AWO: Creating unique and supportive work environments for mariners is necessary

She also stresses that Diversity, Equity and Inclusion is a ‘’business necessity’’ to attract young people and requires commitment from the management to genuinely foster supportive and inclusive workplaces. Nevertheless, she emphasizes that it’s acceptable for a positive and supportive work environment to vary across companies or vessels, as long as it respects and values individuals’ work.  

SAFETY4SEA: What are your top priorities in the agenda for the next 5 years?

Jennifer Carpenter: As the tugboat, towboat and barge industry’s advocate, resource and united voice for safe, sustainable and efficient transportation on America’s waterways, oceans and coasts, AWO’s mission is to help our members survive, adapt and thrive in an ever-changing business and public policy environment. We don’t know what the world will look like in five years – no one does – but we can help our members prepare to be successful in it by educating government decisionmakers, the public and the media about why our industry matters and the policies needed to sustain and grow it and by providing tools and resources to support our members in continuously improving safety, security, and environmental sustainability. As we do that, it’s important to maintain a sort of bifocal vision: we have to be nimble and react quickly and effectively to deal with the challenges before us today, while at the same time playing the long game and taking steps now to prepare to meet the challenges of the future.

S4S: What will be the biggest challenge for the maritime industry up to 2030 and how can we prepare towards?

J.C.: Do I have to pick just one? We have some big, ongoing challenges ahead of us: we need to attract, retain and develop an ongoing pipeline of mariners, who are literally the people who keep our industry afloat; we need to ensure that our ports and waterways infrastructure is efficient, resilient, and able to accommodate increasing volumes of maritime commerce and withstand extreme weather events; and we need to optimize environmental sustainability and economic efficiency by figuring out the best way to reduce the environmental impact (already much lower than other modes of transportation) of vessel operations – and do it safely. These are the kinds of “long game” issues we need to devote our attention to now so that we’re ready to meet the demands of 2025, 2030 and beyond.

S4S: How should industry stakeholders work to improve life onboard and foster seafarers’ resilience?

J.C.: It starts with respecting mariners as people and valuing the work they do. That should lead us to really listen to what mariners have to say about their work environment and how we can support them in thriving amid the unique challenges of seagoing (or rivergoing) life. As a baseline, every mariner deserves to work on a vessel that is safe, with colleagues who are respectful, and be fairly compensated for their work. Once those basics are in place, a healthy, supportive work environment can look different from company to company or vessel to vessel, and that’s ok. Actually, it’s necessary, because there are so many different types of vessel operations – a mariner on a harbor tug who goes home every night has different needs than one who’s underway on a vessel for a few weeks or a few months at a time.

S4S: What is your wish list for the industry and/or regulators and all parties involved to facilitate industry’s green transition?

J.C.: Recognize that maritime transportation is the most sustainable mode today and support the sustainability of the entire transportation system by moving more cargo on the water. Improve the efficiency of the marine transportation system (locks, dams, ports, etc.) so we’re not wasting energy and burning fuel through unnecessary idling, inefficient traffic patterns, etc. Support vessel owners across the board in taking the next steps to improve the sustainability of their operations. That includes supporting early adopters of alternative fuels and new technologies with grant funding (so we can all learn from their experience) and making sure the regulatory/policy regime allows for safe innovation without hamstringing it with outmoded regulations. It should also include supporting companies that will never have a business case to build an alternative-fueled vessel by taking small steps that can materially improve the environmental footprint of the industry as a whole, like replacing an older diesel engine with a newer, cleaner and more efficient one. If we do all of these things, the positive environmental impact will be huge!

S4S: What key lessons have you learned during your time in the industry, and what advice would you give to the next generation of shipping? Why do you believe young people should consider a future within the maritime industry and specifically in the towing sector?

J.C.: Maritime transportation has always been important, but after 33 years in the industry, I am convinced that it’s never been more relevant. Moving goods by water is the safest, most environmentally sustainable and most economically efficient way to go and maritime plays a hugely important role in national and homeland security. We saw during the pandemic how critical the smooth operation of the supply chain is to the health, safety and quality of life of Americans and people around the world. This is work that matters. To young people, I would say, check us out – the maritime industry is a place you can do meaningful work, live anywhere you want, make a great living, and be part of a really exciting transformation as the world moves toward a more sustainable future. The tugboat, towboat and barge industry gives you all of that opportunity, plus the “sweet spot” of shorter hitches and closer proximity to home – whether you’re on a river towboat, a harbor tug, or a coastal ATB. Plus, I’ve met some of the most amazing people I’ve had the privilege of knowing in this industry – it’s a very special community.

S4S: What would it take for the maritime industry to achieve widespread Diversity, Equity, and Inclusion (DEI)? What role does management play in this shift?

J.C.: We need to attract more women, people of color, and people from all kinds of diverse backgrounds to this industry, and make sure they feel welcome and supported in staying and building careers in this industry. Numbers do help – achieving a kind of “critical mass” of diversity helps people feel less isolated, especially in an onboard environment. But, that doesn’t happen overnight, and companies have a huge role to play in establishing and enforcing policies that make their commitment to genuinely inclusive workplaces clear and felt by employees. By the way, DEI is not just a social project or nice thing to do. It’s a business necessity if we’re going to ensure that we have the pool of mariners we need to propel this industry into the future.

S4S: If you could change one thing in the shipping industry from your perspective, what would it be and why?

J.C.: Responsible shippers and charterers, in the U.S. and globally, have been indispensable partners in fostering a safer, more sustainable maritime industry by giving their business to, and fairly compensating, vessel owners who run safe, quality operations and treat their people well. If I could wave a wand and change one thing about the maritime industry, it would be for all shippers and charterers to act that way, and not undercut responsible vessel operators by rewarding substandard ones with their business.

The views presented are only those of the author and do not necessarily reflect those of SAFETY4SEA and are for information sharing and discussion purposes only.