, which will require 224,000 new personnel.15

It is argued that as the world fleet becomes dominated by new-generation aeroplanes, reliability will improve and maintenance check intervals will lengthen.16 This is balanced with concerns about the consistency in safety standards as the demand for technicians increases and the role becomes more specialised.17

© TLISC 65



721911 – Aircraft Baggage Handler

Baggage Handler, Ground Crew, Load Controller, Works Safety Officer (Airports)

AVI30408 Certificate III in Aviation (Ground Operations and Service)

AVI40408 Certificate IV in Aviation (Ground Operations and Service)

AVI30713 Certificate III in Aviation (Aerodrome Operations)

A key driver behind ongoing demand for this occupation is airport growth. In 2014, most major capital city airports were in the process of expansion or planning for expansion.18

Airports are becoming multimodal transport and commercial hubs and centres for time-sensitive distribution networks.19

Australia’s location in the Asian region coupled with a falling dollar and an increase in travellers from rapidly developing economies mean continued increases in international and domestic passenger movements through Australian airports. Demand for this occupation is set to continue at least in the short term.20 With world air cargo expected to double in the next 20 years there is further scope for growth in the sector’s ground crew workforce. 21

This occupation is characterised by high turnover as challenging working conditions22 (long shifts, shift work, physically demanding duties) can impede retention and attraction of workers.23 Retention of staff would make training more attractive to employers.

Rural and remote airports can experience difficulties in competing for skilled staff with other more highly paid industries.

Work Safety Officers are responsible for the interaction between construction projects and aerodrome operations. This occupation is in high demand due to the large number of construction projects underway or scheduled at both capital city and regional airports.24

Aviation endnotes

1 Freed J. Skytrans goes into administration. Sydney Morning Heral. 6 January 2015.

2 Pricewaterhouse Coopers. PwC Global Airline CEO Survey 2014. Accessed January 2015. Available from www.pwc.com/gx/en/transportation-logistics/publications/global-airline-ceo-survey-2014.jhtml

3 Airbus. Flying on demand 2014-2033. Airbus Global Market Forecast (pdf). Accessed 19 January 2015. Available from www.airbus.com/company/market/forecast/

4,14,15,16 Boeing Commercial Airplanes. Current Market Outlook 2014-33 (pdf). Pilot and technician outlook. Boeing, Seattle (WA). Accessed 19 January 2015. Available from www.boeing.com/assets/pdf/commercial/cmo/pdf/Boeing_Current_Market_Outlook_2014.pdf

5,11,12,13,23 TLISC Aviation E-Scan consultation, November 2014.

6 Kuo L. China is trying to scoop up the world’s airline pilots to cope with its own shortfall [webpage]. Quartz, published 3 April 2014. Accessed January 2015. Available from qz.com/194407/china-is-trying-to-scoop-up-the-worlds-airlines-pilots-to-cope-with-its-own-shortfall/

7,17 Author unknown. 5 things to know about aviation in Asia [webpage]. News.com.au. Published 30 December 2014. Accessed January 2015. Available from www.news.com.au/travel/travel-updates/things-to-know-about-aviation-in-asia/story-fnizu68q-1227170489313

8 TLISC Aviation Advisory Committee, 12 November 2014.

9 McIntosh T. Why a career as a pilot isn’t taking off [webpage]. Sydney Morning Herald, published 9 May 2014. Accessed January 2015. Available from www.smh.com.au/it-pro/why-a-career-as-a-pilot-isnt-taking-off-20140509-zr8ar.html

18 IBISWorld Industry Report I5220. Airport Operations in Australia. IBISWorld, October 2014.

19 Truss W. Keynote address to the Tourism and Transport Summit, 29 October 2014, Canberra. Accessed January 2015. Available from www.minister.infrastructure.gov.au/wt/speeches/2014/wts027_2014.aspx

20,22 TLISC. Skills in Demand Survey. 2015.

21 Boeing World Air Cargo Forecast Team. World Air Cargo Forecast 2014–2015 [webpage]. Accessed January 2015. Available from www.boeing.com/boeing/commercial/cargo

24 Australian Airports Association. Discussion paper submission to TLISC E-Scan 2015 development.

http://www.pwc.com/gx/en/transportation-logistics/publications/global-airline-ceo-survey-2014.jhtml

http://www.pwc.com/gx/en/transportation-logistics/publications/global-airline-ceo-survey-2014.jhtml



Maritime & Ports



231212 – Ship’s Engineer

Marine Engineer MAR50213 Diploma of Maritime Operations (Engineer Watchkeeper)

MAR50613 Diploma of Maritime Operations (Marine Engineering Class 3 Near Coastal)

MAR60313 Advanced Diploma of Maritime Operations (Marine Engineering Class 1)

MAR60113 Advanced Diploma of

Maritime Operations (Marine Engineering Class 2)

While engineer shortages more generally have eased, the industry still reports shortages of Marine Engineers.1 The reasons cited include insufficient promotion of career paths from other occupations and competition from more ‘attractive’ industries. This is consistent with the experience across the engineering workforce more broadly.2 It is suggested that the profile and image of the occupation should be raised through appropriate workforce strategies.

© TLISC 67



Electro Technical Officers

Under discussion as part of the 2015 continuous improvement program.

The impact of technology on job roles is changing the nature of work and skills required on board ships. The extent to which this is a new role or an extension of existing roles is being investigated.3

899211 – Deck Hand

Deckhand/Integrated Ratings (dredging , oil and gas offshore supply vessels)

MAR30113 Certificate III in Maritime Operations (Integrated Rating)

MAR40113 Certificate IV in Maritime Operations (Chief Integrated Rating)

Oil and gas offshore facilities have been reported as a growth area experiencing challenges in accessing integrated ratings with the specialised skills they require. 4 Integrated Ratings with industry experience in dredging are also in demand.5

Increased activity in capital dredging of ports has arisen from port expansion activities as well as the need to accommodate larger vessels (due to increased trading volumes) in some existing ports. Maintenance dredging to remove accumulated sediments in shipping channels has also been increasing.

As the mining and resource sector continues to slow down, the biggest growth driver in resources over the next decade is expected to be in LNG.6 As of mid-2014, there were 62 million tonnes of LNG capacity under construction in Australia. Once built, this is expected to make Australia the world’s largest exporter of LNG by the end of the decade. This expansion in capacity will include new conventional gas projects in western and northern Australia, a floating LNG project, and coal seam gas based LNG projects on the east coast.7 8

The demand for deckhands with experience on offshore oil and gas supply vessels is likely to continue through the medium term with and ongoing discussions throughout the industry regarding the use of 457 visas and offshore recruitment to meet labour demand.9 10

Maritime endnotes

1 TLISC. Maritime Industry E-Scan consultation, October 2014.

2 Engineers Australia. The Engineering Workforce. Response to the Australian Workforce and Productivity Agency Issues Paper. Available at https://www.engineersaustralia.org.au/portal/news/engineers-australia%E2%80%99s-submission-australian-workplace-productivity-agency. March 2014.

3,5 TLISC Maritime Advisory Committee Consultation, October 2014.

4,10 Stakeholder submission to TLISC 2015 E-Scan development.

6 Australian Government’s Department of the Prime Minister and Cabinet. Industry Innovation and Competitiveness

Agenda Report: An action plan for a stronger Australia. Available at https://www.dpmc.gov.au/pmc/publication/industry-innovation-and-competitiveness-agenda-report-action-plan-stronger-australia. October 2014.

7 Bureau of Resources and Energy Economics. Energy in Australia 2014. Available from http://www.industry.gov.au/industry/Office-of-the-Chief-Economist/Publications/Pages/Energy-in-Australia.aspx. Canberra, November 2014.

8 Energy Publications. AME Offshore secures land for expansion [webpage]. Available at http://www.energy-pubs.com.au/blog/ame-offshore-secures-land-for-expansion/. Accessed February 2015.

9 Mining Australia. The 2015 Energy Outlook: Oil & Gas [webpage]. Available at http://www.miningaustralia.com.au/oil-gas/features/the-2015-energy-outlook-oil-gas. December 2014.

https://www.engineersaustralia.org.au/portal/news/engineers-australia%E2%80%99s-submission-australian-workplace-productivity-agency




http://www.industry.gov.au/industry/Office-of-the-Chief-Economist/Publications/Pages/Energy-in-Australia.aspx



http://www.energy-pubs.com.au/blog/ame-offshore-secures-land-for-expansion/



http://www.miningaustralia.com.au/oil-gas/features/the-2015-energy-outlook-oil-gas

http://www.miningaustralia.com.au/oil-gas/features/the-2015-energy-outlook-oil-gas

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

APPENDIX DVET students commencing TLISC qualifications since 2002

60,000

50,000

40,000

30,000

20,000

10,000

0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

ALL TLISC SECTORS

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

LOGISTICS

20,00018,00016,00014,00012,00010,0008,0006,0004,0002,000

0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

ROAD TRANSPORT


40035030025020015010050

0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

AVIATION

3000

2500

2000

1500

1000

500

0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

RAIL

6000

5000

4000

3000

2000

1000

0

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

MARITIME

© TLISC 69


ENDNOTESSection 1: Latest Intelligence

1 Department of Employment. Past and Future Employment Levels and Growth. Department of Employment Trend Data and Projections Data Tool (Labour Market Information Portal). November 2014.

2 ACIL Allen and Australian Logistics Council. The Economic Significance of the Australian Logistics Industry. ACI Allen Consulting 2014. Available at www.acilallen.com.au/cms_files/ACILAllen_Logistics2014.pdf. Accessed January 2015.

3 IBM (Big Data & Analytics Hub). The Four V’s of Big Data [Infographics and Animations webpage]. Available at www.ibmbigdatahub.com/infographic/four-vs-big-data. Accessed January 2015.

Manners-Bell J, Lyon T and Lyon K. The impact of robotics and automation on logistics. Transport Intelligence Ltd, UK, February 2014. Available at http://johnmannersbell.com/wp-content/uploads/2014/02/The-impact-of-robotics-and-automation-on-logistics.pdf. Accessed January 2015.

Bubner N, Bubner N, Helbig R and Jeske M. Logistics Trend Radar. DHL Trend Research, DHL Customer Solutions and Innovation, Germany, 2014. Available at www.dhl.com/content/dam/downloads/g0/about_us/logistics_insights/DHL_Logistics-TrendRadar_2014.pdf. Accessed January 2015.

4,6,7 Lydon J, Dyer D and Bradley C. Compete to Prosper: Improving Australia’s global competitiveness. McKinsey Australia, July 2014. Available at http://www.mckinsey.com/global_locations/pacific/australia/en/latest_thinking/compete_to_prosper. Accessed January 2015.

5 Australian Government’s Department of the Prime Minister and Cabinet. Industry Innovation and Competitiveness Agenda Report: An action plan for a stronger Australia. Available at https://www.dpmc.gov.au/pmc/publication/industry-innovation-and-competitiveness-agenda-report-action-plan-stronger-australia. October 2014.

8 Livingstone C. Vision for a Competitive Australia. Speech to the Australia-Israel Chamber of Commerce, Sydney, 28 July 2014. Available at www.bca.com.au/newsroom/vision-for-a-competitive-australia-speech-by-catherine-livingstone-to-the-aicc. Accessed January 2015.

9 Australian Government. Australia in the Asian Century. Australian Government White Paper, Canberra, October 2012.

10 TLISC 2015 Escan survey.

11 Infrastructure Australia. National Infrastructure Plan report to the Council of Australian Governments. June 2013

12 Department of Infrastructure and Regional Development. Trends: Infrastructure and Transport to 2030. Commonwealth of Australia, Canberra, 2014.

13 Submissions to the Australian Government Agricultural Competitiveness White Paper, April 2014. Submissions listed at www.agriculturalcompetitiveness.dpmc.gov.au/published-submissions-issues-paper. Accessed January 2015.

14 Retailer and Supplier Roundtable Ltd. Paddock to Plate: reform of regulations to enhance competitiveness, increase productivity and decrease the cost of doing business. Retailer and Supplier Roundtable Ltd, August 2014. Available at www.austlogistics.com.au/wp-content/uploads/2014/09/RSR-Final-Report-Paddock-to-Plate-Regulatory-H.pdf. Accessed January 2015.

15 Australian Bureau of Statistics. Counts of Australian Businesses, June 2009 to June 2013. ABS, Canberra, May 2014.

16 Department of Employment. Employment by occupation and age group – 2006 & 2011 Census.

17 Australian Bureau of Statistics. Retirement and Retirement Intentions, Australia, July 2012 to June 2013. ABS, Canberra, December 2013.

18 Bureau of Transport, Infrastructure and Regional Economics. National profile of Transport, postal and warehousing workers. Department of Infrastructure and

Regional Development, Canberra, September 2014.

REFERENCES - AT A GLANCE

SECTOR WORKFORCE SIZE

Department of Employment. Past and Future Employment Levels and Growth. Department of Employment Trend Data and Projections Data Tool (Labour Market Information Portal). Available at http://lmip.gov.au/. Accessed November 2014.

SECTOR VALUE

Logistics

IBISWorld. General Warehousing and Cold Storage in Australia. Industry Report I5309. IBISWorld, Melbourne, January 2015.

IBISWorld. Rail, Air and Sea Freight Forwarding in Australia. Industry Report I5292b. IBISWorld, Melbourne, October 2014.

http://www.acilallen.com.au/cms_files/ACILAllen_Logistics2014.pdf

http://www.acilallen.com.au/cms_files/ACILAllen_Logistics2014.pdf

http://www.ibmbigdatahub.com/infographic/four-vs-big-data

http://johnmannersbell.com/wp-content/uploads/2014/02/The-impact-of-robotics-and-automation-on-logistics.pdf



http://www.dhl.com/content/dam/downloads/g0/about_us/logistics_insights/DHL_Logistics-TrendRadar_2014.pdf



http://www.mckinsey.com/global_locations/pacific/australia/en/latest_thinking/compete_to_prosper



https://www.dpmc.gov.au/pmc/publication/industry-innovation-and-competitiveness-agenda-report-action-plan-stronger-australia



http://www.bca.com.au/newsroom/vision-for-a-competitive-australia-speech-by-catherine-livingstone-to-the-aicc



http://www.agriculturalcompetitiveness.dpmc.gov.au/published-submissions-issues-paper

http://www.agriculturalcompetitiveness.dpmc.gov.au/published-submissions-issues-paper

http://www.austlogistics.com.au/wp-content/uploads/2014/09/RSR-Final-Report-Paddock-to-Plate-Regulatory-H.pdf



http://lmip.gov.au/

© TLISC 71

IBISWorld. Customs Agency Services in Australia. Industry Report I5291. IBISWorld, Melbourne, May 2014.

IBISWorld. Removalists in Australia. Industry Report I4611. IBISWorld, Melbourne, June 2014.

IBISWorld. Road Freight Forwarding in Australia. Industry Report I5292a. IBISWorld, Melbourne, October 2014.

Road Transport

IBISWorld. Road Freight Transport in Australia. Industry Report I4610. IBISWorld, Melbourne, November 2014.

IBISWorld. Courier Pick-up and Delivery Services in Australia. Industry Report I5102. IBISWorld, Melbourne, October 2014.

IBISWorld. Long Distance Bus Transport In Australia. Industry Report I4621. IBISWorld, Melbourne, January 2014.

IBISWorld. Urban Bus and Tramway Transport in Australia. Industry Report I4622. IBISWorld, Melbourne, December 2014.

IBISWorld. Removalists in Australia. Industry Report I4611. IBISWorld, Melbourne, June 2014.

IBISWorld. Taxi and Limousine Transport in Australia. Industry Report I4626. IBISWorld, Melbourne, January 2015.

IBISWorld. Scenic and Sightseeing Transport in Australia. Industry Report I5010. IBISWorld, Melbourne, December 2014.

Aviation

IBISWorld. Airport Operations in Australia. Industry Report I5220. IBISWorld, Melbourne, October 2014.

IBISWorld. Domestic Airlines in Australia. Industry Report I1402. IBISWorld, Melbourne, November 2014.

IBISWorld. International Airlines in Australia. Industry Report I4901. IBISWorld, Melbourne, September 2014.

IBISWorld. Air freight Services in Australia. Industry Report OD1577. IBISWorld, Melbourne, September 2014.

IBISWorld. Non-scheduled Air Transport in Australia. Industry Report I4903. IBISWorld, Melbourne, September 2014.


Rail

IBISWorld. Rail Freight Transport in Australia. Industry Report I4710. IBISWorld, Melbourne, December 2014.

IBISWorld. Rail Passenger Transport in Australia. Industry Report I4720. IBISWorld, Melbourne, October 2014.

IBISWorld. Urban Bus and Tramway Transport in Australia. Industry Report I4622. IBISWorld, Melbourne, December 2014.

IBISWorld. Railway Track Construction in Australia. Industry Report OD5135. IBISWorld, Melbourne, November 2014.


Maritime

IBISWorld. Stevedoring Services in Australia. Industry Report I5211. IBISWorld, Melbourne, December 2014.

IBISWorld. Port Operators in Australia. Industry Report I5212b. IBISWorld, Melbourne, December 2014.

IBISWorld. Water freight transport in Australia. Industry Report I4810. IBISWorld, Melbourne, December 2014.

IBISWorld. Water Passenger Transport in Australia. Industry Report I4820. IBISWorld, Melbourne, September 2014.

IBISWorld. Water Transport Terminals in Australia. Industry Report I5212a. IBISWorld, Melbourne, January 2015.

IBISWorld. Navigation, Towage and Services to Water Transport in Australia. Industry Report I5219. IBISWorld, Melbourne, January 2014.


GENDER DISTRIBUTION

Department of Employment. Labour Market Information Portal. Employment Characteristics by Industry Sector Data Tool. Available at http://lmip.gov.au/. Accessed November 2014.

EMERGING SKILLS

See Appendix C for a detailed list of sources.

Section 2: Identified Workforce Development Needs

REFERENCES

EMPLOYMENT GROWTH

Department of Employment. Past and Future Employment Levels and Growth. Department of Employment Trend Data and Projections Data Tool (Labour Market Information Portal). Available at http://lmip.gov.au/. Accessed November 2014.


Transport and Logistics Industry Skills Council. Transport and Logistics Employer Survey. 2015.


Transport and Logistics Industry Skills Council. Transport and Logistics Employer Survey. 2015.

GENDER DISTRIBUTION

Data produced using the Australian Bureau of Statistics’ Labour Force Survey, annual average 2013. Available at www.joboutlook.gov.au. Accessed January 2015.

http://lmip.gov.au/

http://lmip.gov.au/

http://www.joboutlook.gov.au


Data produced using the Australian Bureau of Statistics’ Labour Force Survey, annual average 2013. Available at www.joboutlook.gov.au. Accessed January 2015.

SKILLS IN DEMAND

See Appendix C for a detailed list of sources.

FACTS AND FIGURESLogistics

Long M and Shah C. Australian Transport and Logistics Industry Forecasts of Labour and Skill Requirements 2013-17. Centre for the Economics of Education and Training and Transport and Logistics Industry Skills Council, Melbourne, 2013.

Australia Post and StarTrack open new-look parcel freight sites. Trailer Magazine, November 2014. Available at www.trailermag.com.au

TNT Media Release. World’s largest TNT logistics ‘Super Hub’ for Melbourne. TNT. Available at http://www.tnt.com/express/en_au/data/news2010/press_release_tullamarine.html, September 2014.

Road


Bureau of Infrastructure, Transport and Regional Economics. Australian infrastructure statistics. Yearbook 2014. Department of Infrastructure and Regional Development, Canberra, December 2014.

Ferrier Hodgson. Transport and Logistics Insights – The road ahead [pdf]. Ferrier Hodgson, January 2014. Available at www.ferrierhodgson.com/~/media/Ferrier/Files/Documents/Publications/Transport%20and%20Logistics/Transport%20and%20logistics%20insights%20%20January%202014.pdf. Accessed January 2015.

Aviation


Boeing Commercial Airplanes. Current Market Outlook 2014-33 (pdf). Pilot and technician outlook. Boeing, Seattle (WA). Accessed 19 January 2015. Available from www.boeing.com/assets/pdf/commercial/cmo/pdf/Boeing_Current_Market_Outlook_2014.

Boeing Commercial Airplanes. World Air Cargo Forecast 2014/2015 (pdf). Boeing, Seattle (WA). Accessed 19 January 2015. Available from http://www.boeing.com/assets/pdf/commercial/cargo/wacf.pdf.


Rail


Bureau of Infrastructure, Transport and Regional Economics and Australasian Railway Association. Trainline 2 (Statistical Report). Department of Infrastructure and Regional Development, Canberra; November 2014.

Maritime


Section 3: Training Packages1 NCVER Student Outcomes Survey, 2014.

2 Source: National VET Provider Collection, 2009-13. Australian Vocational Education and Training Statistics: Students and Courses. NCVER. Accessed January 2015.

National Apprentice and Trainee Collection, 2010-14. Australian Vocational Education and Training Statistics: Apprentices and Trainees. NCVER. Accessed January 2015.

3,4,5,6 Transport and Logistics Industry Skills Council and www.training.gov.au. Accessed December 2014.

Section 4: Future Directions for Endorsed Components of Training Packages1 The VET Quality Framework includes the Standards for

the Registered Training Organisations and the Australian Qualifications Framework.

2 Industry leaders join to confirm Australia VET qualifications as central to the challenges ahead by signing a ‘Compact with Industry’ [media release]. Australian Chamber of Commerce and Industry; Canberra: 25 June 2013. Available at www.acci.asn.au/getattachment/832e5f5b-b6e3-4375-adc6-5b5326237de6/Media-Release--Industry-Skills-Council--Industry-l.aspx. Accessed January 2015.

3 Australian Government’s Department of the Prime Minister and Cabinet. Industry Innovation and Competitiveness Agenda Report: An action plan for a stronger Australia. Available at https://www.dpmc.gov.au/pmc/publication/industry-innovation-and-competitiveness-agenda-report-action-plan-stronger-australia. October 2014.

4 See the website www.vetreform.industry.gov.au.

5 TLISC 2015 E-Scan consultations.

6 TLISC 2015 E-Scan Employer survey.

7 TLISC 2015 E-Scan RTO survey.

© TLISC 73

http://www.joboutlook.gov.au

http://www.trailermag.com.au

http://www.trailermag.com.au

http://www.boeing.com/assets/pdf/commercial/cmo/pdf/Boeing_Current_Market_Outlook_2014

http://www.boeing.com/assets/pdf/commercial/cmo/pdf/Boeing_Current_Market_Outlook_2014

http://www.boeing.com/assets/pdf/commercial/cargo/wacf.pdf

http://www.boeing.com/assets/pdf/commercial/cargo/wacf.pdf

http://www.training.gov.au

http://www.acci.asn.au/getattachment/832e5f5b-b6e3-4375-adc6-5b5326237de6/Media-Release--Industry-Skills-Council--Industry-l.aspx







http://www.vetreform.industry.gov.au

This list details those organisations that elected to be recognised as contributing to the development of the 2015 Transport & Logistics Environmental Scan.

Accell

A Class Training Solutions

Aerodrome Management Services

Aerodrome Operations Support P/L

Airservices Australia

Alliance Airlines Pty Ltd

All Purpose Transport

Asciano

ATEL Training Solutions

ATTA Quality Training Services Pty Ltd

Auslink Training Pty Ltd

Australasian Convenience and Petroleum Marketers Association

Australasian Railway Association

Australian Airports Association

Australian and International Pilots Association

Australian Helicopter Industry Association Ltd

Australian Logistics Council

Australian Maritime and Fisheries Academy

Australian Maritime College

Australian Mines and Metals Association (AMMA)

Basair Aviation College

Becker Helicopter Services Pty Ltd

Benchmark College

Blueprint Employment and Training Inc

Bus Industry Confederation of Australia

CC Containers P/L

Chartered Institute of Logistics and Transport Australia

Chisholm Institute

Centennial Training International

Centre for Excellence in Rail Training

Conroy Removals Pty Ltd

Daryl Dickenson Transport

DECCA – Altona North

Department of Planning, Transport and Infrastructure – SA

DHL Express (Aust) Pty Ltd

dnata Training

DP World Australia

Driver Education Centre of Australia (DECA)

Education Institute

Farstad

Flight Attendants’ Association of Australia – International Division

Flight Training Adelaide

Genesee & Wyoming Australia

Heliwest

Hi-Trans Express Pty Ltd.

Hornibrook Bus Lines Pty LTD

Hunter TAFE

Insitu Pacific

JKR Training for Business

Kirana Training

KRTS Pty Ltd

Learning Partners

LP Training Services

Marina Industries Association

Maritime Employees Training Ltd

Maritime Union of Australia

Medical Rescue Training Academy

Metro Trains Melbourne

Mint Training Pty Ltd

Moorabbin Flying Services

My Freight Career Pty Ltd

Nationwide Training Pty Ltd

Newskills Limited

North Coast Institute of TAFE

Northern Territory – Department of Transport

NSW Taxi Council

Pat Sincock Flexible Training Solutions

Patrick Terminals & Logistics

Payne Haulage

Point To Point Transport

Rail Industry Safety and Standards Board

Rail, Tram & Bus Union – National Office

Rotor-Lift Aviation

Royal Aeronautical Society

Royal Victorian Aero Club

SCT Logistics

Sea Swift Pty Ltd

Seafood Training Tasmania

SkillsHQ

South Western Sydney Institute TAFE

Stevenson Logistics

TAFE SA

TAFE NSW – North Coast Institute

TAFE Queensland Brisbane

Tamex Transport Services Pty Ltd

TDT Training Australia Pty Ltd

Thales Australia ATM

The Peel Safety Institute

The Royal Prince Alfred Yacht Club

TIDE Training Pty Ltd

Transport Industries Skills Centre Inc.

Transport Workers’ Union of Australia

Transqual Pty Ltd

United Transport Solutions Australia

V/Line Pty Ltd

Waste Contractors & Recyclers Association of NSW

Westpac Life Saver Rescue Helicopters (Southern Region)

Winston Express Haulage P/L

Yachting Australia

Young’s Bus Service

Youthsafe


90.1

MILLION


by air

THANK YOU

© TLISC © TLISC

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The Transport and Logistics Industry Skills Council wishes to acknowledge the assistance and support provided by the Board of Directors in compiling this report.

› Laurie D’Apice (Chair) President Human Resources Linfox Australia Pty Ltd

› Ron Devitt General Manager Learning and Development Transport for NSW

› Jon Northorpe Deputy Chair The Thought Group

› Mick Doleman Deputy National Secretary Maritime Union of Australia

› Dr Devinder Grewal Adjunct Professor, Transport Logistics University of Canberra

› Michael Kaine National Assistant Secretary Transport Workers Union of Australia

› Bob Nanva National Secretary Rail, Tram and Bus Union

› Bob Venema HR Manager Farstad Shipping

$131.6


Australian economy

tlisc.org.au

Transport & Logistics Industry Skills Council

P: 03 9604 7200 F: 03 9629 8903E: [email protected]

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