As we move toward a more automated future, it’s not just about new tools; it’s about ensuring the human element stays strong, pinpointed Capt. Nicolo Terrei, Director, I.M.A. Assessment and Training Center, at the 2025 SAFETY4SEA Manila Forum.
Before running a maritime academy, I was a master — I’ve spent years at sea. I’ve seen what works, and what doesn’t. And today, I want to talk about something that often gets overlooked in the digital age: people. More specifically, the soft skills that keep ships safe, careers sustainable, and crews resilient in the face of change.
The maritime industry is going through one of its biggest transformations ever. Automation, smart ships, AI, and digital platforms are reshaping the way we operate. Even routine tasks — navigation, maintenance, reporting — are being digitized.
At the same time, the pressure for green shipping and decarbonization is forcing us to rethink our systems and our roles. According to WMU’s Transport 2040 report, automation and MASS will not eliminate the need for people — it’ll increase the need for people with better skills. The Nautilus STCW Survey shows that only 39% of seafarers feel current training covers what they truly need.
The future requires more than technical compliance — it requires real adaptability, critical thinking, communication, and emotional resilience — especially as roles become more complex and interconnected. So, while we prepare for smarter ships, we must also invest in smarter, more emotionally intelligent crews.
Tech is advancing fast — and that’s a good thing. But it also means we’re heading into uncharted waters. Many seafarers — especially younger ones — are entering a world that looks very different from what we knew 10 or 20 years ago. At the same time, experienced officers may find themselves struggling to keep up with new systems or expectations.
The truth is, no amount of technical knowledge will be enough if we don’t know how to work with others, manage stress, and make sound decisions under pressure. We’re already seeing shortages of seafarers with the right mix of hard and soft skills. And companies are now competing with shore-based employers who offer more stability — which means we must equip our crews not only to survive but to thrive.
Let’s be clear — soft skills aren’t ‘soft’ because they’re easy. They’re soft because they’re about people, not equipment. Soft skills are often referred to interpersonal, human or behavioral skills. They are not specific to the type of work, and they are strongly related to personal qualities and attitudes
They’re things like communication, teamwork, leadership, emotional intelligence, and decision-making under stress.
We all know someone who’s a great officer on paper but struggles to lead or connect with their crew. Or someone technically brilliant who can’t handle conflict. That’s the difference soft skills make.
The International Bureau of Education lists key traits like empathy, integrity, motivation, time management, and flexibility — all crucial when you live and work in close quarters, away from home, for weeks or months at a time.
The IAMU’s 2018 global survey confirmed what many of us already feel: the future belongs to those who can adapt.
- Adaptability and flexibility were seen as essential across all timeframes — not just for new officers, but for experienced ones too.
- Leadership, communication, and teamwork ranked consistently high.
- And awareness of sustainability and the environment is growing fast — especially with IMO regulations tightening.
So, while we still need technical knowledge, the real edge comes from mastering the people side of shipping.
Furthermore, the following are the soft skills in need in the short, mid and long terms acording to research made by the World Maritime University.
Key Soft Skills required by seafarers – What to develop in the short, mid and long terms
#1 Resource Management
- Management of personnel
- Time managfement
- Financial/ material management
#2 Service & Communication
- Sales, communication and marketing
- Persuasion and negotiation
- Service orientation
#3 Safety & Quality
- Quality control safety awareness
- Attention to detail and trustworthiness
#4 Intellection
- Analytical thinking and originality
- Comple problem- solving
- Systems analysis and evaluation
- Critical thinking and analysis
#5 Digital Literacy
- Maintaining digital technology
- Operating digital technology
#6 Self Management
- Emotional intelligence
- · Resilience, stress tolerance and flexibility
#7 Leadership and Management
- Leadership and social influence
- Learning strategies, instruction
- Mentoring and teaching initiative
#8 Personal Literacy
- Reading, writing, math
- Active listening
#9 Personal Abilities
- Manual dexterity, endurance and precision
- Memory, verbal, auditory and spatial abilities
- Visual, auditory and speech abilities
We often say safety starts with training, but it really starts with behavior.
A breakdown in communication during a handover. A junior cadet too nervous to speak up. An officer who won’t delegate. These are the kinds of soft skill gaps that lead to incidents.
Strong communication and leadership help prevent accidents. Emotional intelligence helps reduce tension during stressful operations. And effective teamwork ensures decisions are made quickly and with shared understanding.
Many accident reports point to human error — but if you dig deeper, it’s usually a lack of non-technical skills. We need to take that seriously.
To make sense of it all, we can group future competencies into four main areas:
- Technical – things like digital literacy, automation systems, and sustainability knowledge.
- Social – communication, conflict resolution, teamwork.
- Methodological – problem-solving, decision-making, managing complexity.
- Personal – resilience, discipline, adaptability, motivation to learn.
It’s not that technical skills are less important — they’re still the foundation. But they’re not enough on their own anymore.
We need people who can adapt to changing systems, deal with ambiguity, and keep operations safe and efficient in all conditions.
The maritime career is no longer just about getting your licenses and sailing till retirement. Today, you need to keep learning, adapting, and developing your leadership and personal skills — not just to stay afloat, but to grow.
Soft skills are also key to career transitions — whether you move ashore, into management, training, or another field entirely. I often talk to ex-officers who’ve built successful second careers using the soft skills they gained at sea — especially problem-solving, crisis management, and people leadership.
That’s the future we should prepare our cadets and crews for.
A high-performing crew isn’t made in a classroom — it’s made on board, through daily interaction, leadership, and shared goals.
· Clear, proactive communication prevents mistakes.
· Solid teamwork boosts morale and efficiency.
· A good leader sets the tone and keeps people motivated — even on tough days.
And when something goes wrong — because it will — it’s critical thinking, responsibility, and professionalism that guide how the crew responds. These aren’t just ‘soft skills’ — they’re survival skills.”
Our academies and training centers must evolve.
We still need drills, simulators, and theory. But we also need more interactive, realistic, and reflective learning — things like:
- Roleplay scenarios,
- Crisis simulations,
- Peer feedback,
- Team-based problem-solving.
Soft skills should be taught, practiced, and assessed, just like chartwork or firefighting. And we need to modernize our methods — blending onboard learning, classroom discussion, and e-learning.
We need to create officers who are not just competent, but well-rounded.
There’s still a gap between what’s being taught and what’s truly needed at sea.
Curricula haven’t kept up with changes in technology or environmental regulations. And too often, soft skills are treated as an afterthought.
That needs to change. We need more alignment between training providers, shipping companies, and regulators. The IMO is starting to review the STCW Convention to reflect these shifts — but implementation will take time.
In the meantime, we can act — by promoting lifelong learning, updating our programs, and building real career pathways for seafarers at every stage.
To wrap up, yes — our industry is changing. But the heart of it remains the same: people. ,Seafarers who combine technical know-how with leadership, adaptability, and emotional intelligence will always be in demand — whether on board or ashore. ,If we want to prepare for the next generation, we need to focus not just on tools and systems, but on character, communication, and collaboration.
Because at the end of the day, it’s all about people
Above article has been edited from Capt. Nicolo Terrei’s presentation during the 2025 SAFETY4SEA Manila Forum.
Explore more by watching his video presentation here below
The views presented are only those of the authors and do not necessarily reflect those of SAFETY4SEA and are for information sharing and discussion purposes only.
