The transition toward Industry 5.0 has brought forth a new paradigm within maritime logistics and port governance, where the focus shifts beyond automation to embrace resilience, sustainability, and above all, human-centric innovation. In this context, Port Authorities, particularly those operating under the Landlord model, face unprecedented demands to align infrastructural and technological transformation with comprehensive workforce development strategies. While infrastructure and digital systems have been historically prioritised, the capabilities and adaptability of the human workforce—especially blue-collar maritime workers—have received comparatively less strategic attention.
This study investigates the alignment of workforce development with Industry 5.0 principles, focusing on the evolving competencies, training gaps, and strategic responses of Port Authorities operating under the Landlord model. Framed by the Resource-Based View and the Dynamic Capabilities Theory, the research explores how human capital—particularly blue workers—functions as a core asset for competitive advantage, technological readiness, and organisational resilience.
Employing a qualitative methodology, the study draws on twelve semi-structured interviews with executives, HR managers, and operational staff from Italy’s maritime sector. Thematic content analysis revealed three core patterns: a widespread digital skills gap among blue workers, the fragmented nature of training initiatives across port authorities, and a misalignment between strategic HR objectives and operational governance.
Findings suggest that for Port Authorities to meet the expectations of Industry 5.0, workforce development must be fully integrated into port governance frameworks. Human-centric innovation, environmental sustainability, and digital transformation are not achievable without a skilled and empowered workforce.
The performed analysis additionally underscores the need for cultural and institutional shifts that reframe blue workers as, active agents of technological co-creation and environmental stewardship.
Ultimately, the study advocates for the establishment of structured, collaborative skilling frameworks, potentially through regional Port Skills Councils or transnational maritime academies, to harmonise training standards and close capability gaps. Such interventions would not only strengthen organisational performance but also affirm the role of Port Authorities as key enablers of a resilient and inclusive maritime ecosystem in line with Industry 5.0 values.