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デジタル化、脱炭素化、自動化、進化する船員能力に対応する海事人材管理戦略の再構築

Reconstructing Maritime Human Resource Management Strategies in Response to Digitalization, Decarbonization, Automation, and Evolving Seafarer Competencies (原題)

Sugeng Marsudi, Dyah Agustin Widhi Yanti, Supangat Supangat

Jurnal Aplikasi Pelayaran dan Kepelabuhanan📚 査読済 / ジャーナル2026-09-01#エネルギー転換対象セクター: maritime
DOI: 10.30649/japk.v17i1.250
原典: https://doi.org/10.30649/japk.v17i1.250
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🤖 gxceed AI 要約

日本語

本研究は、海運業界のデジタル化・脱炭素化・自動化に対応するため、船員の人的資本レジリエンスを分析し、海事HRM戦略の再構築を提案する。30名のインタビュー調査から、デジタル適応力、グリーンコンピテンス、自動化対応力、継続的学習の4次元を特定し、リスキリングや産学連携の重要性を強調する。

English

This study analyzes human capital resilience in the maritime industry to reconstruct HRM strategies for digitalization, decarbonization, and automation. Based on interviews with 30 informants, it identifies four key dimensions: digital adaptability, green competence, automation readiness, and continuous learning, emphasizing reskilling and industry-education collaboration.

Unofficial AI-generated summary based on the public title and abstract. Not an official translation.

📝 gxceed 編集解説 — Why this matters

日本のGX文脈において

日本の海運業界は国際海運の脱炭素化規制（IMO）に対応するため、船員の育成が急務。本研究の知見は、日本の海事教育機関や海運企業が人材戦略を更新する際の参考となる。

In the global GX context

As global shipping faces decarbonization regulations (e.g., IMO), this study provides insights into workforce readiness and competency gaps, relevant for international maritime HRM and policy development.

👥 読者別の含意

🔬研究者:Provides qualitative insights into human capital dimensions for maritime decarbonization, useful for further quantitative studies.

🏢実務担当者:Offers a framework for reskilling and upskilling seafarers to meet digital and green competency demands.

🏛政策担当者:Highlights the need for educational and training policies to support maritime workforce transition.

📄 Abstract（原文）

This study aims to analyze human capital resilience in the maritime shipping industry and reconstruct maritime human resource management (HRM) strategies capable of responding to digitalization, decarbonization, automation, and changing seafarer competencies. The research problem arises from the gap between the transformation demands of the shipping industry and the readiness, adaptability, and professional resilience of seafarers in responding to technological and regulatory changes. A qualitative exploratory approach was employed. Data were collected through in-depth interviews with 30 informants, comprising seafarers, ship officers, shipping company managers, maritime instructors, and academics, complemented by observations and document analysis. Data were analyzed thematically through data reduction, coding, categorization, interpretation, and conclusion drawing. The findings indicate that 83.3% of informants perceived digitalization as having significantly changed seafarers’ work patterns and competency requirements, while 76.7% identified digital competency gaps as a major challenge. Furthermore, 73.3% of informants considered competencies related to decarbonization and low-carbon energy technologies to remain insufficiently developed, while 70.0% emphasized the need to strengthen competencies in automation systems and data-driven technologies. The qualitative analysis identified four key dimensions of human capital resilience: digital adaptability, green competence, automation readiness, and continuous learning. These dimensions provide the foundation for reconstructing maritime HRM strategies based on reskilling, upskilling, continuous learning, and stronger industry–education collaboration. The study concludes that human capital resilience is a strategic determinant of seafarers’ employability, adaptability, and the sustainable competitiveness of the maritime shipping industry amid ongoing maritime transformation.

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