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In fiscal 1988, the shipping firms receiving government subsidies moved
into the black for the first time in three years in both operating and recurring
and profit-loss accounts, indicating that the protracted depression in the shipping
industry had bottomed out at long last (Table
7).
At present, shipping firms, whose management are in severe situation, are
stepping up overseas management strategies and their corporate structures as
all-round distribution operators, while tackling, at the same time, the diversification
of their business to form new profit-earning divisions. In addition, there are
moves toward the regrouping and merger of shipping firms as illustrated by the
merger of Yamashita-Shinnihon Steamship Co., Ltd, and Japan Line, Ltd., in an
effort to establish more rational management.
As regard the North American liner route, the profit-loss situation of Japanese
shipping firms is gradually improving as a result efforts to stabilize the order
of its route. With respect to the European line, it is hoped that efforts will
be made to avoid the disruption of services.
With regard to the recovery of the international competitiveness of Jpanese
flag vessels and the prevention of "flagging out," Working Groups in the Council
for Rationalization of Shipping and Shipbuilding Industries compiled in December
1988 a report on the expansion of a mixed manning system into Japanese ships.
Later, as a result of shipping labor-management talks, labor-management accord
was reached in October 1989 on the enforcement of the mixed manning system.
Thus it is expected that the mixed manning of Japanese ships will be carried
out smoothly from now on under this labor-management accord.
Japan's shipbuilding industry, which faced a severe recession triggered
off by a second oil crisis, etc., is now recovering in terms of boht the prices
and amount of orders received for the construction of vessels, due to the improvement
of demand against the backdrop of factors such as reductions in shipbuilding
capacities world-wide, including Japan, and the prevailing upturn in global
business conditions. From this, it is believed that the nation's shipbuilding
industry has bottomed out at long last (Fig.
14). Again, the marine industry, underpinned by the recovery of demand for
shipbuilding, is showing bright signs of recovery.
However, problems have emerged in terms of the aftereffects of the protracted
recession, including the aging of engineers and skilled workers, and stagnancy
in technological development. Because of this, Japanese shipbuilders will vigorously
push ahead with revitalization measures, including the technological development
of next-generation shipping and advance into new maritime service areas.
The number of seamen in ocean-going service has decreased almost by half
since 1986, and steps are being taken at present to secure new marine jobs for
seamen who are out of work. On the other hand, coastal shipping companies are
finding it difficult to secure seamen for several reasons, including working
conditions.
In the field of oceangoing shipping services, there are moves to hire foreign
seamen, making the creation of a system for their acceptance imperative.
As to the modernization of the employment system, the"Pioneer Ship Test"
and a "Third-Stage Test (D Test)" have been carried out.
Furthermore, the average number of working hours per week has been set within
48 hours as part of the efforts to improve the working conditions of seamen.
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