TLISC Environmental Scan 2013tlisc.org.au/.../uploads/2013/03/2013-TLISC-Environmental-Scan.pdf ·...

En

viron

men

tal Scan

2013 Transport and Logistics Industry Skills Council

Environmental Scan 2013 Transport and Logistics Industry Skills Counciltlisc.org.au

Transport & Logistics Industry Skills Council

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

TLISC EnvIronmEnTaL SCan 2013

CO

NT

EN

TSThe purpose of the

Environmental Scan

The 2013 Environmental Scan has been produced with the assistance of funding provided by the Commonwealth Government through the Department of Industry, Innovation, Science, Research and Tertiary Education.

The annual Environmental Scan (E-Scan) acts as an early warning system for the Transport and Logistics Industry, government and the national training system about potentially significant issues at a product, operational and systemic level.

It provides contemporary and projected advice on the condition of transport and logistics sectors, their workforce planning and development needs and, in particular, their projected reliance on the national training system in the next 12 months.

It enables the Skills Council and its stakeholders to gain a strategic understanding of existing and emerging skill shortages, and provides the context and driving force behind the continuous improvement of training packages for the coming year.

The E-Scan is developed over a short but intense period so that it is based on real-time views and evidence captured across industry. It does not try to recreate already published statistics and economic analyses, which by their nature are historical. Instead, it draws on a range of topical sources such as industry, enterprise and governmental research, recent publications and websites, international developments and press releases.

Guidelines limit the document to twenty core pages which means that the E-Scan cannot capture every issue from each sub-sector of the industry.

The E-Scan also draws on the Skills Council’s ongoing engagement and conversations with industry, regulators and other key stakeholders throughout the country to ensure the information it uses is accurate and informed.

The content of this year’s E-Scan has been validated through compiled industry intelligence and through a consultation process with industry carried out between October 2012 and January 2013. The validity of the data has been tested through the Skills Council’s expert industry sector teams and by reference to contemporary local and international industry data.

The E-Scan bibliography has been treated as endnotes to simplify search activities and to provide immediate reference points for the reader.

01Latest Intelligence

06Identified Workforce Development Needs

11Current Impact of Training Packages

18Future Directions for Endorsed Components of Training Packages

21Appendices


BO

AR

D A

CK

NO

WL

ED

GE

ME

NT

BOARD ACKNOWLEDGEMENTThe 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

Charlie Donnelly (Deputy Chair)General Secretary National Union of Workers

John Apelbaum Founding Director Apelbaum Consulting Group Pty Ltd Adjunct Associate Professor Institute of Transport and Logistics Studies, University of Sydney

Ron Devitt General Manager Learning and Development Railcorp

Mick Doleman Deputy National Secretary Maritime Union of Australia

Dr Devinder Grewal Adjunct Professor, Transport Logistics University of Canberra

Michael KaineNational Assistant Secretary Transport Workers Union of Australia

Bob Nanva National Secretary Rail, Tram and Bus Union

Jon Northorpe Director The Thought Group

Transport and Logistics: A Snapshot

As a large and geographically isolated country, Australia’s ability to sustain economic growth relies heavily on efficient transport and logistics systems.

The Transport and Logistics Industry is characterised by immense diversity in occupations, workforce development needs, business types and sizes, and locations. It directly affects every part of the economy and everyone’s standard of living – from what we buy, to the price we pay for goods, to how we get from place to place.

The industry encompasses activities in Road Transport, Warehousing, Rail, Aviation, Maritime, Logistics and Ports. Because of its integration within the economy and the embedded nature of its functions, the relative ‘health’ of the industry is often considered a barometer for the overall strength of the economy.

The industry has a diverse range of occupations, from crews of vehicles, trains, vessels and aircraft, to staff involved in engineering, infrastructure, tourism, hospitality, security, retailing, warehousing, administration, and information technology.


EX

EC

UT

IVE

SU

MM

AR

Y

EXECUTIVE SUMMARY

The Transport and Logistics Industry Skills Council (TLISC) is one of 11 Industry Skills Councils (ISCs) funded by the Government through the Department of Industry, Innovation, Science, Research and Tertiary Education. We are an independent organisation working on behalf of the Transport and Logistics Industry to promote investment in skills and workforce development.

Our mandate is to drive the skills and workforce development agenda across the Transport and Logistics Industry, which encompasses activities in Road Transport, Warehousing, Rail, Aviation, Maritime, Logistics and Ports.

About TLISCAustralia as a nation is focusing its efforts on improving productivity.

“As we move through 2013, there is still work to do to implement strategies under the Government’s VET reform agenda.”

This report shows many examples of businesses implementing innovative systems and practices. From the use of GPS and routing software in the waste management area to ‘voice picking’ in large warehouses, our industry is often at the cutting edge of technological change. With this change, however, new skill requirements emerge, as does the challenge of upskilling our workforce across diverse sectors and international borders during the Asian century.

Effective use of existing skills, workforce multi-skilling and the identification of future skill needs are essential elements of workforce planning. These need to be supported by enhanced data collection and reporting. While there has been real progress made across some sectors, such as Ports and Maritime, there is still an opportunity to ensure skills are matched with demand through effective data analysis.

A recurring theme through our consultations was the need to promote industry career opportunities to people outside the industry. We also need to more effectively highlight pathways within and across our diverse sectors. Talent pipelines should be carefully managed so that skilled workers are retained and developed. We are still losing workers to other industries, despite the diverse and exciting career opportunities within transport and logistics.

With an ageing workforce, it is vital that we attract the workers of tomorrow and encourage career changers to consider a career in transport and logistics. The Transport and Logistics Industry Skills Council (TLISC) has put a spotlight on careers this year with the release of a new micro site on www.tlisc.org.au. We will also recognise the achievements of enterprises and RTOs in industry promotion at our inaugural industry awards night in 2013.

Enterprises and businesses are keen to embrace flexible and innovative ways to train and upskill their workforce.

Government and industry, which increasingly accept that productivity is a key driver of economic growth, competitiveness and living standards, are looking to a range of strategies to deliver long-term productivity growth. These include regulatory reform, innovation, infrastructure investment and workforce development and upskilling.

With its reach into almost every aspect of daily life, from the goods we consume to the way we commute, the Transport and Logistics Industry makes a strong contribution to the economy. Gross value added to the economy by the industry grew at 3.6% a year from 1985/86 to 2010/11, which was just slightly higher than for the economy overall.

The Transport and Logistics Industry is set to continue its strong contribution to the economy. Employment across the industry is forecast to increase proportionally more than in the rest of the economy, reaching 870,000 workers in 2017.

The consultation process underpinning the 2013 E-Scan highlighted many examples that demonstrate the industry’s contribution to productivity improvement. This included the implementation of regulatory change and participation in extensive infrastructure improvements in rail, ports and roads. Further, the consultation process revealed four key opportunities that could maximise productivity at an enterprise and economy-wide level:

• Adoption of innovative systems and practices.

• More effective workforce planning at an enterprise and sector level, using appropriate data sources.

• Career promotion and the management of talent pipelines.

• Improved flexibility and qualitative assurance in training and assessment.

TLISC brokers whole of business solutions to support enterprises to develop skilled workforces and promote productivity improvements through up-skilling and training.

TLISC develops high quality and contemporary industry intelligence to inform workforce development and skill needs across the industry.

TLISC develops high quality training products and services to support excellence in training and assessment outcomes across the industry.

In BriefOur findings show that there are still barriers to investing in training, despite a general acceptance of flow-on productivity improvements and business benefits. Low levels of language, literacy and numeracy (LLN) are still hindering efforts to upskill some workers. With some stakeholders already reporting difficulty in finding quality training providers, the VET industry needs to ensure that quality outcomes are maintained as contestability in the market increases.

As part of our role in promoting investment in skills and workforce development, the Skills Council undertook extensive intelligence gathering during the 2013 E-Scan process. This included consultations with more than 300 stakeholders, from 1-on-1 interviews and online surveys to forums and stakeholder written submissions.

As we move through 2013, there is still work to do to implement strategies under the Government’s VET reform agenda. The Skills Council is committed to ensuring that our stakeholder engagement strategies are effective and that training products continue to meet the needs of industry.

The TLISC team continues its efforts to work with industry to promote investment in skills and workforce development. We are proud to be able to showcase some of these achievements in the NWDF: The Stories, which we are releasing as a companion to the E-Scan.

We are also committed to leading efforts to develop high-quality, contemporary industry intelligence that informs workforce development and skill needs across the industry. The annual E-Scan is an integral part of this activity, and I thank the many contributors who have ensured that this publication continues to be the key source of information on the industry’s workforce planning and development needs. I would also like to thank the Board, chaired by Mr Laurie D’Apice, for its continued leadership and support.

Several key findings were identified:

87% of employers surveyed recruited and upskilled new staff as their primary method of meeting labour demands.

83% of employers surveyed expressed a preference to develop their existing staff through upskilling, training and mentoring.

Regulatory compliance remains the primary driver of investment in training across all transport and logistics sectors.

Robert AdamsChief Executive Officer


LA

TE

ST IN

TE

LL

IGE

NC

E11


LA

TE

ST IN

TE

LL

IGE

NC

E2

INDUSTRY OVERVIEW

1 Australian Bureau of Statistics 2012.2, 12 The Australian Workforce and Productivity Agency. Future focus: Australia’s

skills and workforce development needs. July 2012.3 Australian Chamber of Commerce and Industry. ACCI Small Business Survey,

Identifying National Trends and Conditions for the Small Business Sector, August 2012.

4 Infrastructure Australia. Australian Infrastructure, Progress and Action, A report to the Council of Australian Governments 06/12. June 2012.

“Star Track is moving towards greater reliance on technology; in particular, PDAs for drivers and handling staff. This will require upskilling of existing and new workers. Digital literacy will become a key skill requirement.” 2013 E-Scan stakeholder consultation Expected increase in

truck traffic between 2010 and 2030

50%

Expected increase in rail freight between 2010 and 2030

90%

Expected increase in containers crossing the nation’s wharves between 2010 and 2030

150%

Industry factsTrends and driversAustralia’s economy has remained resilient despite global uncertainty. The latest gross domestic product (GDP) figures indicate seasonally adjusted growth of 3.7% in the year to June 2012.1 Despite continued economic growth, the trend is one of weak labour productivity growth. Lifting productivity will be vital if Australia is to increase its living standards into the future.2

There are several ways to boost productivity, including regulatory reform, innovation, infrastructure investment and effective workforce development and skills strategies. The Transport and Logistics Industry has a major role to play in the implementation of these strategies and can make a strong contribution to national economic performance into the future.

While businesses are generally most concerned about profitability, adopting more productive practices is also central to business survival. Effective, whole-of-business solutions can improve productivity at an individual business level, while providing flow-on effects at a national level. The Australian Chamber of Commerce and Industry (ACCI) has reported that general business trading conditions will remain subdued over the coming months in an environment of global economic uncertainty, a softening of domestic demand and increasing input costs.3 The challenge is to convince enterprises of the return on investment in skills development within these economic conditions. Although evidence points to business productivity improvements as a result of training, a survey of employers by the Skills Council during the development of the 2013 E-Scan found that only 24.5% of respondents had a mechanism for measuring this outcome.

Regulatory reformIt is predicted that the establishment of single regulators for the Road, Rail and Maritime sectors from January 2013 will bring about safety improvements, yield billions of dollars in savings over coming decades and lead to productivity improvements.4,5 It will reduce the number of transport regulators across Australia from 23 to three, addressing concerns within the industry about excessive regulation and red tape. In the Rail sector alone, the Productivity Commission estimates that harmonisation of rail safety regulations could deliver cost savings for rail operators of around $16 million annually.6

InnovationWhile innovation is broader than just technology, the Transport and Logistics Industry is often at the cutting edge of implementing new systems, equipment and processes that are designed to improve productivity. For example, fleet management systems have been introduced within the Road Transport sector that monitor real-time driving performance. These have led to improvements including increased safety, reduced environmental impact, decreased fuel consumption and improved driver productivity. Within an industry of low operating margins, these factors can make a real difference to maintaining a competitive edge.

With innovation restricted by skills shortages,7 ensuring that businesses have the right mix of skills will be essential for ongoing productivity gains. It is also argued that lifting the level of human capital, mostly through higher levels of education and training, can contribute to sustainable economic growth through its effect on innovation.8

Infrastructure investmentThe industry is at the centre of major infrastructure developments as set out in the National Ports Strategy and the National Land Freight Strategy Update. This includes the upgrading of 3800 kilometres of existing railway track and the extension and connection of road and freight linkages, particularly at port and intermodal facilities.9

The efficiency and reliability of our supply chain and its related infrastructure – covering rail, road transport, warehousing, ports, maritime and aviation – are essential if the nation is to support the huge increases in freight predicted by 2030 as globalisation increases. Between 2010 and 2030 truck traffic is expected to increase by 50% and rail freight by 90%. The number of containers crossing the nation’s wharves will jump by 150% in the same period.10 The use of the Internet for purchasing products and services has increased over the past two years,11 with a business-to-consumer model becoming the norm and thereby adding further complexities to the supply chain.

Workforce development and skills investmentAccording to the Australian Workforce Productivity Agency (AWPA), productivity gains can be achieved through effective workforce development that better matches skills in demand with supply so that growth is not constrained by mismatches.12

Workforce development can be achieved by effective skills development and utilisation strategies, either through harnessing existing skills or upskilling the workforce. The Transport and Logistics Industry uses a range of contemporary skills and workforce development practices, including those facilitated via the National Workforce Development Fund (NWDF) brokered by Industry Skills Councils. There is an ongoing need to convince enterprises about the return on investment in training, and there is variability across the industry of take-up rates of NWDF opportunities. For example, take-up rates in the Maritime and Ports sectors are lower when compared with other sectors. The Skills Council is working to improve this and understands that the National Maritime Workforce Forum (NMWF) has also stepped up efforts to encourage an improvement in the levels of investment in training.

Management and leadership within businesses are important in enabling and encouraging productivity gains, although there is a view within the industry that leadership capacity needs strengthening.

5 COAG’s Regulatory and Competition Reform Agenda, Productivity Commission Research Paper, June 2012.

6 Productivity Commission, Impacts of COAG Reforms: Business Regulation and VET, Research Report, Volume 2 – Business Regulation, Canberra, 2012.

7 Ai Group, national CEO Survey, Skilling for Innovation, April 2008.8 Long, M and Shah, C 2012, Productivity and productivity growth in the

Australian transport and logistics industries, Monash University Centre for the Economics of Education and Training, Victoria.

9 Albanese, Anthony. 7 September 2012. Building the Infrastructure Agenda – The National Land Freight Strategy. Infrastructure and Investment Conference, Melbourne.

10 Source: http://www.infrastructureaustralia.gov.au/freight/ Accessed 4 December 2012.

11 Ewing, S and Thomas, J., CCi Digital Futures 2012: The Internet in Australia, ARC Centre of Excellence for Creative Industries & Innovation. Swinburne University

Length of railway track to be upgraded as set out by the National Land Freight Strategy3,800km


LA

TE

ST IN

TE

LL

IGE

NC

E

Men

torin

g/

Bud

dy p

rogr

ams

73.3

WEL

L pr

ogra

ms

(Wor

kpla

ce E

nglis

h La

ngua

ge a

nd L

itera

cy)

46.7

Mul

tilin

gual

/ im

age

base

d w

orkp

lace

sig

nage

16.7

Una

ble

to a

cces

s sp

ecia

lised

as

sist

ance

(no

serv

ices

/ fu

ndin

g av

aila

ble)

6.7

Trai

ning

pro

gram

s (p

ublic

& p

rivat

e)

50

Org

anis

atio

nal P

olic

y/Pr

oced

ures

revi

ew

33.3

Inte

rpre

ters

/ Tr

ansl

ator

s

13.3

% of employers who have implemented strategy

Figure 1.1Transport and logistics employers - strategies to support language, literacy and numeracy (LLN) needs of workforce

Source: Workforce Planning and Development Survey. TLISC, 2013.

INDUSTRY OVERVIEW (cont.)

“Multi-skilling of existing staff provides us with greater efficiencies and more flexibility to expand the services offered to the sector and helps the organisation to take on greater capacity.” 2013 E-Scan stakeholder consultation

“With a small population and a very active mines and energy sector, competition amongst all industries for skilled employees is high. Independent Grocers tackles this problem through community awareness activities such as school visits and peak body participation to promote our industry as a career option as well as skill development of our new and existing employees.” 2013 E-Scan stakeholder consultation

“Training forms part of our retention strategy as experienced rail staff are continuously being sought after by the more lucrative mining sector.” 2013 E-Scan stakeholder consultation

“…we are looking to evolve the culture of a learning organisation. This facilitates a movement towards internal career paths as well as providing the employees with portable qualifications. It cultivates a sound working environment, promotes empowerment and fosters acceptance of change”. 2013 E-Scan stakeholder consultation

13 ABS Labour Force Survey, DEEWR trend and four quarter average data. DEEWR employment projections.

14 Liam Croy. Kalgoorlie Miner, 31 October 2012.

48%Workers aged 45 years or older

22%Female workers in the industry

Workforce demographics

Barriers and challengesThe demographic composition of the industry continues to be a barrier to organisations in meeting their skills needs. With 48% of workers aged 45 years or older, only 22% of workers female, and participation by workers outside capital cities at a modest 37%,13 there is a real challenge to increase participation rates nationally.

In 2012/13 the industry again reported high staff turnover and competition for skills from other industries, such as resources. This has led to a loss of knowledge, particularly with the Baby Boomer – Generation Y transition, as the number of new entrants failed to meet replacement rates. Some workplaces still contain barriers to entry and retention for mature-age workers (such as physical barriers) and parents of school-age children, particularly women. While continuous improvement of training packages and significant efforts by industry stakeholders have resulted in real improvements to the delivery of training, there are still examples of inflexible working arrangements through some areas of the industry that can make recruitment and retention difficult.

While the benefits of attracting and retaining older workers is widely accepted, a survey of employers by the Skills Council for the 2013 E-Scan showed no increase in the use of strategies to attract and retain older workers when compared with results from 2012. Similarly, the 2013 survey showed a decrease in strategies designed to increase the number of women in the workforce. Together, these results indicate that either the opportunities to increase under-represented parts of the workforce are not being fully embraced, or that skills shortages are becoming less critical in some areas of the industry.

Low operating margins provide an ongoing challenge for workforce and skills development. High fuel costs, a high Australian dollar, energy costs (particularly in huge warehouses with a large carbon footprint), and increasing customer demands as budgets are squeezed have put pressure on many small and large businesses.

Technological advancements within the industry have challenged some businesses’ capacity to adapt their workforce to change. Conversely, parts of the industry, such as the Rail sector, report challenges of maintaining legacy systems while operating in an increasingly centralised, automated, high-tech environment.

Low levels of language, literacy and numeracy (LLN) are hampering efforts to upskill some employees. For example, the Rail sector reports that efforts to upskill drivers, guards and some maintenance staff have been hindered by poor LLN and IT skills, mainly in long-serving employees. In waste management in the Road Transport sector, some employees struggle with the operation of on-board vehicle computers and complex documents related to dangerous and hazardous materials. The 2013 E-Scan employer survey found that while the majority of respondents assessed reading, writing, oral communication and (to a lesser extent) numeracy as part of their recruitment process, an assessment of digital literacy is less common. Employers report a challenge with developing mechanisms to assess and determine appropriate levels of numeracy and digital comprehension. Figure 1.1 illustrates the strategies used by employers to support the LLN needs of their workforce. Mentoring/Buddy programs remain the most popular strategies.

Upskilling in regional areas is a challenge for some companies as access to training and assessment resources can sometimes be difficult. Some companies operating in regional and remote areas, such as mining companies, are finding that candidates acting on reports of job vacancies are seeking employment without possessing the necessary skills and experience.14


LA

TE

ST IN

TE

LL

IGE

NC

E5

15, 16 General Warehousing and Cold Storage in Australia. IBISworld. September 2012.

17 Jenny Wiggins. Linfox ratchets up growth in the west. Australian Financial Review. 27 August 2012.

18 Department of Education, Employment and Workplace Relations. Australian Jobs 2012.

19 International Air Transport Association. Source: http://www.iata.org/events/Documents/HCSummit_Day1_1330_Stanford.pdf. Accessed December 2012.

20 Hays. Tomorrow’s Workforce. Leverage emerging trends to future-proof your workforce. http://www.hays.com.au/prd_consump/groups/hays_common/@au/@content/documents/digitalasset/hays_055986.pdf. Accessed November 2012.

21 COAG Reform Council, Skills and Workforce Development 2011: Comparing performance across Australia, COAG Reform Council, Sydney, 2012.

22 Productivity Commission, Impacts of COAG Reforms: Business Regulation and VET, Research Report, Volume 1 – Overview, Canberra, 2012.

INDUSTRY OVERVIEW (cont.)

Opportunities and successesThe Transport and Logistics Industry has already had success with implementing innovative systems and practices. For example, there are companies in waste management that have implemented GPS and routing software. Fifty per cent of warehousing firms have automated warehouses that use computers to track, and in some cases pick, orders from shelves.15 The use of radio frequency identification (RFID) tags to provide a unique identifier for each product is predicted to gradually increase. Storage operators are expected to install RFID technology in an effort to increase productivity and improve the flow of products. ‘Voice picking’ within the warehouse environment is also becoming more widespread, allowing the picker to wear a headset and be guided to products, thereby freeing up eyes and both hands. Hybrid technology that combines voice-enabled picking and RFID is under development.16 Some transport companies have trialled a hand-held device that will replace telephones, satellite phones and other hardware used in trucks and that gives advice to drivers about fatigue and taking breaks, providing drivers with more capability.17

The Asian Century White Paper, released in October 2012, foreshadowed significant opportunities for Australia as the region becomes the world’s largest producer and consumer of goods and services. This will mean an expansion of supply chains across the region, enabling many small and large transport and logistics businesses to take advantage of new market opportunities. Some companies, such as Linfox, Toll Holdings and Qantas, have already made significant inroads into Asia.

Skills and training will be crucial to the industry’s success in reaching into new Asian supply chain markets. The Transport and Logistics Industry Skills Council has an opportunity to strengthen links with industry and unions to support Australian businesses with investment in skills and workforce development, thereby facilitating their engagement with Asian markets. An increased focus on innovation will also require an upskilling of our workforce. Business leaders will need to be more Asia-literate with the right skills, knowledge and capability. Collaboration with investors, researchers and entrepreneurs will be essential.

Effective skills and workforce planning at an enterprise and sector level is a key opportunity. Forty-seven per cent of transport and logistics workers do not hold post-school qualifications, compared with 37% for all industries.18 Improving the skills base of the workforce will drive productivity. More effective use of existing skills, workforce multi-skilling and identification of future skill needs are also essential. An example of an emerging success can be seen in the new shipping reforms. The Maritime Workforce Development Forum has undertaken a census of the maritime workforce to provide a point-in-time snapshot on the supply and demand for seafarers across the Maritime sector. This work will inform the development of a national maritime workforce plan.

Business scenario planning to determine present and future skill needs will enable training efforts to be focused. The industry recognises that training and upskilling needs to be linked to individual career paths. Retention strategies are increasingly focusing on the promotion of career opportunities within an organisation, and more broadly within the industry. Strategies to reposition the industry as a dynamic, modern and professional career option are becoming more widespread and offer a tangible opportunity to increase the participation by under-represented parts of the workforce. VET in School opportunities are growing. The new Australian Curriculum, Assessment and Reporting Authority (ACARA) National Trade Cadetship (NTC) initiative may also offer more pathways for school leavers to gain exposure to opportunities within the industry.

The management of talent pipelines within companies and an increasing focus on a ‘grow your own’ workforce development strategy are becoming more popular. The E-Scan employer survey showed that while 87% of respondents recruited and upskilled new staff as their primary method to meet existing labour demands, 83.3% preferred to develop their own staff through upskilling, training and mentoring.

Flexible models of delivery for onsite training and assessment are becoming more widespread, with many RTOs tailoring delivery to suit the needs of an individual organisation. The use of technology and collaborative arrangements with training providers are addressing problems of access to upskilling in regional areas.

The Skills Council has targeted workforce development activity in regional areas including Broome, Ceduna, the Whitsunday Islands, Northern Territory, remote Western Australia and rural Queensland. Some parts of the industry are looking at building communities of knowledge and practice to capitalise and collaborate on collective knowledge assets. The International Air Transport Association (IATA) reports that globally there is a push for short, focused ‘learning experiences’ versus courses. The trend to life-long learning as a means to innovate, increase productivity, strengthen corporate competitiveness and support career growth is increasing.19

To attract the employees of tomorrow, the opportunities are vast. According to Hays’ Tomorrow’s Workforce,20 companies will need to:

• put in place strategies to attract workers from the international candidate pool and be willing to compete with other countries for skills. This will need to be balanced with efforts to ensure that Australia’s labour force is skilled and vibrant. The development of comprehensive workforce plans, such as that being proposed by the Maritime Workforce Development Forum, will ensure that short and long-term priorities are set

• consider the importance of so called ‘soft skills’, such as cultural understanding and adaptability

• use technology and social media to connect with potential recruits

• manage diversity within the organisation and learn how each generation likes to be managed, their values and how they work. This will include managing the work/life balance appropriately for each generation and putting in place strategies to retain the Baby Boomers.

Finally, we know that participation in the VET system has contributed to the success of graduates across the Australian workforce. In 2011, more than 60% of VET graduates awarded a qualification in 2010 reported improved employment status after training.21 Research has also shown that VET completion improves the outcomes for those individuals. The Productivity Commission has found that an individual who is awarded a Certificate III or IV following recent reforms to the VET system will have improved earnings of more than $324,632 over their working life.22

While there are challenges facing the Transport and Logistics Industry to ensure that the workforce is appropriately skilled during a period of continued growth, the opportunities are vast. Consultations with the industry during the 2013 E-Scan process have revealed that many ideas and innovations have been implemented, with some great success stories.

Monash study reveals the rise of transport and logistics

An extensive Monash University study has shown Transport and Logistics to be a top performing industry in productivity and training over the years 2002-2012.

A decade ago, the study found, only a third of the Transport and Logistics workforce held qualifications; by 2012, this had risen to 45 per cent, thanks in part to initiatives such as the Federal Government’s National Workforce Development Fund (NWDF).

The number of Transport and Logistics workers with qualifications rose faster than among the general workforce; and by 2012 the sector had more workers with advanced qualifications, indicating a deepening of workplace skills.

The study, authored by Chandra Shah and Michael Long at the Centre for the Economics of Education and Training, found employment in Transport and Logistics had risen to about 800,000 workers by 2012, an increase of 28 per cent since 2002.

Employment rates in Transport and Logistics industries had also risen faster than in the rest of the workforce, a rise of 2.5 per cent compared with 2.2 per cent per year between 2002 and 2012. Within that above-average rate of employment growth were some booming sectors, including 3.5 per cent in logistics, and 2.8 per cent in rail transport.

The researchers forecast that employment in Transport and Logistics would keep rising proportionately higher across the sector - logistics, road and rail transport, aviation, ports and maritime - than elsewhere in the economy, reaching 870,000 workers by 2017.

Measures of Transport and Logistics Industry productivity in the past decade included adding more gross value and hours of work to the Australian economy more quickly than the rest of the market, on average. The industry also boosted average hours of work and productive capital.

The Transport and Logistics Industry Skills Council (TLISC) commissioned the research producing two reports from which these findings were drawn: “Forecasts of labour and skill requirements in the Australian transport and logistics industries, 2013–17”; and “Productivity and productivity growth in the Australian transport and logistics industries”.

TLISC SPOTLIGHT

6

LOGISTICS MANAGEMENT, ROAD TRANSPORT & WAREHOUSING

Over the five years to 2012/13, total tonnage hauled by road freight is expected to increase by an annualised 2.6% to 207 billion tonne-kilometres.1

Australia Post has recorded increased volumes of parcel traffic directly linked to the growth in online shopping.2 Passenger movement by bus and car has also steadily risen over the last five years.3

Generally, the composition of the sector workforce is skewed towards the older age groups. For example, the median age for Bus and Coach Drivers is 54 years, for Truck Drivers it is 46 years, and for Supply and Distribution Managers it is 44 years.4

With growth and innovation rapidly expanding, a career within the sector offers variety, a fast-paced environment and the opportunity to be at the cutting edge of new technology. Employers are seeking dynamic and energetic people who are willing to learn and embrace this new technology.

Skills in demand • Transport and Logistics Trainer/Assessor

(including Driver Instructor/Trainer)

• Truck Drivers: Local Delivery Driver (M/R – H/R licence); B Double Driver/General Freight (particularly interstate drivers)

• Bus Driver

• Taxi Driver

• Forklift Operator

• Transport/Logistics Manager (Supply Chain Management, Procurement, Inventory Management, Distribution Management)

• Transport/Logistics Supervisor/Scheduler/Analyst

• Warehouse Manager

• Storeperson

Please see Appendix C for the sources used to establish this list of occupations.

“...by placing workforce development as a core [business] strategy, it will not only fortify staff retention/development but will actually improve the company’s financial bottom line”. 2013 E-Scan stakeholder consultation

Barriers to overcoming skills and labour shortagesAn ageing workforce and a lack of new entrants, who are discouraged by an outdated image of the sector or pay and working conditions, have contributed to shortages across a range of occupations. For example, Taxi Drivers can be hard to recruit because of poor pay and safety concerns in some parts of Australia.

High turnover of staff is also a significant barrier. Skilled workers are still being lost to the mining and resources industry, with the expansion of the coal and gas sectors exacerbating this situation. This is particularly relevant for trainers and assessors, who can attract higher pay by returning to jobs using their expertise.

Increases in the freight task, caused in part by the resources boom and the growth of online sales, have put extra pressure on businesses already facing skills shortages. This has particularly affected the supply of interstate drivers and warehouse workers. Logistics management is becoming more advanced. Businesses are facing pressure to cope with increased demand, customers are seeking faster service, and there is a need to keep up with technology.

Australia’s increasing population has led to more infrastructure and building activity generally. This has created a demand for transport workers, such as Bus and Taxi Drivers, and for drivers to transport building supplies and new goods to households.

Low operating margins within the Road Transport sector in particular are a barrier to upskilling and workforce development for some operators. The market is demanding the movement of larger volumes of goods in a single trip, which has implications for licensing requirements. Smaller operators struggle to compete with larger companies and cannot always see the return on investment in upgrading existing licences. This is exacerbated by higher insurance premiums for younger drivers. Age restrictions also present a barrier to entry for young people into some occupations, including Forklift Drivers and some driving positions.

Some small businesses do not fully understand legislative requirements of compliance management, such as fatigue, speed and chain of responsibility.

There are reports of reluctance by some older drivers to take on the lengthy transition process to upgrade licences and accreditation, and they are subsequently leaving the industry. Feedback from the industry suggests that a focus on improving driver professionalism would improve attraction and retention. Strategies might include a focus on safety, fatigue management, education about carbon reduction strategies, dangerous goods handling, personal fitness and health management.

Some employers have reported difficulties in recruiting workers with the right breadth of skills. For example, different skill sets are required to pick up and deliver in heavy combination vehicles within the metropolitan area, as opposed to long-haul driving. Some drivers question their loading and metropolitan driving skills, providing a barrier to some businesses that need to recruit for this skill set. There have been reports that some load restraint courses do not have a strong enough practical component. In waste management, drivers require advanced skills to manoeuvre, operate arms and compactor, and operate heavy vehicles. It can be difficult to recruit workers with this skill set and relevant experience. On top of this, businesses have reported difficulties in securing the services of quality RTOs that can tailor delivery of training to suit business needs.

Lack of awareness of the opportunities and career paths within Logistics Management, Road Transport and Warehousing is hampering efforts to recruit. For example, waste management companies report a huge potential for growth with many career path opportunities. There is a barrier, though, in raising awareness of these opportunities to potential new entrants.

Solutions and potential sources of labourOverwhelmingly, the Logistics Management, Road Transport and Warehousing sector reports that career promotion to existing workers as well as to potential new entrants is essential. Within the sector, career development structures and a ‘grow your own’ culture that supports the upskilling and movement of existing workers will improve retention rates. This would need to include on-the-job training, mentoring, flexible working conditions and more extensive use of traineeships.

In terms of attracting new workers, the targeting of under-represented groups such as Indigenous youth, career changers, mature-age workers, migrants and refugees, people with a disability and parents returning to the workforce remains important. Better marketing to young people at school about the opportunities available is essential. This includes supporting those who work in the career space, providing tours of facilities, work experience, structured work placements and ‘job-readiness’ training. Promotion of success stories and case studies that showcase workers also form part of this strategy.

A strategy that encourage businesses to invest in technology that increases productivity is a potential solution. Raising awareness of funding opportunities available to business for workforce development and convincing enterprises of the return on investment in skills development are also important.

With productivity greatly affected by sickness and injury, some mining companies have implemented employee health programs to ensure that workers such as Truck Drivers remain fit and healthy.

1 Road Freight Transport in Australia. IBISWorld. August 2012.2 Australia Post increases profit by 16.6 per cent to $281 million - announces $2 billion transformation investment. http://auspost.com.au/about-us/australia-

post-increases-profit.html. Accessed January 2013.3 Bureau of Infrastructure, Transport and Regional Economics (BITRE), 2012 Yearbook, 2012 Australian Infrastructure, BITRE, Canberra ACT Table T3.1, p.59.4 ABS Labour Force Survey, DEEWR trend data to November 2011.

The sector is experiencing continued growth.

207 billion tonne-kilometres hauled by road freight in 2012/13


IDE

NT

IFIE

D W

OR

KF

OR

CE

DE

VE

LO

PM

EN

T N

EE

DS

7

IDE

NT

IFIE

D W

OR

KF

OR

CE

DE

VE

LO

PM

EN

T N

EE

DS

1 Bureau of Infrastructure, Transport and Regional Economics 2012. Avline 2010–11. Canberra, ACT. 2 Bureau of Infrastructure, Transport and Regional Economics 2012. Air passenger movements through capital and non-capital city airports to 2030-31.

Report 133. Canberra, ACT.3 Albanese, Anthony. 13 November 2012. Australian Airports Investing and Growing. Australian Airports Association, Melbourne.5, 9, 11 Domestic Airlines in Australia. IBISWorld. August 2012.6 Boeing Current Market Outlook 2012-2031. Source: http://www.boeing.com/commercial/cmo/pilot_technician_outlook.html Accessed

December 2012.7, 8, 10, 4, 13, 14, 16, 18 Stakeholder consultation, 2013 E-Scan.12 Aviation Business Asia Pacific. Regional airports: the lifeblood of Australia. September/October 2012. Source: http://airports.asn.au/

wp-content/uploads/2011/08/Aviation-Business-Magazine-Regional-Airports-the-Lifeblood-of-Australia.pdf. 15 http://www.iata.org/events/Documents/HCSummit_Day1_0900_Gianasso.pdf

Global Aviation Human Capital Summit 2011.17 Results from joint online survey by IATA-EZI survey (IATA Human Capital Summit, Singapore, 2 November 2011). Egon Zehnder International.

Of these, 62.6% were operated by the large domestic airlines, an increase of 10.1% on the previous financial year. The remaining 37.4% were operated by regional airlines, up 5.6% on 2009/10. There were 27.6 million passengers carried on international flights to and from Australia in 2010/11, an increase of 7.3% over the previous financial year.1 Air passenger movements within Australia are predicted to double to 279 million a year within 20 years.2

Australian aviation is a major economic driver. The sector contributes around $7 billion to the economy and employs 50,000 Australians directly and a further half million indirectly.3

With Australia’s size and geographic location, aviation is vital to connect the population internally and to the world. The career opportunities are many and varied and can take employees across the country or around the world.

Skills in demand• Aeroplane Pilot

• Trainer/Assessor

• Flying Instructor

• Aircraft Baggage Handler/Ground Crew/Load Controller

• Airport Reporting Officers

• Business and Human Resources Management Skills (especially for airport operators)


Barriers to overcoming skills and labour shortagesAn ageing workforce and high employee turnover caused by competition from other sectors are significant barriers in parts of the aviation sector, such as airports.4

The predicted growth in passenger and cargo traffic over the coming years will provide a huge challenge in meeting skills and labour needs. Domestic airlines are expected to expand capacity over the next five years as demand for air travel returns following the global economic downturn.5 The 2012 Boeing Pilot and Technician Outlook Report projects a need for approximately 460,000 new commercial airline pilots and 601,000 maintenance technicians worldwide by 2031. In Oceania alone, 460 new aeroplanes will be required over the next 20 years.6 The demand for skills across the wider South Asia region provides a pull factor for Australian skills and labour. There are some reports of foreign airlines paying out bonded employment arrangements to release Australian pilots.7 Within Australia, larger companies are known to target smaller or regional airlines to recruit air crew.

The growth in demand for aviation personnel will require qualified and experienced trainers and instructors with cross-cultural and cross-generational skills. The new generation of aeroplanes and the increased use of new technology, such as remotely piloted aircraft systems (RPAS), will also require appropriate training programs. With the current shortage of trainers and assessors, who are returning to more highly paid jobs in the sector, solutions will need to be found to fill these gaps.

The aviation sector reports several barriers to entry for pilots. Time and cost of licence training can be prohibitive. A lack of a defined career path for pilots, when compared with a university graduate with a medical or legal degree, can also be a barrier.8 The pilot shortage may curb expansion plans by some airlines and push up pilot wages.9

The mining industry’s ‘fly in fly out’ workforce is creating particular pressures in regional Australia.10 According to IBISWorld, growth in regional aviation has been stronger than in established capital city routes. This reflects the increase in scheduled services to regional growth areas, such as Karratha, as part of the mining boom.11 The proportional costs of maintaining regional airports are particularly high compared with capital city airports. This is associated with maintaining runways, taxiways, aprons, navigational aids, refuelling and ground-handling services, and increased requirements associated with heavier aircraft on regional routes.12

The impact of high costs is that there is often a shortage of resources that can be channelled towards professional development activities for workers. The geographic location of airports plays a role in the skills shortage in regional and rural areas. Taken together, these factors provide some unique barriers for regional airlines and airports to attract and retain sufficient skills and labour to meet growing demand.13

There are reports that many small to medium businesses within the sector find it more cost effective and simpler to ‘purchase’ skills rather than to invest in their existing workforce.14

Rather than seeing training and workforce development as an investment, it is often seen as financially risky with little return on investment.

A recent survey found that the aviation sector has lost some of its attractiveness to potential employees. This provides a significant barrier to attracting and retaining a diverse workforce capable of meeting the challenges of the future.15 Within the airports sector, remuneration levels and the repetitive nature of some entry-level positions also contribute to this issue. More data is needed to quantify the skills shortages and their causes within airports.16

Solutions and potential sources of labourTo meet the challenges of the future, new leadership qualities such as change leadership and innovative

and strategic thinking will be required.17 More comprehensive human resource management will be needed, including the development and retention of talent at all levels of an organisation, mentorship schemes, training and needs analysis and succession planning. These strategies should include more effectively addressing gender imbalances, offering career paths within the sector, and pathways from other industries into aviation.

Aviation companies will need to rely more heavily on new digital technology, including online and mobile computing, to meet the learning requirements of their workforce. Strategies are needed to ensure that the training needs of the sector are met now and into the future.

Careers and opportunities will need to be better promoted in schools. Programs will need to incorporate those working in the career counselling space, advertising, social media and the sector directly.18

Increasing awareness of existing workforce development support and subsidies will be needed. Other mechanisms to support potential pilots undertaking training should also be considered. Feedback from industry has suggested that the use of exit surveys would be worthwhile to determine appropriate remuneration levels across occupations. Other mechanisms to improve the capture of workforce data would be beneficial to long-term planning.

The domestic aviation industry recorded 607,062 flights in 2010/11, 6.6% higher than in 2009/10.

AVIATION

601,000 Maintenance technicians needed worldwide by 2031


“More experienced workers are very important because there is a lot of staff poaching and we need mentors. For example, we have lost 6 people this week and picked up extra customers”.2013 E-Scan stakeholder consultation

8

1, 2 Australian Shipowners Association. Australian Shipping: Time to Act. Source: http://www.asa.com.au/wp-content/uploads/Time-to-Act-Australian-Shipping.pdf. Accessed October 2012.

3 Albanese, Anthony. 7 August 2012. NATSHIP12. National Shipping Industry Conference, Melbourne.4, 5 Maritime Union of Australia. Submission to the 2013 Transport and Logistics Industry Skills Council Environmental Scan.6 ABS Labour Force Survey, annual average 2011.7 Port Strategy. 13 April 2012. More than just the cookies. Source: http://www.portstrategy.com/features101/manpower-and-training/recruitment/more-than-just-

the-cookies The Resource Channel. 13 February 2012.8 Senator the Hon Chris Evans. 8 June 2012. Upskilling Darwin maritime workers boosts resources sector. Source: http://minister.innovation.gov.au/

chrisevans/MediaReleases/Pages/UpskillingDarwinmaritimeworkersboostsresourcessector.aspx. Accessed December 2012.9 While Deck Hands are not in demand in some geographical areas, there is some evidence that shortages persist in parts of Australia. This is especially

evident in the resources sector where competition between on-shore and off-shore companies has lead to a spike in wages for this occupation. (Clancy Yeates, Sydney Morning Herald, 14 January 2012).

MARITIME

The seafarer workforce is predominantly older; 42% is aged 51 years or more3 and the majority of workers are male.

As an island continent, Australia relies on its Maritime sector for trade. The shipping reforms passed by the Australian Senate in June 2012 recognise the need to revitalise Australia’s shipping industry and make it more internationally competitive. With a range of skills in demand across the sector both nationally and internationally, there are many opportunities to promote offshore and bluewater careers.

Skills in demand• Deck Hand9/General Purpose Hand/

Integrated Rating

• Deck Officer

• Marine Engineer

• Ship’s Master

• Maritime Trainer/Assessor

• Marine Pilot

• Marine Engine Driver


Barriers to overcoming skills and labour shortagesThere are several current and planned developments that will affect labour and skills demand in the Maritime sector. These include many offshore oil and gas projects, such as Gorgon LNG, Ichthys LNG, Pluto LNG, Wheatstone LNG, Prelude LNG, the Montara oil field and Gladstone-based CSG LNG projects (Australia Pacific, Gladstone and QLD Curtis).4

The construction of new ports and the expansion of others will also lead to more demand for skilled workers. Projects include the Abbot Point expansion, Hay Point, NCIG Newcastle, Geraldton Port, Gladstone, Darwin and Oakajee.5

Competition from other industries, particularly mining and resources, is providing a barrier to staff retention in some areas of the sector. The offshore oil and gas sector, for example, is drawing workers with maritime skills to fill roles within development and support phases.

It is expected that the shipping reforms will lead to an increase in Australian-flagged ships. This, in turn, will increase demand for particular occupations.

The regulatory requirements of particular occupations can provide unique challenges to recruitment and retention. Factors such as a lack of available training berths on vessels for sea service, lack of awareness by potential new entrants of training and career pathways, and the sometimes excessive time away at sea all contribute.

Employment arrangements for small, near-coastal fleets often do not include time off the job for training or funding assistance for training. There is also a shortage of trainers, which has a flow-on impact to the provision of training.

An ageing workforce limits the sector’s capacity to meet its skills and labour requirements. For example, the median age for Marine Transport Professionals is 45 years.6 Further, with an internal skills shortage in some occupations, opportunities to recruit from a wider candidate pool are limited.

Solutions and potential sources of labourWith retention of staff a major issue, several potential solutions have been implemented or are being considered. These include: promoting career pathways and building awareness of opportunities for new entrants; provision of coaching and mentoring support; upskilling existing employees by providing training and development opportunities; ensuring that staff feel valued and part of the business; and ensuring an organisation is a stable and secure place of employment.7 Innovation in the delivery of training is also important. This includes a mix of on and off the job training, modularisation of training delivery and joint ventures between training providers.

Providing workers with opportunities to upskill is an important retention tool as it provides access to new pathways that might include higher-paid jobs. There have already been well-documented cases of success. For example, Workboats Northern Australia has accessed the National Workforce Development Fund to train 65 learners in a range of technical, management and safety qualifications from Certificate II to Diploma level. This has assisted the company to meet its high demand for skilled maritime workers.8

“The Maritime Workforce Development Forum is working on an industry plan for workforce development. This should be supported.”“A maritime career is not attractive to the younger generation because of the period of time away from loved ones and family.”2013 E-Scan stakeholder consultation

The Maritime sector employs approximately 40,000 people in Australia.1 Almost all (99.9%) of Australia’s international trade is moved by ships, and 25% of domestic freight.2

40,000 Approximate number of people employed in the Maritime sector in Australia

Strategies to promote careers and increase participation among under-represented groups, particularly women, young people, new migrants and Indigenous Australians, should be expanded. This should include providing vocational guidance to career counsellors in schools and providing language, literacy and numeracy assistance for new entrants when needed. The breadth of opportunities available within the sector needs to be promoted.

Within the oil and gas sector, while skilled migration programs have been used effectively to meet labour requirements that cannot be met from within Australia, it is important to ensure that Australia builds its own workforce that is sustainable and appropriately skilled to meet the demands of the future.

The Maritime Workforce Development Forum (MWDF) has undertaken a census of the maritime workforce to provide a point-in-time picture of the supply and demand for seafarers. When this data is released it is anticipated that it will inform the development of a national maritime workforce plan. The Skills Council is committed to working with the MWDF and other stakeholders to improve data capture and utilisation related to maritime workforce planning.


IDE

NT

IFIE

D W

OR

KF

OR

CE

DE

VE

LO

PM

EN

T N

EE

DS

9

1 Department of Education, Employment and Workplace Relations. Australian Jobs 2012. May 2011.2, 9 Australasian Railway Association. Rail Workforce Development: Our People are Our Future.

Source: http://www.ara.net.au/UserFiles/file/Policy_Leaflets/Workforce-fact-sheet-web.pdf. Accessed January 2013.3, 7 Passenger Rail Transport in Australia Market Research Report. IBISWorld. August 2012.4, 10, 13 Rail Freight Transport in Australia. IBISWorld. August 2012.5 Paul Mees and Lucy Groenhart. Transport Policy at the Crossroads: Travel to work in Australian Capital Cities 1976-2011.

Source: http://apo.org.au/research/transport-policy-crossroads-travel-work-australian-capital-cities-1976-2011. Accessed February 2013. 6 Passenger Rail Freight Transport in Australia. IBISWorld. August 2012.8 Rail CEOs name big issues for 2013. http://www.railexpress.com.au. Accessed January 2013. 11, 12, 16 The Recruiters Perspective. http://www.railexpress.com.au. Accessed September 2012.14 Driverless trains to transport iron ore in WA. http://www.riotinto.com/documents/120220_Rio_Tinto_invests_US518_million_in_autonomous

_trains_for_Pilbara_iron_ore_rail_network_in_Western_Australia.pdf. Accessed December 2012.15 Shift to driverless trains prompts job concerns. http://www.abc.net.au/news/2012-02-20/rio-tinto-driverless-train-network/3839678.

Accessed February 2012.17 Rail Skills Australia. Rail Skills Audit Queensland. June 2012.

“We are upskilling existing staff to better reach our capability as an organisation and to meet the demands of our existing rail network, so that staff are able to confidently and competently diagnose and repair track faults to better improve safety within the organisation, whilst also aiding in meeting our production goals.”2013 E-Scan stakeholder consultation

RAIL

The Rail sector employs more than 110,000 people in a wide range of occupations, disciplines and professions. More than 170 companies operate in the Rail sector across Australia. These include private and public operators, passenger and freight operators, track owners and managers, manufacturers and suppliers.2

The Rail sector requires skilled operating staff across a broad range of occupations, including customer service roles and technical engineering positions. Employers are increasingly using simulators to train and upskill staff3 and are promoting career paths and the many opportunities within the sector.

Skills in demand• Train Driver

• Technicians (Signalling/Overhead Wiring)

• Railway Track Worker/Plant Operator/Team Leader Infrastructure

• Track Patroller/Inspector

• Rail Trainer/Assessor

• Rail Engineers (including Systems Engineers and Analysts)

• Supervisors/Project Managers


Barriers to overcoming skills and labour shortagesDemand for rail services is growing, providing a barrier to meeting skills and labour shortages that are already significant in some parts of the sector. The global demand for coal, iron and other resources is causing increased freight movements.4 Growth in passenger numbers is being driven by mounting petrol costs, parking fees, the time spent by commuters in traffic jams, and a rising population.

Commuters are also becoming increasingly environmentally conscious. The share of workers travelling by train is now higher than at any time since 1976, and in Perth is three times as high as 35 years ago.5 In Victoria alone, urban rail sector patronage has increased 50% a year over the past

four years, with other state capitals experiencing similar growth.6 In rural areas, forecasts provided by the Bureau of Infrastructure, Transport and Regional Economics indicate that total passenger kilometers are expected to grow at an annualised 2.5% from 2004/05 through 2030/31.7 Significant investment in rail infrastructure, technological developments, ongoing maintenance and repairs and evolving customer expectations are the major issues identified by rail CEOs for 20138, and are leading to additional or new skill requirements. The major barriers include: • an ageing workforce and insufficient replacements• the lead time required to train or upskill workers,

particularly in specialised roles• competition from the mining and resources

industry, particularly the north-west Australia and Queensland coal fields

• shift work• poor industry image and lack of understanding

of the opportunities available.Some of the occupations requiring mechanical skills are filled by those close to retiring. While the sector is becoming more technologically advanced, there will still be a need for skilled labour to maintain legacy systems and equipment.9

There are reports from industry of an inadequate focus on workforce development and training within some organisations. With wages as the sector’s single largest cost,10 organisational restructures, and the privatisation of some areas of the sector leading to streamlining and tightening budgets, these present significant barriers to skills attraction and retention.Trainers and assessors are in demand, but are leaving for other industries to seek more favourable pay and conditions. There are reports that recruitment processes in the sector are too drawn-out, and that candidates are quickly snapped up by the competition.11 Employees are also less likely to stay for years with the one employer and retention is increasingly becoming an issue.Reports of a drop in the number of overseas engineers relocating to Australia (particularly from the United Kingdom) have been attributed to several factors. These include: Australia’s rising cost of living; removal of the living away from home allowance (LAFA) component of 457 visas (which was previously part of salary package incentives); and competition from other countries with lower taxation environments.12

Solutions and potential sources of labourThe Rail sector will need to anticipate the skills requirements of the future, particularly as technology changes. At an organisational level, there have been suggestions from industry that more effective mapping of skill sets against an organisational needs framework would ensure that critical skill sets are recruited early. Further, organisations need to ensure that training and capability development is mapped to strategic business outcomes. The bonding of new employees to an organisation in order to recoup training costs has been put forward as a potential solution.

IBISWorld has reported that the training of staff using simulators has reduced the training period required for operational staff such as drivers and safe working staff. An expansion of more efficient locomotives and communication technology will not only improve efficiencies but may lead to a reduction in the number of people required to operate a train.13 It may also affect the skills base required for certain occupations. Rio Tinto has announced plans for the first automated long-distance heavy-haul rail network, in a move to address the company’s skills shortage in Western Australia.14 This is a move that will not be popular with all parts of the industry.15

The promotion of career pathways to existing employees is a real opportunity. This includes succession planning, mentoring, expanding

traineeship opportunities, providing access to in-house training, providing exposure to advanced development projects, and promoting a culture where organisations are encouraged to ‘grow your own’.16

To address the shortage of rail trainers and assessors, several potential solutions have been put forward by industry. These include increasing the salaries and ‘recognition’ that the role plays within the sector, offering support and incentives for trainers who might need to travel, and providing ongoing support to allow people to maintain their operational experience while still delivering training. Enterprises also need to be aware of the available support for workforce development.

The promotion of careers to potential new entrants, particularly young people, is a potential solution put forward by the industry. It would involve greater cooperation between state and federal governments.

Increased use of non-traditional sources of labour is a potential solution to skill shortages. This might include engaging Indigenous workers (particularly in regional areas such as the Pilbara), employing retired skilled rail staff on a part-time basis, and supporting parents of school-aged children and new migrants to enter the sector. Ensuring strategies are used that improve work/life balance will also be important.

The use of alliances and major projects supply chain models for new infrastructure projects will provide an opportunity to share skills and labour, while dealing with peaks and troughs in supply and demand.17

Most new jobs within the broader Transport and Logistics Industry over the five years to November 2011 are in Rail Transport (up by 20,200) and Transport Support Services (18,000).1

110,000 People employed in the Rail sector


IDE

NT

IFIE

D W

OR

KF

OR

CE

DE

VE

LO

PM

EN

T N

EE

DS

10

PORTS

Demand within the Ports sector is increasing. Container throughput at Australia’s five largest container ports increased by 2.8% and 7.1% in the March and June quarters of 2011, as compared with the same period of 2010.2

Port corporations are becoming increasingly sophisticated and require highly skilled managers for day-to-day operations as well as to plan and position their ports to meet changing market conditions. In addition to managing ship movements, emphasis is shifting to ports being efficient elements of the supply chain, with associated demands on managers and operational staff.

Skills in demand• Stevedore – Crane Driver, Equipment Operators

• Harbour Master

• Vessel Traffic Services (VTS) Operator

• Port Managers/Terminal Managers/Terminal Operators

• Port Finance Managers and Accountants

• Berth and Terminal Planners

• Engineers (civil and maintenance)

• Cargo Superintendent


Barriers to overcoming skills and labour shortagesThe 2012 E-Scan reported that many port roles have usually been filled by people with a maritime background. With port corporations becoming increasingly sophisticated, evidence indicates that the skills requirements are getting wider and include many of the strategic and operational skills that ports need as critical gateways to national trade.

1 IBISWorld. Phil Ruthven presentation, 24 October 2012, Global Settings and Australian Ports, 2013 and Beyond.2 Bureau of Infrastructure, Transport and Regional Economics 2011. Waterline 50. Canberra, ACT.3, 4, 5 Port Operators in Australia. IBISWorld. September 2012.6 Port Strategy. 12 April 2012. Keeping the best. Source: http://www.portstrategy.com/features101/manpower-and-training/recruitment/keeping-the-best

There are about 27 port operator businesses in Australia, employing approximately 4,205 people and generating $3.4 billion in revenue.1

Port managers and operators need to understand not only their own operations but also those of upstream and downstream elements of the supply chain to remain effective.

The ageing of the workforce is a barrier. Workplace relations continue to attract negative media coverage, adding to the poor impression of the sector among new job seekers. Competition from other industries for workers exacerbates these problems.

As sea transport is the only method to ship mined exports such as coal, ores and liquefied natural gas, the expansion of the mining and resources industry will continue to drive increased trade volumes at Australia’s ports.3 According to IBISWorld, in Western Australia several resource ports are expected to double in capacity over the next five years. Overall, the construction of new ports and the expansion of others will require extra skills and labour and place pressure on companies already facing shortages. Added to this is the situation of competition from the resources and offshore oil and gas sectors for skilled labour. Even as the resources boom abates, ports remain a weak attraction for young entrants.

With ports becoming more sophisticated, the impact on skills needs is far-reaching. The role of purchasing, for example, has shifted within the complexity of the supply market from just-in-time buying to maintaining strategic relationships with suppliers and keeping a critical inventory of long lead-time items that reflect their maintenance plans and procurement intentions. Public sector ports, which have a centralised decision-making authority in the states’ Treasury departments, need long-range planning skills against the background of high levels of financial management to maintain suitable budgets.

While ports have evolved into their individual level of efficient operations, the legacy on which their development is based is nearly universally paper-based control documentation. The next level of evolution will be to integrated systems-based management, which will define its own skills needs, including effective relationships between management and operators, and between management and the governing bodies (government agencies).

Critical shortages of faculty at both secondary and tertiary levels that can teach port management and the use of new technologies in port applications are emerging at a time when the need for workers with ever-advancing skills is increasing, highlighting a need for specialist training and education institutions over generic ones.

Solutions and potential sources of labourIt is expected that waterfront activity and competition policy reforms will improve productivity at ports.4 Further, automation has improved ports’ productivity and throughput. This has included the use of automated straddle carriers, computer technology for documentation, yard layout, ship loading and discharging, ship stability calculations and operational statistics. New technology and automation will lead to the emergence of new occupations, skill sets and career opportunities within the sector. While progress has been made to improve productivity, according to IBISWorld Australian port operators still lag behind world’s best practice.5

Companies are recruiting port staff from non-seafaring backgrounds, such as logistics (for example freight forwarders) or from shoreside liner shipping backgrounds. New entrants are then put through training programs, or job descriptions are tailored with specific functions delegated to others. Irrespective of the steps taken by individual ports

to address their skills needs through international recruitment, the situation will remain unsustainable until a domestic response can be developed to a full spectrum of port-related skills needs. Developing a domestic skills base is critical for a sustained growth in Australian ports. This includes developing specialist streams at both the secondary and tertiary levels of education with specialist packages available for upskilling individuals as their careers progress.

While seafarers used to be attracted to ports as familiar places of work after many years at sea, this supply is dwindling. At the same time, the needs of ports have moved towards a higher and more diverse set of skills that can be provided through education rather than sea-going experience.

A range of strategies is being used to increase retention rates within the sector.6 These include: offering long-term incentives such as share options in the company; the use of bonus and other incentives to recognise service (including childcare and family days); fostering a culture of trust and authenticity within the workplace to ensure staff ‘buy in’; and the use of exit interviews with departing staff to identify key trends and gather honest feedback.

Management roles in ports require quite complex decision making based on a wide range of information from regulators, operators, traders, markets, unions, equipment manufacturers and many others. Generic business studies often fall short of meeting the knowledge needs of this group.

4,205 People employed in the Ports industry

“There is a lack of defined pathways for seafarers seeking shore employment. Competition with high offshore industry wages is also a problem.”2013 E-Scan stakeholder consultation


IDE

NT

IFIE

D W

OR

KF

OR

CE

DE

VE

LO

PM

EN

T N

EE

DS


IDE

NT

IFIE

D W

OR

KF

OR

CE

DE

VE

LO

PM

EN

T N

EE

DS

Upskilling Australia’s Transport and Logistics workforce is a key priority for the Transport and Logistics Industry Skills Council (TLISC), to improve our industry and national productivity.

Through the National Workforce Development Fund (NWDF), the Federal Government is providing $700 million over five years to industry to support workforce training and development in areas of present and future need.

TLISC is the NWDF broker in our industry, delivering $10.4 million to 1667 workers and trainees in 82 enterprises in 2012. The NWDF is a co-funded program, requiring employers to contribute to training costs, proportionate to their business size.

TLISC is currently managing NWDF projects across all Transport and Logistics sectors. Many enterprises have told us that if it weren’t for the Fund, they would not have been able to access and deliver workforce training and development.

Through the NWDF, employers can select appropriate qualifications for their workforce which codify the skills and knowledge their staff need to perform effectively in the workplace.

The funding has clear eligibility criteria, so TLISC is working with enterprises and registered training organisations (RTOs) to ensure that NWDF criteria as well as business needs are met. This requires a very

high standard of commitment from enterprises and RTOs to ensure quality training outcomes are achieved.

We have produced some very good results. Internally, we’re continuing to look at how we engage with industry, providing appropriate information and trying to extend our ability to reach out across an industry of 165,000 enterprises.

We are encouraged by the outcomes of a consortium model we brokered for the Australian Airports Association (AAA), which had unique geographic challenges. Certainly, the AAA’s feedback on the training’s impact to date is very positive, and it provides an example of what it is possible to achieve.

TLISC has recorded that achievement as one of nine case studies in NWDF: The Stories. Captured in a series of interviews conducted across the country, NWDF: The Stories tells real-life accounts of how the fund is benefiting enterprises.

TLISC SPOTLIGHT

The Go Places micro site at www.tlisc.org.au is the latest initiative from the Transport and Logistics Industry Skills Council (TLISC) to attract and retain skilled workers in the industry.

TLISC drives the national agenda for the industry’s workforce development, including developing training products, and encouraging recruitment and retention.

The micro site shows how, through qualification and experience, a high school leaver can aspire to one day manage, or even own, an enterprise.

Employees already in the industry can access information about training and education: to specialise, gain promotion, or attain national industry mobility, while career changers can also look for training or entry opportunities to pursue a possible new career path.

TLISC recognises that the 21st century has increasingly complex and integrated technologies that affect the economy and everyone’s standard of living. As an industry, Transport and Logistics has a key role to play in delivering those daily commodities: what we consume, and how, and where; and how much we pay.

There are clear eligibility criteria for the funding, so TLISC has worked with enterprises and RTOs to ensure that NWDF criteria as well as business needs are met.

Career changers can also look for training or entry opportunities to pursue a possible new career path.

Funding provided to industry by Federal Government over 5 years

$700m

CAREERS MICROSITE

Visit TLISC Careers: www.tlisc.org.au/goplaces

There is barely a moment each day untouched by the Transport and Logistics industry, from the food we eat to the clothes we wear, to the way we commute, and communicate; and how we live. This is why the industry is responding to this complexity and connectedness by offering training to up-skill workers at all levels.

The Go Places micro site is part of a wider strategy that aims to promote Transport and Logistics as an industry of choice. The youth employment market is a particular strategy focus as historically this demographic is traditionally the hardest for the industry to attract.

From entry level, to supervision, and on to management, specialist or executive, the Go Places micro site clearly defines Transport and Logistics career paths, supported with information about qualifications and job demands.

The micro site can be accessed at: www.tlisc.org.au/goplaces

TLISC SPOTLIGHT

An enterprising story: the National Workforce Development Fund

When careers just click: Go Places with our micro site


LA

TE

ST IN

TE

LL

IGE

NC

E22


CU

RR

EN

T IM

PAC

T O

F T

RA

ININ

G PA

CK

AG

ES

Employer-reported preference for type of training3.3

Preferred type of training % of employers

Formal on-the-job 88.7

Off-the-job (delivered outside workplace) 67.9

Informal on-the-job 64.2

Mentoring 62.3

Online 39.6

Source: Workforce Planning and Development Survey, TLISC 2013.

Employer-reported barriers to providing training for employees3.2

Reason for not providing training % of employers

Cost 68.8

Productivity lost due to time off the job and/or supervising is too great 47.9

Lack of flexibility in course delivery (e.g. course times or location) 41.7

Lack of access or choice of training providers in my area 41.7

Concern that employees will become more attractive to other employers 29.2

Employee language, literacy or numeracy skills are insufficient to undertake further learning 22.9

Administrative requirements (e.g. paperwork) are too complex, onerous or difficult 20.8

Lack of employee interest 14.6

The likelihood of employees not completing the training 14.6

Employees already have the required skills 12.5

Benefits of training cannot be applied to my business 2.1


TRAINING AND SKILLS INVESTMENTThe Skills Council surveyed employers in the development of the 2013 E-Scan about their attitudes towards training and skills investment. The key findings are outlined in this section.

Employer-reported drivers of investment in training3.1

Primary driver % of employers

Regulatory compliance 72.9

Retention of employees 21.1

Attraction of employees 18.2

To meet current or projected workforce digital literacy requirements 12.5

Succession planning 0


Drivers and Barriers to Training and Skills InvestmentEmployers continue to rate training as critical to the success of their organisations. As in 2012, regulatory compliance is the main driver of investment in training (see Table 3.1). Succession planning is no longer considered a primary driver, although most respondents still consider it an important driver.

Despite the value of training being recognised, barriers to investing in training still remain for businesses (see Table 3.2). Cost of training was cited as the most significant barrier for employers. Lack of access or choice of training providers in my location increased in significance as a barrier to training investment compared with the 2012 E-Scan survey. This supports other feedback received from industry during the E-Scan consultation process suggesting that access to training and assessment in mining states and regional and remote locations can be difficult. Further, similar to findings in 2012, employers report a preference for formal-on-the-job training (see Table 3.3).

Training and Productivity ImprovementsEmployers were asked about areas of significant post-training productivity improvements (see Figure 3.1). When compared with 2012 data, improved occupational health and safety remains the primary productivity improvement.

Red

uced

ab

sent

eeis

m

Con

tinuo

us

impr

ovem

ent

initi

ativ

es

Cus

tom

er

serv

ice

Red

uced

erro

rs

and

lost

tim

e

Staf

f tu

rnov

er

Qua

lity

cont

rol

Ove

rall

busi

ness

pr

oduc

tivity

Impr

oved

te

chni

cal s

kills

Impr

oved

O

HS

3.1 6.7 22 35.4 29.3 33.8 32.6 32.111.4 18.4 23.9 31.6 31.8 30 40.8 45.1 48 56.8

% of employers reporting significant improvement

Significant post-training productivity improvements, T&L employers

Figure 3.1

2013

2012

Source: Workforce Planning and Development Survey. TLISC, 2013.

A Training Package is a set of nationally endorsed standards and qualifications used to recognise and assess the skills and knowledge people need to perform effectively in the workplace.

Training Packages are a key resource for registered training organisations (RTOs) in the delivery of structured, accredited training.

A Training Package states what competencies need to be achieved, but does not prescribe how an individual should be trained. It is the responsibility of the RTO, through its trainers, to develop teaching strategies and assessment methods to meet the needs, abilities and circumstances of learners.

Feedback from industry continues to confirm that TLISC Training Packages are meeting the requirements of industry. The Skills Council is committed to a process of continuous improvement to ensure that Training Packages meet the existing and emerging skill needs of industry.

“The Certificate II and III Driving Operations is very successful as the operations of a company can be targeted e.g. bus, general freight.”2013 E-Scan stakeholder consultation

What is a Training Package?


13

25%

34%

23%

10%7%

1%

For a report on the 2012 continuous improvement activity refer to Appendix A.

Across all TLISC Training Packages, work will continue on qualification structure and layout and unit of competency simplification. Qualification information will be updated to ensure consistency across all qualifications in line with the NSSC Standards for Training Packages.

Continuous improvement priorities for the next 12 months for each sector are outlined in this section.

Transport and Logistics Training Package

The Transport and Logistics Training Package contains 47 qualifications comprising 623 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

• Warehousing Operations.

It also contains 57 Skill Sets. This Training Package is in the scope of registration of 734 RTOs.2

TLISC Training PackagesThe Transport and Logistics Industry Skills Council is responsible for the development, maintenance and continuous improvement of three national Training Packages:

• TLI10 Transport and Logistics

• AVI08 Aviation

• TDM07/MAR13 Maritime.

These Training Packages provide a framework of qualifications aligned to occupations across the breadth of the Transport and Logistics Industry. Table 3.4 shows that demand for national qualifications has remained strong over the past year. There has been a significant increase in VET students enrolled from 2010 to 2011, which should translate into an increase in the number of qualifications completed in subsequent years. The slight drop in qualifications completed from 2011 to 2012 reflects findings by TLISC that there has been an increase in issuing statements of attainment related to Skill Sets.

2013 E-Scan RTO SurveyThe Skills Council conducted a survey of RTOs in November/December 2012. The purpose of the survey was to gather additional information about RTO delivery of TLISC Training Packages in the Transport and Logistics Industry. The following results are drawn from an analysis of these results.

Figure 3.2 provides data sourced from TLISC’s 2013 E-Scan RTO survey and indicates that the majority of delivery occurs at Certificate II, III and IV. These results are consistent with those found in the 2012 RTO survey.

TRAINING AND SKILLS INVESTMENT (cont.)

TRAINING PACKAGES

Combined TLISC Training Packages – national uptake3.4TLISC Training Packages combined 2008 2009 2010 2011 2012

VET students enrolled 35,891 41,144 43,483 53,576 Not available

VET subject enrolments 294,408 322,986 381,944 572,272 Not available

Trainees in training 26,532 25,791 26,111 26,444 27,460

Qualifications completed 14,013 13,138 12,545 12,509 11,746

Source: Table data compiled from various sources. See endnote 1.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.

* All TLISC Training Packages (TLI, AVI, TDM)Source: 2013 E-scan RTO Survey, TLISC.

A range of continuous improvement activities were conducted throughout 2012 and tracked on the Training Package Continuous Improvement Register. (See http://tlisc.org.au/training-packages/ training-package-continuous-improvement/)

Skill sets versus full qualification Respondents also reported the main reason trainees were not completing full qualifications. The most significant reason identified by 52% of RTOs was related to employer/licensing needs fulfilled by delivery of a Skill Set. RTOs reported a growth in issuing statements of attainment related to Skill Sets. These RTOs often operate in highly specialised and/or regulated areas of the Transport and Logistics Industry.

Fee-for-service delivery There was significant growth in the number of RTOs reporting greater than 90% of total TLISC qualification delivery on a fee-for-service basis exclusively (22% in 2012 compared with 35% in 2013).

CU

RR

EN

T IM

PAC

T O

F T

RA

ININ

G PA

CK

AG

ES

RMIT report links TLISC qualifications to productivity

A Royal Melbourne Institute of Technology (RMIT) University study has found that participation in nationally recognised training initiatives results in positive impacts on many business key performance indicators (KPIs).

The study focused on employers who used qualifications from the Transport and Logistics Training Package in their workforce development.

Employers recognised that the training lead to overall business productivity, as measured by a range of business KPIs. These included improvement in workplace health and safety, technical skills, and quality control.

While it is generally accepted that training improves productivity, measures of productivity have historically been difficult to quantify within a business environment. Increasingly, it is being measured through a range of indicators, rather than one tangible and measurable factor.

The study looked at attitudes within the Transport and Logistics Industry and revealed that employees saw the opportunity to achieve a qualification as an avenue to secure tenure and pursue career aspirations.

The study found that the training was three times more likely to keep staff within a business. Employers also recognised that training brought about improved feelings of job satisfaction, self-esteem, promotional prospects and secure employment within their workforce.

Three different models to train workers were identified. The first involved ‘in-house’ delivery by dedicated company trainers and assessors; the second used an out-sourced model, where an external expert delivers training; and the third used a mix of in-house and out-sourced delivery.

The study found that businesses valued on-the-job training 2.2 times more than off-the-job training. This supported findings in the 2013 Environmental Scan, published by the Transport and Logistics Industry Skills Council (TLISC).

It also revealed that businesses were 2.2 times more likely to undertake training if it was government subsidised. This reinforced the importance of programs such as the Federal Government’s National Workforce Development Fund (NWDF), which TLISC brokers to provide workforce development support for enterprises within the industry.

TLISC commissioned the research by RMIT, which resulted in the report titled ‘Employee training and workforce productivity in the Transport and Logistics Industry’. The study used a mix of case studies, surveys, interviews and focus groups with businesses utilising certificates III and IV in warehousing and storage training packages.

TLISC SPOTLIGHT

TLISC Qualifications*- Proportion of Total RTO Delivery by AQF Level

Certificate IV

Diploma

Advanced Diploma

Certficate I

Certificate II

Certificate III

Figure 3.2


What is continuous improvement?

Continuous improvement is the process of implementing changes that need to be made to the endorsed components of Training Packages to enable them to meet the existing and emerging skill needs of industry. This process is documented in a Continuous Improvement Plan, which serves as a guiding document for the work of Industry Skills Councils.

15

ProgressSignificant work has been undertaken on the Transport and Logistics Training Package over the past 12 months.

Road transportA new qualification, Certificate IV in Traffic Operations for Open Road and Tunnel Control Room Operators, is being included in the Training Package. This qualification has a new unit of competency covering Traffic Management Planning.

Work was completed on the revision of five heavy vehicle licensing units, with the new versions to be included in the Training Package. A Mentoring Skill Set has been developed for experienced workers who mentor individuals or small groups across all sectors in the Transport and Logistics Industry.

Activities in this sector include the development of a qualification for Waste Drivers, a Skill Set for Owner-Drivers and identification of job-specific units to support Tip Truck Drivers.

LogisticsA qualification for Team Leaders in furniture relocations is being developed to provide career path support from the existing Certificate II in Furniture Removal. The Bus sector is also engaged in the development of a qualification for managers of bus operations and work has started with Customs Brokers to develop a qualification for those who work in this area.

RailNew qualifications, Skill Sets and units of competency have been developed. These include a Certificate IV in rail safety management; Certificate II and III qualifications and Skill Sets for the operation of rail yards or sidings (including maintenance activity); a Certificate II in Rail Track Vehicle Driving; and Certificate II and III qualifications for tram/light rail infrastructure.

Activities in the Rail sector include the development of a higher-level qualification and units of competency for rail operations and the management of safety in rail and in train driving.

Further qualifications to be started in the first half of 2013 include: the development of scheduling and rostering in Certificates III and IV; a diploma in rail infrastructure; and development of qualifications and/or Skill Sets for station operation.

PortsA review of the existing Certificate II in Stevedoring was undertaken to ensure it meets industry’s needs. This resulted in a small number of changes as well as the development of a new unit of competency, ‘Lash/unlash cargo and containers’.

The ‘Licence to operate a reach stacker greater than 3 tonnes capacity’ unit will also be added to the Training Package.

Further work is being done to review the rest of the stevedoring qualifications to ensure they remain aligned to existing job roles and industry requirements.

UptakeTable 3.5 shows that demand for national qualifications from the Transport and Logistics Training Package remains consistent when compared with the previous few years.

Transport and Logistics Training Package – national uptake3.5Transport and Logistics Training Package 2008 2009 2010 2011 2012

VET students enrolled 29,672 35,693 37,947 48,007 Not available


Trainees in training 26,135 25,429 25,707 26,666 26,473

Qualifications completed 13,864 12,948 12,379 12,330 11,518

Source: Table data compiled from various sources. See endnote 1

TRAINING PACKAGES (cont.)

RailRail-related continuous improvement activity scheduled for 2013 includes projects such as development of:

• qualifications and/or Skill Sets for station operations

• train driving qualifications

• a higher-level qualification for rail operations

• qualifications for Tram Operational Supervisors and Network Controllers

• qualifications for scheduling and rostering

• a diploma-level qualification for rail infrastructure.

PortsPorts-specific continuous improvement activity will include:

• investigating the need for additional units of competency for dry/bulk cargo and ships crane operations

• investigating the need for stevedoring units to be added to the Diploma of Logistics

• reviewing all stevedoring qualifications to cover yard, terminal and automation areas.

Aviation Training Package

The Aviation Training Package contains 17 qualifications comprising 189 industry-specific units of competency aligned to occupations across eight sectors:

• Aerodrome Operations

• Air Traffic Control

• Aviation Transport Protection

• Flight Operations

• Flight Instruction

• Ground Operations and Service

• Helicopter Crewman

• Remotely Piloted Aircraft.

It also contains 25 Skill Sets. This Training Package is in the scope of registration of 86 RTOs.2

Continuous Improvement

Road Transport Continuous improvement activity scheduled for Road Transport in 2013 includes projects such as:

• development of a Skill Set for Owner-Drivers around chain of responsibility, fatigue, OH&S and small business skills

• development of qualifications for Waste Drivers

• investigating the need for a tip truck stream to be added to driving operation qualifications.

Warehousing and LogisticsWarehousing and Logistics continuous improvement activity will include:

• development of a unit of competency for scheduling

• development of a relocations qualification for Team Leader, Domestic/International and Supervisor job roles in furniture removals

• development of units of competency for bus operations in the Diploma of Logistics

• development of a unit of competency for pallet control

• review of the Diploma of Logistics

• investigating the need for a company emergency response Skill Set or unit of competency

• investigating the need for a qualification for Customs Brokers and Freight Forwarders.

CU

RR

EN

T IM

PAC

T O

F T

RA

ININ

G PA

CK

AG

ES


17

ProgressA full review of the Maritime Training Package (MAR13) culminated in the development of a revised qualification continuum consisting of pathways specific to Integrated Ratings, Marine Cooks, Marine Engineers, Ships Masters and Marine Surveyors. Significant work has been undertaken by the Skills Council over the past two years to complete this review, ensuring that the MAR13 Maritime Training Package aligns to Australian Maritime Safety Authority (AMSA) and industry requirements.

Further work will be done in 2013 to align the Training Package to AMSA requirements relating to Coastal Maritime Operations.

UptakeThe data in Table 3.7 are drawn from NCVER reports. It is limited in that it does not include privately funded training or the training undertaken by the Australian Defence Force, which trains its maritime personnel in these qualifications each year. The Skills Council recommends that this data should only be considered in combination with other data sources.

Continuous improvementMaritime-related continuous improvement activity scheduled for 2013 includes:

• development of Engineer Class 3 Near Coastal qualification

• development of Master Ferry in Chains (FIC)

• development of Radio Operator Skill Set

• investigating potential qualification outcome for Marine Pilots, Tug Masters and Marina Operators

• aligning AMSA advanced short courses to the Training Package.

Maritime Training Package – national uptake3.7Maritime Training Package 2008 2009 2010 2011 2012

VET students enrolled 6032 5213 5216 5213 Not available


Trainees in training 132 170 182 191 193

Qualifications completed 37 38 62 66 61


The Skills Council is committed to ensuring that Training Packages remain relevant and responsive to the needs of industry. A full review of TLISC’s approach to facilitating its industry advisory arrangements was conducted in 2012.

Industry Advisory Committee, Sector Specific Steering Committee, and Technical Advisory Group memberships have been reviewed and are being refreshed as each group meets. The terms of reference, membership and administration of these groups are under review.

A new Strategic Advisory Group was established to engage with stakeholders on important issues affecting the industry as a whole. The group enables enhanced engagement with industry stakeholders, particularly in the areas of recent VET reforms and new skills and workforce development policy. This group will be a key mechanism for the Skills Council to obtain industry input that will inform the strategic advice relating to skills and workforce development.

A range of other tools and mechanisms have been implemented and enhanced to promote strong stakeholder engagement. These included database enhancement, improved website functionality, introduction of marketing support software and a new social media strategy. These are in addition to the maintenance of the Continuous Improvement Plan, which provides ongoing opportunities to engage with key TLISC stakeholders in a meaningful and practical way.

ProgressVersion 4.0 of the Aviation Training Package was endorsed in 2012. Certificate II in Aviation Transport Protection was created to support skill development and recognition for personnel operating in roles such as Passenger Screener, Control Room Operator, and Check Baggage Screener. Certificate III in Aviation (Remote Pilot) was developed in response to the emergence of the ‘Remotely Piloted Aircraft Systems (RPAS)’ sector. It aligns to an occupational role for a Pilot operating a Remotely Piloted Aircraft, within visual line of sight (VLOS), below 400 feet above ground level (AGL), in day visual meteorological conditions (VMC), outside controlled airspace, greater than three nautical miles from an aerodrome outside of populous areas.

New Skill Sets have been developed to reflect some of the aspects applicable to Aerodrome Reporting Officers and Works Safety Officers in response to skills shortages and the ageing workforce. This has provided a foundation for further work that will focus on aligning Training Package developments with roles in the Aerodrome Operations sector.

Activity planned for 2013 includes: preparatory work relevant to the remodelling of the Training Package; ongoing work to achieve closer alignment of qualifications and occupational roles; and further review of qualifications/units of competency/Skill Sets as described within the Continuous Improvement Plan.

UptakeThe data in Table 3.6 are drawn from NCVER reports. It is limited in that it does not include any privately funded training or the training undertaken by the Australian Defence Force, which trains a significant number of aviation personnel in these qualifications each year. The Skills Council recommends that this data should only be considered in combination with other data sources.

The latest Australian Education International student data for the year to November 2012 show that there were 734 VET enrolments and 221 higher education enrolments by international students in the aircraft operation field.3

Aviation Training Package – national uptake3.6Aviation Training Package 2008 2009 2010 2011 2012

VET students enrolled 180 238 320 356 Not available

VET subject enrolments 2315 3199 3511 4120 Not available

Trainees in training 265 192 222 588 796

Qualifications completed 112 152 104 113 167


Continuous improvementAviation-specific continuous improvement activity for 2013 will include:

• restructuring ground operations and service qualifications to align with ramp operations job roles

• reviewing flight operations qualifications to align more accurately with Cabin Crew job roles

• investigating the creation of qualifications/Skill Sets for unmanned aircraft systems (UAS) to align with additional job roles

• developing qualification/s for aerodrome operations personnel

• reviewing flight operations qualifications to align more accurately with Fixed Wing Pilot/Crew job roles

• reviewing Rescue Crewman and Air Crewman qualifications to align more accurately with crewman job roles

• reviewing flight operations qualifications to align more accurately with Helicopter Pilot job roles.

Maritime Training Package

The TDM07 Maritime Training Package contains 21 qualifications comprising 175 industry-specific units of competency aligned to occupations across three major areas:

• Coastal Maritime Operations

• Ocean Going Maritime Operations

• General Maritime Operations.

Sixty-three RTOs have the Training Package in their scope of registration.4

1 Source: National VET Provider Collection, 2007-11. Australian Vocational Education and Training Statistics: Students and courses. NCVER. Accessed November 2012. National Apprentice and Trainee Collection, 2008-12. Australian Vocational Education and Training Statistics: Apprentices and trainees. NCVER. Accessed November 2012.

CONTINUOUS IMPROVEMENT (cont.)

CU

RR

EN

T IM

PAC

T O

F T

RA

ININ

G PA

CK

AG

ES

TLISC has a new Social media strategy

twitter.com/TLISC

2, 4 Source: Training.gov.au. Accessed November 2012.3 Personal communication, Department of Industry, Innovation,

Science, Research and Tertiary Education, 21 January 2013.

STAKEHOLDERENGAGEMENT


LA

TE

ST IN

TE

LL

IGE

NC

E32


FU

TU

RE

DIR

EC

TIO

NS

FO

R E

ND

OR

SE

D C

OM

PO

NE

NT

S O

F T

RA

ININ

G PA

CK

AG

ES

Training Package ReformThe Federal Government continues to drive the VET reform agenda with a focus on the design of training packages and formal recognition of foundation skills. National standards and implementation frameworks were established in 2012 to shape how the training system will be simplified and how the needs of the various parties involved can be met. The emphasis on workforce development needs is continuing. An increased focus on foundation skills has been strengthened by the release of a 10-year government strategy and will continue to be a dominant theme in the restructuring of training packages in accordance with new standards, as well as in addressing workforce development needs.

The Skills Council’s review and subsequent enhancement of stakeholder engagement models and communication processes will support the collaborative system of communication to ensure all parties have the opportunity to keep abreast of progress in VET reforms and participate where applicable.

Foundation Skills The development of the Foundation Skills Training Package (FSTP) has continued, with endorsement expected in the near future. For some time the Skills Council has been working on developing and implementing strategies that will support the new FSTP. The industry recognises that low levels of language, literacy and numeracy (LLN) can be a barrier to workforce development. With the workforce needing to adapt constantly to new and emerging technologies, underlying issues of low LLN can hinder upskilling efforts. The potential to harness the benefits of some proposed LLN strategies by the Skills Council has been tempered to some extent by delays in implementing the FSTP. The Skills Council looks forward to applying the FSTP in a way that can meet the current and emerging needs of the Transport and Logistics Industry.

The FSTP is one significant component of a broader reform strategy to increase skills proficiency in Australia. The Government released the National Foundation Skills Strategy for Adults in September 2012. The strategy identifies four key priority areas for action, which form the basis of a nationally consistent and coordinated framework of approaches designed to lift the foundation skills of adult Australians. It goes on to outline “national collaborative action”, “jurisdictional action” or “systemic action” in relation to implementation. The Skills Council supports the strategy’s premise that ISCs have a key role in bringing together industry, educators and governments to ensure action on foundation skills.

THE EVOLVING VET LANDSCAPE

The strategy makes several references to funding, including a general commitment, but it is not explicit about funding models and no consolidated picture has been presented yet. There are five federally funded workforce development programs outlined in Skills Connect including Workplace English Language and Literacy (WELL). The Australian Core Skills Framework (ACSF) and the concept of foundation skills has increasing significance because of the need for people to be able to continually learn and upgrade skills. As a result the application of the WELL concept is becoming broader, more structured and integrated with vocational programs.

TLISC ProjectsIn accordance with templates defined in the New Standards for Training Packages, units of competency are to include foundation skills requirements to enable these skills to be addressed as part of vocational qualifications. This will also assist in identifying situations where additional support is required. When the FSTP is endorsed it will provide units of competency that can be used to address these support needs.

Through the Core Skills and Foundation Skills projects, the Skills Council will be coordinating case studies to identify how these strategies can be applied across all industry sectors and will look at issues associated with their practical implementation.

Successful implementation will require appropriately skilled practitioners with industry experience. The Skills Council has collaborated with vocational trainers and providers to tailor programs to build the foundation skills awareness, expertise, skills and capacity of VET practitioners in the industry.

Implementation of the Standards FrameworkNew Standards for Training Packages were endorsed by the Standing Council on Tertiary Education, Skills and Employment (SCOTESE) on 16 November 2012. By 31 December 2015, all training packages are required to meet the new Standards for Training Packages. In summary, ISCs are to coordinate the review of training packages to simplify and streamline the content.

The most significant structural change is the separation of content into performance standards and requirements, which will be endorsed by the National Skills Standards Council (NSSC), and companion volumes that include all the supporting information. It is envisaged that this structure will make it easier for the various users of training packages to locate and navigate the material they need and therefore improve the ‘fitness for purpose’.

ISCs have collaborated on the technical aspects of the new standards, including the detail in addressing template designs and transition arrangements. Ongoing consultation will continue in relation to the practical aspects of implementation. The Skills Council is actively represented in all forums to ensure that the benefits of streamlining its training packages are maximised and issues of concern receive early attention.


20

Implementation of the Standards Framework (cont.)The Skills Council continuous improvement plan has been reviewed to reflect priorities to 2014. Streamlining is an area for review across the training packages and will be implemented as part of the continuous improvement process, incorporating normal consultation processes. The improvement of training packages in accordance with the new standards is an opportunity to remove duplicated and unnecessary material, and to simplify the content and wording for end users.

ChallengesThese reforms will affect all users of training packages. The Skills Council must balance the interests of various parties involved in the reforms and ensure industry has the opportunity and forums available to continue to provide leadership and collaborate on an agenda where changes are largely outside their control. Although many of the concepts are complex, there is an increasing awareness and understanding of the need for the changes. ISCs have a critical role in this regard and TLISC has a range of communication strategies in place, including its enhanced advisory arrangements, to facilitate structured implementation.

Aside from the magnitude of the overall Training Package reform process (TLISC training packages contain more than 1000 units of competency), significant challenges exist in relation to being able to simplify training packages and still maintain the flexibility and design that serve diverse needs of industry. The end users of training packages are also diverse groups. A collaborative process is imperative in ensuring that the end users of training packages can continue to take advantage of the benefits resulting from changes due to policy, new training products or amendments through the continuous improvement process. The availability of more specific and complete data relating to VET use in Australia would assist in prioritising and assessing streamlining activity.

THE EVOLVING VET LANDSCAPE (cont.)

Quality Assurance in Training and Assessment The Federal Government has also initiated a VET Quality Frameworks Project in an effort to improve quality assurance in both training delivery and assessment and therefore confidence in the VET system. It has been recognised for some time that consistency in the quality of training delivery in particular has been uneven. This has become increasingly apparent as the training market has become more contestable and new entities have entered the market. This has posed a risk to the reputation of the VET sector, with examples of poor quality being publicly highlighted. ISCs will need to consider whether there is further opportunity to foster quality by RTOs and, if so, what their role might entail.

TLISC is certainly committed to working with training providers to ensure quality training delivery and assessment. For example, where possible, and particularly in respect to the high-risk licensing units in the Transport and Logistics Training Package, the Skills Council has advocated the alignment of training package requirements to regulatory requirements.This has proven to be a practical way to promote compliance and consistency in areas which have been subject to scrutiny over time.

In response to industry requests for more flexibility and innovation in training and delivery, the Skills Council has developed a range of new assessment tools (available at www.tlisc.org.au). These are supported by an application for use on iPads and other tablet devices and will assist RTOs to streamline their assessment procedures in a range of training settings and facilitate quality outcomes in assessment.

FU

TU

RE

DIR

EC

TIO

NS

FO

R E

ND

OR

SE

D C

OM

PO

NE

NT

S O

F T

RA

ININ

G PA

CK

AG

ES

1, 2 Anthony Albanese. Opinion piece. Uniform Transport Laws Bring a Nation Into Line. 21 January 2013. Source: http://www.minister.infrastructure.gov.au/aa/opinion/2013/aao_002_2013.aspx. Accessed February 2013.

Industry RegulationThe industry has long been calling for measures to reduce the burden posed by different regulatory requirements across jurisdictions. Following agreement by the Council of Australian Governments (COAG) in 2009 to establish national transport regulators for maritime, rail and road heavy vehicle, the industry has been anticipating implementation of uniform laws.

According to the Federal Government, duplication in laws across the transport industry will cost around $2.4 billion in 2013.1 It is also predicted that the introduction of three single national regulators will boost national income by $30 billion over the next 20 years.2 While the productivity benefits of the new laws are obvious at a national level, the impact of current arrangements at a business level cannot be overstated. Feedback from stakeholders continues to suggest that regulation and compliance issues can encumber business operations. Some stakeholders have reported difficulties in keeping up with regulatory requirements, an issue that can affect compliance. With some time lapsing since the announcement of proposed changes, parts of the industry feel that benefits could have been realised earlier. By the end of 2013, it is hoped that all three national regulators will be up and running and that businesses of all sizes across the industry can reap the benefits of improved efficiency and productivity.

With any change to regulation, it is important to ensure that training packages respond in a timely way to address reforms in licensing (such as with heavy vehicles). This needs to be balanced with concerns outlined above about constant change to training package products and the impact at the user level.

Data and Workforce PlanningThe industry continues to call for enhanced data to assist workforce planning. The Skills Council is aware of discreet datasets that have been developed within particular sectors (such as Ports) but notes the difficulties in accessing comprehensive data that will facilitate effective skills and workforce development planning. The National Maritime Workforce Forum (NMWF) has recently conducted a census of the maritime workforce, which will facilitate the development of a comprehensive workforce development plan. This is a promising development and the Skills Council is committed to working closely with the NMWF in this activity.

The Skills Council conducts ‘opt in’ surveys of the industry as part of its methodology to determine the skills in demand list that appears in the annual E-Scan. While this list is validated through a stakeholder consultation process, the industry needs to commit to a more comprehensive process of transparency in data collection and reporting. Issues of privacy and commercial in confidence can be dealt with appropriately while ensuring that data is available to support workforce development planning. Improved data collection and reporting at an enterprise level will also greatly assist workforce planning and development. Effective workforce development contributes to productivity gains by ensuring that skilled people are matched to industry supply.3 This can only be achieved by measuring and assessing the skills of the existing workforce. Further, in order to meet current and emerging skill needs, it is imperative that enterprises develop their own workforce development plans to capture workforce capability.

The Skills Council is committed to working with its industry stakeholders in 2013 to facilitate workforce planning across each diverse sector. This includes ongoing continuous improvement of training package products and providing on-the-ground support for workforce development activities. Effective industry intelligence that informs this work is vital. Appropriate reporting and quality assurance measures are also needed to ensure that the present and future skill needs of the workforce can be addressed in an environment of constant change and evolution.

3 Australian Workforce and Productivity Agency (AWPA). Australia’s skills and workforce development needs discussion paper. July 2012.


LA

TE

ST IN

TE

LL

IGE

NC

E38


22

Report on previous continuous improvement activity – AVI08 Aviation Training Package

Aviation

AP

PE

ND

ICE

SAPPENDIX A

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

Development of a Road/Tunnel Control Room Operator qualification.

Develop new units of competency/qualification to align with an existing job role.

31 December 2012

28 February 2013 Anticipated March 2013

Review of all heavy vehicle licensing units.

Review of units of competency to align with regulatory requirements.

31 December 2012


Development of a new Mentor Trainer Skill Set for application across all sectors.

Develop new units of competency/Skill Set to align with an existing job role.

31 December 2012


Review unit/s relevant to Stevedoring Reachstacker Operations.

Review of units of competency to align with regulatory requirements.

31 December 2012


Report on previous continuous improvement activity – TLI10 Transport & Logistics Training Package

Rail

Develop qualifications and/or Skill Sets for Rail Yard/Siding Operations to recognise safeworking practices and other operations carried out by maintenance and other staff.

Develop new qualification, Skill Sets and units of competency to align with existing job roles and tasks.

31 December 2012


Develop qualifications for the Management of Safety in Rail.

Develop new qualification and units of competency to align with existing job roles.

31 December 2012


Develop qualifications for Steam Locomotive Fireman to meet regulatory requirements.

Develop new qualification, Skill Sets and units of competency to align with existing job roles.

31 December 2012


Develop qualification for Track Vehicle Operators.

Revision of competency unit to reflect actual job requirements.

31 December 2012


Develop qualifications for tram/light rail infrastructure activities.

Develop new qualification, Skill Sets and units of competency to align with existing job roles.

31 December 2012


Revise TLIS2013B Install minor structures. Revise range statement item to read “Minor structures to be installed may include:”

Revision of competency unit to reflect actual job requirements.

31 December 2012


Develop qualification for Track Vehicle Operators.

Develop new qualification and units of competency to align with existing job roles.

31 December 2012







Investigate the creation of a qualification/Skill Sets for Unmanned Aircraft Systems (UAS) Remote Pilot.

Develop new qualification/Skill Sets and units of competency to align with new job role/tasks.

2 March 2012 14 June 2012 12 July 2012

Investigate the inclusion of an Aviation Transport Protection qualification within the Aviation Training Package for Screeners.

Develop new qualification and units of competency to align with existing job roles/tasks.

2 March 2012 14 June 2012 12 July 2012

Develop Skill Sets for Aerodrome Services Personnel.

Develop new Skill Sets to align with existing job roles/tasks.

2 March 2012 14 June 2012 12 July 2012

Report on previous continuous improvement activity – TDM07 Maritime Training Package

Maritime

Restructure of the TDM07 Training Package qualifications to reflect job roles. Review of units of competency to ensure they meet industry requirements and advancements in technology, including review of unit coding requirements (TDM to MAR).

Revision of qualifications / units of competency required to ensure alignment with VET / Training Package policy and Industry requirements.

31 December 2012


Embedding of environmental sustainability in units of competency as required.

To ensure units of competency align with VET / Training Package policy requirements.

31 December 2012


Simplification of naming of units of competency to align with STCW / NSCV terminology.

Review units of competency to meet industry requirements.

31 December 2012


Review of TDM20207 Certificate II In Transport & Distribution (Marine Engine Driving - Grade 3).

Review the structure of qualification and units of competency to ensure alignment with industry requirements.

31 December 2012


Review of TDM50407 Diploma Of Transport & Distribution (Coastal Marine Engineering - Engineer Class 3) qualification to reflect the revised M03.

Review the structure of qualification and units of competency to ensure alignment with industry requirements.

31 December 2012


Report on previous continuous improvement activity – TLI10 Transport & Logistics Training Package

Logistics Management, Road Transport and Warehousing

APPENDIX A


APPENDIX AReport on previous continuous improvement activity – TDM07 Maritime Training Package

Maritime






Review of TDM60307 Advanced Diploma Of Transport & Distribution (Marine Engineering - Class 2) to ensure alignment with regulator’s Engineering Certificates of Competency.

Review qualification and units of competency to align with maritime regulatory requirements.

31 December 2012


Review of TDM60207 Advanced Diploma Of Transport & Distribution (Marine Engineering - Class 1) to ensure alignment with regulator’s Engineering Certificates of Competency.


31 December 2012


Review of TDM50207 Diploma Of Transport & Distribution (Marine Engineering - Engineer Watchkeeper) qualifications to ensure alignment with regulator’s Engineering Certificates of Competency.


31 December 2012


Restructure of TDM30307 Certificate III In Transport & Distribution (Maritime Operations - Integrated Rating) qualification to reflect job roles.

Realignment of qualification to reflect changed job role/task.

31 December 2012


Develop qualification for a Marine Cook as per ILO requirements.

Develop new qualification to align with an existing job role/task.

31 December 2012


Development of Skill Sets for Coxswain Grade 1 and Grade 2, Safety Training Certification and Shipboard Safety.

Development of Skill Sets required to meet industry and revised maritime regulatory requirements.

31 December 2012


Development of Marine Surveyor qualification continuum (Certificate III, IV and Diploma).

Develop a new qualification continuum to align with existing job roles/tasks.

31 December 2012


AP

PE

ND

ICE

S


25

RTO SURVEY

This survey targeting RTOs was distributed via the Skills Council stakeholder database seeking information about the training package uptake. The survey was also made available on the TLISC website.

October – November

WORKFORCE PLANNING AND DEVELOPMENT SURVEY

Phone interviews were conducted with selected stakeholders seeking targeted workforce planning intelligence.

October – November

CALL FOR SUBMISSIONS

New to the 2013 E-Scan, TLISC invited key industry stakeholders to make a submission to inform the research. The submission template was made available on the TLISC website.

17 September 2012 – 12 October 2012

FACE-TO-FACE INTERVIEWS WITH INDUSTRY STAKEHOLDERS

A range of organisations and technical advisory groups were interviewed during the development of the 2013 E-Scan. Responses to targeted questions were compiled.

September

TLISC'S STRATEGIC DIRECTIONSOur Strategic Directions for 2011-2014 respond directly to industry’s priorities identified in our intelligence gathering, our annual Environmental Scan and the ongoing conversations we have with industry leaders, peak bodies, enterprise owners, their managers and employees.Our four key areas of focus respond to current and emerging policy priorities of lifting productivity and workforce participation levels, and driving greater industry co-investment in the skills and workforce development agenda.

• Development and continuous improvement of Training Package products and services to reflect the current and emerging needs of industry

• Increasing the knowledge and capability of vocational education and training professionals/workplace trainers

• Supporting the newly established Australian Skills Quality Authority and its role in improving the quality of training and assessment outcomes

• Analysis of the breadth and depth of transport and logistics occupations and skills usage across the Australian economy

• Acting as a coordinator and adviser for our industry sectors by identifying the skills and workforce development implications of government policies and regulatory reform at a national level

• Identification of new and emerging trends in intra and inter occupational mobility/cross industry skills

• Providing contemporary advice on the condition of the transport and logistics sectors, their workforce planning and development needs and demands from the national training system over a projected 12 month period

• Development of industry positions on key issues to inform and positively influence policy

• Identifying and utilising international trends in workforce development and labour market intelligence to inform our work

• Brokered, whole of business solutions to help enterprises build their workforce

• Increasing capability and awareness of industry bodies and intermediaries on workforce planning, skills development and utilisation strategies to drive widespread improvement of practice and productivity

• Establishment of evidentiary based value propositions to quantify the worth of skills at the individual, enterprise, sector and industry level

• Targeting of under-represented demographics and brokering key partnerships to build a vibrant, untapped labour force

We will achieve this through:

Productivity & Skills

Increasing enterprise productivity through contemporary skills and workforce development practices

In practice the Strategic Directions are interdependent and will inform each other:

Transport & Logistics Workforce

Repositioning transport and logistics as an attractive, valued and rewarding place to work

Analysis & Intelligence

Contemporary, high quality analysis and intelligence on the profile and skills needs of the current and future transport and logistics workforce

Training Products & Services

High quality development and continuous improvement of training products and value-add services to support excellence in training delivery and assessment across the tertiary sector

1 2 3 4

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.

SKILLS IN DEMAND SURVEY

This survey was distributed via the Skills Council 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.

October – November INDUSTRY VALIDATION

Key findings were validated with industry. They were published on the TLISC website and feedback was sought prior to finalisation in the E-Scan.

January

The Transport and Logistics Industry Skills Council uses a variety of intelligence and information-gathering methods throughout the year to inform its annual E-Scan. For the 2013 E-Scan, this process started after the release of the 2012 E-Scan. Contemporary industry intelligence has been obtained from sources including:

• ongoing dialogue and consultation with key stakeholders from industry, including Skills Council technical working groups, Skills Council strategic advisory groups, RTOs, enterprises and companies, peak bodies and industry associations, employee associations and unions, and regulators and government representatives

2013 Environmental Scan methodology and timelines

• 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 the Skills Council and contribute to the E-Scan process directly. In addition, several dedicated intelligence-gathering methods were used (see table). The survey instruments that underpin the data collection were extensively reviewed in 2012. This process ensured that the potential for bias was addressed by separating industry and RTO contributions.

Strategic Directions

AP

PE

ND

ICE

S

APPENDIX B


27

ANZSCO code Occupation Training Package qualification

Justification/evidence (qualitative and/or quantitative)

242211 – Workplace Trainers and Assessors

VET Teacher (includes Workplace Training and Assessment) (transport industry specific)

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

TAE40110 Certificate IV in Training and Assessment

A shortage of quality workplace trainers and assessors continues to hamper efforts by employers within the sector to upskill staff.1 Income for trainers and assessors is often less than what they could earn in a frontline industry role, making retention and recruitment difficult. With skills requirements within the sector becoming more complex and diverse, businesses have reported difficulties in securing the services of qualified trainers with the right experience and qualifications.2

733111 – Truck Driver (General)

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

TLI21210 Certificate II in Driving Operations

TLI31210 Certificate III in Driving Operations

There are a multitude of factors contributing to the continued shortage of Truck Drivers. Workforce development by trucking companies is affected by cost pressures including higher fuel prices, stronger competition leading to reduced margins, costs of licensing and rising insurance premiums (particularly for younger drivers).3,4

An ageing workforce and a dearth of new entrants, who are put off by an outdated image of the industry or pay and working conditions, are major barriers to maintaining a skilled workforce.5

With a growing freight task, pressures are set to continue over the coming years. Over the five years through 2012/13, total tonnage hauled by road freight is expected to increase by an annualised 2.6% to 207 billion tonne-kilometres.6

Businesses report that finding drivers with the right set of skills is difficult.7,8 This is particularly evident in waste management companies and pick-up and delivery roles within metropolitan areas.9

Competition with other industries remains a significant barrier to recruitment and retention strategies, as skill sets are readily transferable.10

732111 – Delivery Driver

Delivery Driver TLI21210 Certificate II in Driving Operations

TLI31210 Certificate III in Driving Operations

See Truck Driver.

731211 – Bus Driver

731212 – Charter and Tour Bus Driver

731213 – Passenger Coach Driver

Bus Driver TLI31210 Certificate III in Driving Operations

Demand for public transport in Australia has been steadily rising, with a 15% increase in total passenger kilometres travelled by bus since 2004.11 Reasons for this are varied and include rising petrol costs and parking fees and greater awareness of the environmental effects of cars, such as congestion and emissions. With this increased demand comes a need for more Bus Drivers.

The domestic tourism market is also recovering. There were 6.1 million visitor arrivals for year ending October 2012, an increase of 3.2% over the previous year.12 This means an increased demand for Charter and Tour Bus Drivers.

There is also some evidence that the increased population in some mining towns and the need to transport workers from town to mines has led to increased demand for Bus Drivers in these areas. Higher pay is drawing drivers away from other areas.13

ANZSCO code

Occupation Training Package qualification


731112 – Taxi Driver

Taxi Driver TLI21210 Certificate II in Driving Operations

A shortage of taxi drivers is being felt across many parts of the country. There are several reasons cited by operators, including:14,15,16,17

• low pay

• fears of encountering violence or fare evaders

• changes to federal immigration laws

• fears held by Indian students in particular following recent negative media reports in their home country

• loss of drivers to the mining boom

• Generation Y not being attracted to the role.

The Victorian Government’s Taxi Inquiry concluded with the release of a report in September 2012. The report explores several reasons behind taxi shortages, including poor pay and conditions.18

721311 – Forklift Driver

Forklift Operator

TLI21610 Certificate II in Warehousing Operations

TLI31610 Certificate III in Warehousing Operations

While this occupation is a good entry role into the sector, age restrictions can present a barrier for younger people.19 The growth in the number of warehouses primarily associated with an increase in online sales means that more Forklift Operators are required.20

Feedback from industry suggests that warehouse work in general is not attractive to new entrants, due in part to low entry wages and a lack of understanding about the opportunities available.21 With Forklift Drivers in demand across various industries, retention of workers is an ongoing concern for employers.

149413 – Transport Company Manager

133611 – Supply and Distribution Manager

Transport/Logistics Manager, Transport/Logistics Supervisor,

Transport/Logistics Scheduler

TLI42010 Certificate IV in Logistics

TLI50410 Diploma of Logistics

With an increase in the freight task22 and associated growth in the industry, the demand for skilled workers with transport and supply/distribution experience is increasing.23 Transport Managers possess a breadth of experience that is attractive to other occupations within the industry.

Logistics management requires a broad skill set and experience, which requires time and commitment to build. A lack of awareness of the career paths available is a significant barrier.24

Logistics management is also becoming more advanced. There is a shortage of these skills due to rapid growth in the industry and the desire of organisations to make their processes more efficient.25 This is in response to consumers who are increasingly demanding faster delivery of goods in a very competitive environment.26 Supply of skilled workers is not meeting demand.

591116 – Warehouse Administrator

Warehouse Administrator/

Warehouse Manager

TLI41810 Certificate IV in Warehousing Operations

Within warehousing, demand for experienced administrators, schedulers, analysts and managers is increasing as organisations seek to make their processes more efficient.27 Contributing factors to skills shortages are the high turnover rate and an increase in the number of third party logisticscontracts.28

The warehouse environment is becoming increasingly more sophisticated and highly systemised. This is leading to a demand for administrators with a diverse skill set who are able to navigate the technical aspects of the job.29

The development and promotion of internal career paths within the warehouse environment is necessary to improve attraction and retention rates.30

74111 – Storeperson

Store Assistant/Warehouse Assistant

TLI21610 Certificate II in Warehousing Operations

TLI31610 Certificate III in Warehousing Operations

See Warehouse Administrator.

Logistics Management, Road Transport and Warehousing Logistics Management, Road Transport and Warehousing

APPENDIX COccupations and Qualifications in Demand Table

AP

PE

ND

ICE

S


29A

PP

EN

DIC

ES

ANZSCO code



231111 – Aeroplane Pilot

Aeroplane Pilot

AVI40108 Certificate IV in Aviation (Commercial Pilot Aeroplane Licence)

There is worldwide demand for Aeroplane Pilots, with a projected need of 460,000 new Commercial Airline Pilots and 601,000 Maintenance Technicians worldwide by 2031.1 The predicted growth in passenger and cargo traffic is a primary driver.

Other drivers for the pilot shortage in Australia include:

• an ageing workforce2

• demand from the wider South Asia region3

• time and cost of licence training can be prohibitive4

• perception of limited defined career paths for pilots5

• strong growth in regional aviation has created strong demand6

• loss of some of the sector’s attractiveness to potential employees.7


VET Teacher (includes Workplace Training and Assessment) (transport industry specific)


See Flying Instructor for explanation regarding skill shortage related to pilot occupations.

For Workplace Trainers and Assessors in other occupations, there is competition from the wider Transport and Logistics Industry. This situation is compounded by the relatively lower remuneration paid to trainers and assessors compared with the income they can achieve returning to frontline roles.8

231113 – Flying Instructor

Flying Instructor (Aeroplane and Helicopter)

AVI50510 Diploma of Aviation

AVI60110 Advanced Diploma of Aviation

With the shortage of pilots, many Flying Instructors are returning to pilot roles where they can earn higher wages.

There are also reports of trainers taking on upper management roles within the sector due to their subject matter expertise and ability to attract better pay and conditions.10

An ageing of the workforce is exacerbating existing demand.

721911 – Aircraft Baggage Handler

Aircraft Baggage Handler, Airline Ground Crew, Load Controller

AVI30408 Certificate III in Aviation (Ground Operations and Service)

Increased competition among airlines and difficult working conditions (such as long shifts) combine to make attraction and retention of Aircraft Baggage Handlers, Airline Ground Crew and Load Controllers difficult.11 This situation is felt more keenly in rural and remote airports.

Aviation

1, 2, 3, 5, 8, 19, 20, 21, 24 Transport and Logistics Industry Skills Council, Skills in Demand Survey. 2013.4 Patrick Stafford. Transport sector on a hard road. Smartcompany, 22 June 2011. Source: http://www.smartcompany.com.au/transport-and-logistics/20110622-transport-

sector-on-a-hard-road.html. Accessed September 2012.6 Road Freight Transport. IBISWorld. September 2012.7 Amy Wilson-Chapman. Now it’s a freight wait. The Sunday Times. 16 June 2012.9 Stakeholder submission, 2013 E-Scan.10 Transport and Logistics Industry Skills Council. Skills in Demand Survey. 2013.11 Bureau of Infrastructure, Transport and Regional Economics (BITRE), 2012 Yearbook, 2012 Australian Infrastructure, BITRE, Canberra ACT. Table T3.3i, p.69.12 Visitor Arrivals Data. Australian Bureau of Statistics, reported on Tourism Australia website. Source: http://www.tourism.australia.com/en-au/research/default_3935.aspx.

Accessed January 2013.13, 30 Stakeholder consultation, 2013 E-Scan. 14 Clay Lucas. Driver shortage for taxis as Indian student numbers fall. The Age (online), 10 February 2011. Source: http://theage.drive.com.au/roads-and-traffic/driver-

shortage-for-taxis-as-indian-student-numbers-fall-20110209-1an3l.html. Accessed January 2013.15 Recruitment underway to tackle driver shortage. ABC News online, 27 April 2012. Source: http://www.abc.net.au/news/2012-04-27/recruitment-underway-to-tackle-taxi-

driver-shortage/3976044. Accessed January 2013.16 Cab delays brought on by driver shortage. Tanya Westthorp, goldcoast.com.au, 11 October 2012. Source: http://www.goldcoast.com.au/article/2012/10/11/439552_gold-

coast-news.html. Accessed January 2013.17 Who’s driving you home this Christmas? Victoria Taxi Association, 28 November 2011. Source: http://www.victaxi.com.au/media/33687/mr%20driver%20shortage.pdf.

Accessed January 2013.18 Taxi Industry Inquiry. Final Report: Customers first, service, safety, choice. September 2012. Source: http://www.taxiindustryinquiry.vic.gov.au/__data/assets/pdf_

file/0008/83870/TII-Final-Report-Overview-and-Recommendations-December-2012.PDF Accessed January 2013.22 World Freight Transport. IBISWorld, 2012.23 Australian Logistics Council. Future Freight Networks. Source: http://futurefreightnetworks.realviewdigital.com/ 2012. Accessed September 2012.25, 27 Hays Quarterly Report. Logistics. Source: http://www.hays.com.au/report/HAYS_029595. Accessed October 2012.26 Transport and Logistics Industry Skills Council. Skills in Demand Survey. 2013.28 Hays Quarterly Report. Logistics. http://www.hays.com.au/report/HAYS_029595. Accessed October 2012.29 Australian Logistics Council. Future Freight Networks. Source: http://futurefreightnetworks.realviewdigital.com. Accessed September 2012.

Logistics Management, Road Transport and Warehousing



31A

PP

EN

DIC

ES

ANZSCO code

Occupation Training Package qualification1


899211 – Deck Hand

Deck Hand/General Purpose Hand Integrated Rating Coxswain

MAR30113 Certificate III in Maritime Operations (Integrated Rating)

MAR10113 Certificate I in Maritime Operations (General Purpose Hand)

MAR20113 Certificate II in Maritime Operations (Coxswain)

MAR30413 Certificate III in Maritime Operations (Master up to 24 metres)

Skill demands for this occupation can vary depending on geographical location, with competition for skills evident between onshore and offshore companies. For example, there is a demand for roles to service Western Australia’s burgeoning offshore oil and gas fields, as well as ships exporting resources from the state. 2,3,4

With the Federal Government’s shipping reforms (announced in late 2011) taking effect, it is expected that there will be potential for more ships on the Australian coast and therefore an increased demand for skilled labour. 5

The median age for Deck and Fishing Hands is 48 years,6 so a continued focus on the promotion of career pathways within the sector is important.7

231214 – Ship’s Officer

Ship’s Officer, Deck Officer, Ship’s Navigating Officer

MAR50313 Diploma of Maritime Operations (Watchkeeper Deck)

Increased shipping requirements, particularly as a result of demand from the resources industry, have contributed to demand in this occupation.8

The Maritime Workforce Development Forum is working on an industry plan for workforce development, which should address some of the issues.

231212 – Ship’s Engineer

Marine Engineer

MAR50213 Diploma of Maritime Operations (Engineer Watchkeeper)

MAR50113 Diploma of Maritime Operations (Marine Engineering Class 3)

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

MAR60113 Advanced Diploma of Maritime Operations (Marine Engineering Class 2)

The high cost of training and the scarcity of training berths for qualifying sea service are both key challenges for this occupation.

Strategies to improve the flexibility of training delivery within the industry have already started.

With a global shortage of engineers more generally, there is strong competition for the underlying skill set and experience. Competition with the offshore oil and gas sector is particularly evident.

A promotion of career opportunities to prospective entrants would be beneficial, as would pathways from other occupations such as Integrated Rating.10

231213 – Ship’s Master

Ship’s Captain/Ship’s Master

Marine Pilot, Ship’s Pilot, Sea Pilot

MAR40313 Certificate IV in Maritime Operations (Master up to 35 metres)

MAR50413 Diploma of Maritime Operations (Master up to 500 GT or Master 80 metres)

MAR60213 Advanced Diploma of Maritime Operations (Master Unlimited)

The Maritime sector has identified an ageing workforce and the difficulty in attracting young people as significant barriers to recruiting staff.11 Forty-two per cent of the seafarer workforce is aged 51 years or older.12

A career at sea is often not an attractive option for new job seekers because of long periods away from home. Career promotion to young people in particular is a challenge that needs to be tackled. Strategies that allow workers to keep in touch with life onshore while at sea have been implemented by many employers.

This occupation is reliant on an extensive duration of sea service as an employee progresses through the hierarchy of licences on the way to becoming a Marine Pilot.

Maritime

ANZSCO code



721911 – Aircraft Baggage Handler

Aircraft Reporting Officer

AVI30408 Certificate III in Aviation (Ground Operations and Service)

An ageing workforce is the primary driver for this skills shortage.14 With a lag time in training new entrants, replacement of workers in this occupation can be difficult. Rural and remote airports feel the shortages more intensely as employees tend to work part-time or casually while holding down other jobs in their communities.15

Training new employees in rural and remote areas has also proved difficult due to problems accessing suitable training arrangements.16

132311 – Human Resources Manager

132111 – Corporate Services Manager

Business and Human Resources Management Skills (especially for airport operators)

Occupation identified as a skills shortage – aligns to a higher education qualification.

Awareness of opportunities within the airport sector in particular is low. This is hampered by several factors including:17 economic pressures in some areas that have led to a shortage of resources to develop workers; competition from other industries; a requirement for candidates to possess pre-existing skills and experience; image of the sector; geographical location of some airports; and retention, mentoring and succession planning strategies.

Human resource management skills are particularly important as they can be applied to develop long-term skills building and career development within the sector, minimising leakage to other sectors and industries.18

1, 6 Domestic Airlines in Australia. IBISWorld. August 2012.2, 4, 5, 11 Stakeholder consultation, 2013 E-Scan.3 Boeing Current Market Outlook 2012-2031. Source: http://www.boeing.com/commercial/cmo/pilot_technician_outlook.html. Accessed December 2012.7 Global Aviation Human Capital Summit 2011. Source: http://www.iata.org/events/Documents/HCSummit_Day1_0900_Gianasso.pdf.

Accessed December 2012.8, 9, 10 Transport and Logistics Industry Skills Council. Skills in Demand Survey. 2013.

Aviation



33

ANZSCO code

Occupation Training Package qualification1



VET Teacher (includes Workplace Training and Assessment), Maritime Industry specific


Maritime training in Australia is limited to a small group of highly specialised training organisations. Training is typically formed around a college and an on-board component (‘training berth’). The college component is provided by training providers and on-board training is normally supervised by a senior maritime or supervising officer.

There is evidence of Workplace Trainers and Assessors being drawn back to roles that use their technical skills and experience by better pay and conditions.13

712911 – Boiler or Engine Operator

Marine Engine Driver

MAR20213 Certificate II in Maritime Operations (Marine Engine Driver Grade 3)

MAR30213 Certificate III in Maritime Operations (Marine Engine Driver Grade 2)

MAR40213 Certificate IV in Maritime Operations (Marine Engine Driver Grade 1)

MAR30313 Certificate III in Maritime Operations (Marine Engine Driver Steam)

Shortages in this area are due to the cost of training and the difficulty for people to build up the sea time required to become qualified.14 Feedback from industry suggests that improvements in the flexibility of training would be beneficial. This should include greater use of mentoring, coaching and on-the-job training.

Some of the underlying skills and experience are also in demand from other industry sectors and existing workers are often seeking improved conditions, pay and job security.15

1 Qualifications endorsed in 2013 as part of MAR13. Contact the Skills Council for qualifications from TDM07.2 Clancy Yeates, Sydney Morning Herald, 14 January 2012.3 Sam Jeremic, Weekend West, 7 January 2012.5 Aleysha Anderson, The Sunday Times, 16 June 2012.6 ABS Labour Force Survey, annual average 2011.4, 7, 8, 9, 10, 11, 13, 14, 15 Transport and Logistics Industry Skills Council. Skills in Demand Survey. 2013.12 Albanese, Anthony. 26 September 2012. Shipping Australia Limited Parliamentary Luncheon. Parliament House, Sydney.

Maritime


AP

PE

ND

ICE

S

ANZSCO code



731311 – Train Driver

Locomotive Driver, Train Driver

TLI30410 Certificate III in Transport and Logistics (Rail Operations)

TLI40410 Certificate IV in Transport and Logistics (Rail Operations)

There are a range of reasons behind the skill shortage in this occupation.1,2,3 These include:

• growth in passenger and freight services, including an increase in private railways (particularly in mining areas)

• significant investment in rail infrastructure, particularly related to the resources and mining boom

• an ageing workforce, combined with a lag time in training to replace retiring workers

• poor industry image

• reduced investment in workforce development among some parts of the sector, particularly related to privatisation

• lack of awareness of career opportunities by industry outsiders

• shift work and rostering pressures

• competition from other industries, particularly mining and resources, that often provide more favourable remuneration

• underlying shortage of trainers/assessors to upskill new and existing workers.

A stronger focus on training and workforce development at an organisational level has been suggested as one possible solution.4 As training simulation increases in popularity, the training period required for operational staff such as drivers and safety staff will reduce.5

341111 – Railway Signal Electrician

Signal Technician/Overhead Wiring Technician

UEE41210 Certificate IV in Electrical – Rail Signalling

UET40612 Certificate IV in ESI — Power Systems Network Infrastructure

The reasons for shortages in this occupation are similar to those for Train Drivers, with an ageing workforce and increased infrastructure development being the predominant underlying causes.6

The ongoing demand for electrical tradespeople more generally has meant that there is increased competition with other industries for this skill set. It is expected that employment demand for electricians generally will be more than three times the national average over the next five years.7 A lack of awareness of career opportunities within the rail sector, combined with a poor industry image, makes competition for skills by the rail sector even more challenging.

Feedback from industry suggests that a lack of investment in workforce development, combined with the specialist nature of this role, has led to the continued shortage.8

721914 – Railway Track Plant Operator

821611 – Railway Track Worker

Railway Track Worker

Railway Track Plant Operator

Team Leader Infrastructure

Track Patroller/Inspector

TLI21311 Certificate II in Rail Infrastructure

TLI311811 Certificate III in Rail Track Surfacing

TLI32111 Certificate III in Rail Structures

TLI32511 Certificate III in Rail Infrastructure

TLI42311 Certificate IV in Rail Infrastructure

An increase in track infrastructure, particularly new rail lines that are being run independently by mining companies, is creating competition for skilled workers between traditional government employers and the private sector.9 Further, the specialist nature of skill sets makes recruitment and upskilling of existing workers difficult.10 This is exacerbated by shortages in trainers and assessors.

Rail


35A

PP

EN

DIC

ES

ANZSCO code



891113 – Waterside Worker

712111 – Crane, Hoist or Lift Operator

721311 – Forklift Driver

721999 – Mobile Plant Operator nec*

Stevedore Crane Driver Forklift Operator Gantry Crane Operator Straddle Carrier Operator

TLI21411 Certificate II in Stevedoring

TLI31510 Certificate III in Stevedoring – with two specialisations: Crane Operations and Team Leading

With port capacity increasing in Australia, demand for skilled portside workers is set to increase.1 The introduction of technology helps decrease overall costs, reduce the number of staff positions required and, therefore, labour costs. With this, however, other opportunities will open requiring new skills. Skill demands can vary depending on geographical location, with resource ports such as those in Western Australia experiencing most demand. Some of those ports can experience difficulties in attracting workers, particularly when families need to move and appropriate infrastructure might not be in place.

The introduction of new technology and systems at ports targeting documentation, yard layout, ship loading and discharging, ship stability calculations and operational statistics will also mean that existing and new workers need to adapt to new skill requirements.

139999 – Specialist Manager nec*

Harbour Master Assistant or Deputy Harbour Master

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

Some Harbour Masters will hold TDM60407 Advanced Diploma of Transport & Distribution (Maritime Operations – Master Unlimited).

A revitalisation of Australia’s shipping industry, combined with increased demand at our ports, will mean that efficiency in port operations will become even more important. This will include a need to monitor and enforce safety and environmental requirements. While industry has reported that regulatory burdens can add to existing workforce pressures, it is hoped that improved regulatory systems will ease these.

599914 – Radio Despatcher

Vessel Traffic Services (VTS) Operator

Qualification under development.

In the past, VTS Operators have needed to have seagoing experience.2 However, there are reports of port authorities training VTS Operators who do not have seagoing experience. Advances in technology have meant changes in the underlying skills required.3

149413 – Transport Company Manager

133611 – Supply and Distribution Manager

139999 – Specialist Manager Nec*

Port Manager/ Terminal Manager/ Terminal Operator Berth and Terminal Planner


Port Managers and Operators need to understand not only their own operations, but also those of upstream and downstream elements of the supply chain. The effects of this are far-reaching on ports’ skills needs. The role of purchasing, for example, has shifted within the complexity of the supply market from just-in-time buying to maintaining strategic relationships with suppliers and keeping a critical inventory of long lead-time items that reflect their maintenance plans and procurement intentions.4

221111 – Accountant (General)

Port Finance Manager and Accountant


With port operations becoming more complex and integrated with the upstream and downstream elements of the supply chain, there is an emerging demand for experienced financial managers. For example, public sector ports with centralised decision making authorities in a state treasury need long-range planning skills against the background high levels of financial management to maintain suitable budgets.5

PortsRail


ANZSCO code




VET Teacher (includes Workplace Training and Assessment), transport industry specific


Competition for skills from other industries, particularly mining and resources, is leading trainers and assessors to seek out more highly paid positions using their subject matter expertise.11 The shortage in this occupation can have a flow-on impact to other occupations because employers can struggle to upskill new and existing workers.

233311 – Civil Engineer

233214 – Structural Engineer

233215 – Transport Engineer

233311 – Rail Signalling Engineer

Rail Engineer Rail Signalling Engineer Systems Analysts

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

Engineering professionals in general are in very strong demand, which is set to increase in 2013 as China’s economy surges again.12 According to the 2012 Senate Enquiry into engineer shortages, there are four main drivers of demand: the resources sector, defence, the National Broadband Network and other major infrastructure projects.13

With rail and ports infrastructure increasing in particular, the demand for skilled engineering labour within the Transport and Logistics Industry as well as other industries is set to remain high.

The number of overseas engineers relocating to Australia has decreased.14 Several reasons have been suggested including: the rising cost of living; changes to immigration policy, in particular the removal of the Living Away from Home Allowance (LAFA) component of the 457 visa; and competition from other countries that have lower taxation environments.

133111 – Construction Project Manager

Supervisors/ Project Managers

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

The sector has also seen an increase in the need for business development skills. This skill set is often needed by bid or proposal managers who can secure project work, particularly in competitive markets such as New South Wales.15

1 Australasian Railway Association. Rail Workforce Development: Our People are Our Future. Source: http://www.ara.net.au/UserFiles/file/Policy_Leaflets/Workforce-fact-sheet-web.pdf. Accessed January 2013.

2 Supply Chain Review. Skills body fears rail industry fragmentation. Source: http://www.supplychainreview.com.au/news.aspx?mid=548&dnnprintmode=true&ArticleID=81487&SkinSrc=%5BG%5DSkins%2FSupplyChain%20Review%2FPrinterFrendlySkin&ContainerSrc=%5BG%5DContainers%2F_default%2FNo+Container. Accessed October 2012.

3, 4, 6, 8,10,11 Transport and Logistics Industry Skills Council. Skills in Demand Survey. 2013.5 Passenger Rail Transport in Australia. IBISWorld. August 2012.7 ElectroComms and Energy Utilities Industry Skills Council.

2012 Environmental Scan.9 Supply Chain Review. Skills body fears rail industry fragmentation. Source: http://www.supplychainreview.com.au/news.aspx?mid=548&dnnprintmode=true&ArticleID=81487&

SkinSrc=%5BG%5DSkins%2FSupplyChain%20Review%2FPrinterFrendlySkin&ContainerSrc=%5BG%5DContainers%2F_default%2FNo+Container. Accessed October 2012.12 Shortage of skilled professionals could hamper Australia’s economic growth. Clarius Skills Index. Clarius Group. 19 November 2012. Source: http://www.clarius.com.au/news_

centre/clarius_skills_index.aspx. Accessed January 2013.13 The shortage of engineering and related employment skills, Senate Enquiry, July 2012. Source: http://www.aph.gov.au/Parliamentary_Business/Committees/Senate_

Committees?url=eet_ctte/completed_inquiries/2010-13/engineering/report/index.htm. Accessed January 2013.14, 15 Mark Quintana. The recruiter’s perspective. Rail Express. August 2012.


AP

PE

ND

ICE

S

Ports


ANZSCO code



233211 – Civil Engineer 233512 – Mechanical Engineer

Port Engineer


Engineering professionals in general are in very strong demand, which is set to increase in 2013 as China’s economy surges again.6 According to the 2012 Senate Inquiry into engineer shortages, there are four main drivers of demand: the resources industry, defence, the National Broadband Network and other major infrastructure projects.7

With rail and ports infrastructure increasing in particular, the demand for skilled engineering labour within the Transport and Logistics Industry as well as other industries is set to remain high.

The number of overseas engineers relocating to Australia has decreased.8 Several reasons have been suggested including: the rising cost of living; changes to immigration policy, in particular the removal of the Living Away from Home Allowance (LAFA) component of the 457 visa; and competition from other countries that have lower taxation environments.

591211 – Despatching and Receiving Clerk

Cargo Superintendent, Load Controller

TLI41710 Certificate IV in Stevedoring

Expansion of activity at ports, especially increases in container throughput, has led to rising demand in this occupation. Shortages are more pronounced in particular geographical locations and there is a significant lag time involved in training new recruits to Certificate IV level.9

Employment growth for Transport and Despatch Clerks to 2016-17 is expected to grow moderately, and the median age for this occupation is 40 years.10

*Nec = Not elsewhere classified

1 Port Operators in Australia. IBISWorld. September 2012.2 Felicity Landon. Oceans of experience? 27 July 2012. Source: http://www.portstrategy.com/news101/administration/manpower-and-training/recruitment/oceans-of-

experience. Accessed January 2013.3, 4, 5 Stakeholder consultation. 2013 E-Scan.6 Shortage of skilled professionals could hamper Australia’s economic growth. Clarius Skills Index. Clarius Group. 19 November 2012.

Source: http://www.clarius.com.au/news_centre/clarius_skills_index.aspx. Accessed January 2013.7 The shortage of engineering and related employment skills. Senate Inquiry, July 2012. Source: http://www.aph.gov.au/Parliamentary_Business/Committees/Senate_

Committees?url=eet_ctte/completed_inquiries/2010-13/engineering/report/index.htm. Accessed January 2013.8 Mark Quintana. The recruiter’s perspective. Rail Express. August 2012.9 Transport and Logistics Industry Skills Council. Skills in Demand Survey. 2013.10 ABS Labour Force Survey, DEEWR trend data to November 2011.


AC

KN

OW

LE

DG

EM

EN

TS

This list details those organisations that elected to be recognised as contributing to the development of the 2013 Transport & Logistics Environmental Scan.

AB Quality Homes Pty LtdAccess Group TrainingAchieve Training and Assessment ServicesAdelaide Airport Limited AETECH Driver Trainer Heavy VehiclesAGB Human ResourcesA-Gesture AirnorthAll Purpose Transport Services Alltruck Driver TrainingANL Container Line Pty LtdApprenticepower AUSNACApprenticeships MelbourneAQ TrainingArmstrong’s Driver Education Pty LtdAssociation of Marine Park Tourism OperatorsASTCAustralasian Convenience and Petroleum Marketers AssociationAustralasian Maritime InstituteAustralian Maritime CollegeAustralian Maritime Safety AuthorityAuswide Liftruck Assessment & TrainingAviation/Aerospace AustraliaBalance Training & Assessments Pty LtdBHP Iron Ore Pty Ltd BIS Industries Blueprint Employment and Training IncBrink’s Australia Pty Ltd Brookfield RailBusNSWCairns Taxis LimitedCalibre Training InstituteCaroma Industries Limited CC Containers P/LCentre for Excellence in Rail TrainingChamber of Commerce Northern TerritoryChisholm InstituteCLB Training & DevelopmentCoaching CollegeColeman Rail Pty LtdCollege of WarehousingCSL Australia Pty Ltd Department of Business and InnovationDepartment of TransportDirect Freight (Aust) Pty Ltd

Downer EDI RailDowns Group TrainingDP World Australia Driver Training AcademyDurack Institute of TechnologyEagle Wing Education and TrainingEndeavour IndustriesFarstad Shipping Offshore Simulation Centre Five Star Security TrainingForking Essential Pty LtdFuture ForceFuturumGenesee & Wyoming AustraliaGT Transport Driver Training & AssessmentHGT Australia T/As NovaskillHi-Trans Express Pty LtdHuman Resource TrainingHume Whittlesea Local Learning and Employment NetworkHunter Region Westpac Rescue Helicopter Service Independent Grocers Darwin Industry Training Pty LtdInner Eastern Group Training IncIron Horse Intermodal Pty Ltd IVPAWSJKR Training and ConsultingJohn Holland Rail Pty LtdJust Careers TrainingKangan Institute of TAFEKleenheat Gas Laing O’RourkeLearning PartnersLearning Sphere Training SolutionsLeighton ContractorsLinchpin Succession ManagementMarina Industries Association Maritime Safety QueenslandMenzies AviationMermaid Marine METLMetro Tasmania Mini Movers Mint TrainingMoorabbin Flying ServicesMt Gravatt Coach & TravelMurray River Paddle Steamers National Centre for Vocational Education ResearchNational Mailing & Marketing Pty LtdNational Training Organisation

National Union of WorkersNationwide TrainingNatRoad LtdNavitasNorth Coast TAFE WarehousingNorthern Australia Training and AssessmentNQ Group PTY LTDOrbit Training Qld Pty LtdOrigin Energy Limited Pacific NationalPatricks Port Logistics Payne HaulagePear Producers Association Perth Boat SchoolPHD Services Pilbara InstitutePNL 4WDriving P/LPublic Transport AuthorityQantas Airways Ltd QR NationalQube LogisticsQube Ports & Bulk Queensland MotorwaysR.Vogel Training P/LRailCorp Railtrain Pty LtdRed Cross CollegeRegistered Training Organisation Patrick Stevedoring Operations PTY LTDRhomberg Rail AustraliaRio Tinto Rail DivisionRISSBRotorlift AviationRTBUSafe T TrainingScott’s Transport Sea School International Pty LtdSeafood Training Tasmania (Inc.)Selection PartnersSemi SchoolSempcom Petroleum Transport Training Pty LtdSharp AirlinesShowtetch Training AustraliaSkilled Rail ServicesSkillsHQSky Education AustraliaSMART Infrastructure Facility University of WollongongSouthern Queensland Institute of TAFESpeedAware Pty LtdStar Track Stirling Skills Training Inc

Strategix Training GroupSummit Training and TechnologySunshine Coast Institute of TAFESustainable Learning Australasia Pty Ltd T/A Academy GreenSVITZERSwank TrainingTAFE NSW – Western InstituteTAFE NSW – Western Sydney InstituteTAFE Sydney Institute St George CollegeTASSAL Taxi Council SATaxi Industry Training VictoriaThe Bremer Institute of TAFEThe CentreThe Centre for Continuing Education Pty LtdThe Malka GroupThe Maritime Union of AustraliaThe Sydney Taxi SchoolThey’re Training Pty LtdTIDE Training Pty LtdTK ShippingTNT ExpressToll dnata Airport Services Toll Priority TOLL Shipping and Logistics Train AustraliaTransChoice ConsultingTranspacific Industries Pty LtdTransport Distribution Training SATransport Safety VictoriaTransport, Engineering and Automotive Training Advisory Council NT IncTransqual Pty LtdTT LineTunnel Holdings Pty Ltd V/LineVictorian Transport Association (VTA)Victorian Waste Management AssociationV-TOL Aerospace Pty Ltd Wagga Wagga City Council Waste Contractors & Recyclers Association of NSWWaste, Recycling Industry Association (QLD)Watco WA Rail Pty LtdWestern College Dubbo Pilot Heavy Driver Training Youth ProgramWodonga TAFEWork and TrainingYamaha Motor Australia Pty Ltd

CONTRIBUTING ORGANISATIONS

The Transport and Logistics Industry Skills Council wishes to thank all of the organisations and individuals who participated in the 2013 Transport and Logistics Environmental Scan process. Your contribution is highly valued.

The Skills Council would like to acknowledge and thank the following organisations for supplying images to use in the 2013 Environmental Scan:

• Qube Ports & Bulk• Buslink• Laing O’Rourke• Australian Airports Association• Newcastle Airport• Provet• Hunter TAFE• Brookfield Rail• Vellex

TLISC Environmental Scan 2013tlisc.org.au/.../uploads/2013/03/2013-TLISC-Environmental-Scan.pdf ·...

Documents

Transcript of TLISC Environmental Scan 2013tlisc.org.au/.../uploads/2013/03/2013-TLISC-Environmental-Scan.pdf ·...