Industry Voices: A Very Merry Shipping for 2025

Key maritime stakeholders collectively emphasize the need for a human-centered approach to sustainability, highlighting that seafarers’ welfare directly influences safety, efficiency, and environmental goals. By addressing these concerns through industry-wide collaboration, proactive policies, and investments in training and wellbeing, the maritime sector can ensure a sustainable and resilient future.

1.Seafarers’ wellbeing as the core of sustainability

Experts highlight that sustainable shipping begins with addressing the mental, physical, and social wellbeing of seafarers:

Capt. Akshat Arora, Senior Risk Assessor, Thomas Miller, Managers of UK P&I Club

Seafarers are the backbone of global trade, yet their contributions often go unrecognised. While some countries and organisations have designated them as ‘key workers,’ many others have not. To ensure sustainable maritime operations, we must prioritise their wellbeing and guarantee access to essential services like good living conditions, nutritious meals, medical care, timely wages, repatriation, and shore leave. Recently, at the Joint ILO-IMO Tripartite Working Group meeting, draft guidelines on the fair treatment of seafarers detained on suspicion of crimes were discussed. These guidelines include provisions for legal aid, consular support, and psychological care during investigations. I would like these guidelines to be adopted and enforced to ensure seafarers receive the respect and dignity they deserve.

Dr. Maria Carrera, Research Associate, World Maritime University

Shipping cannot be sustainable if social aspects, including the health and well-being of the workforce, are of secondary importance. As changes come from actions rather than declared goals, sustainable shipping must adopt committed actions to improve employee welfare and well-being. It will not only elevate the working standards but also will result in commercial benefits for the industry as a result of better job satisfaction and engagement of the workforce.

Tim Hill MBE, CEO and National Director, Stella Maris

If the industry could adopt one resolution for sustainable shipping, it should be to put the wellbeing of seafarers at the heart of all its operations. A truly sustainable shipping industry is only possible with a sustainable workforce, which requires fair pay, safe and supportive working conditions, access to mental and physical health supports, and robust career development opportunities. A happy, supported crew makes for a safe and efficient ship, and prioritising seafarer welfare ensures a resilient, motivated workforce to meet the challenges of a changing industry.

Deborah Layde, Chief Executive, The Seafarers’ Charity

The resolution I’d like to see is: ‘Put seafarers first’. Sustainable shipping can only happen when the seafarers at its heart are properly supported. Everyone who makes a living from the sea has a crucial role to play in shipping’s future – without them, the system fails. We need everyone to commit to a strong ecosystem of support for seafarers in 2025 and beyond. If industry provides safer and better lives for seafarers – from improved working conditions to more robust safeguarding – then shipping will remain resilient for years to come.

Capt. Yves Vandenborn, FNI, Head of Loss Prevention Asia-Pacific, NorthStandard

A key resolution for sustainable shipping in the New Year should focus on enhancing seafarers’ wellbeing as a cornerstone of safety and sustainability. Linking physical, mental, and social wellbeing to operational safety is vital for reducing accidents and improving performance. The industry should advocate for integrating comprehensive wellbeing standards into regulations like STCW (emphasizing mental health training) and the MLC (ensuring holistic living and working conditions). By prioritizing wellbeing in training and compliance frameworks, shipping can foster safer, more resilient crews while addressing long-term challenges such as recruitment and retention. This resolution can guide industry-wide initiatives for sustainable growth and human-centric maritime practices.

2.Workforce empowerment and attractiveness

A recurring theme is empowering seafarers and making a maritime career more attractive:

Jacob Damgaard, Head of Loss Prevention, Britannia P&I Club

The one resolution shipping should adopt for sustainable shipping should be to ensure that seafarers are more empowered. The COVID pandemic followed by several ongoing geopolitical crises, as well as the proliferation of digital technologies, has increased the strain on seafarers. Sustainable shipping can only be obtained through supporting our skilled seafarers and ensuring that life at sea remains attractive for our current and future seafarers. This is not an easy task and will require a holistic, industry-wide approach. The first steps will be to listen to seafarers’ concerns and ensure their voices are heard, while focusing on the positive aspects of life at sea.

Capt. Sofyani Faisol, Manager Crewing Tanker, Pertamina Marine Solutions

‘’Empowering the Crews for a Sustainable Future’’–  In 2025, the shipping industry’s greatest opportunity lies in strengthening its foundation: the human element, especially in Indonesia, home to over 1.2 million seafarers. At Pertamina Marine Solutions, we believe sustainable shipping begins with empowering our crew through targeted training and development. By equipping them with skills to handle emerging technologies and adopt greener practices, we ensure they’re ready to navigate a rapidly evolving industry. This isn’t just an investment in people—it’s a step toward safer operations, higher efficiency, and long-term sustainability. Let’s make 2025 the year we prioritize our seafarers, as they are the true drivers of a greener maritime future.

Dr. Mike Morales, President , MOL Magsaysay Maritime Academy

The shipping industry should work together to attract the youth to seafaring by providing greater access to maritime education, ensuring fair and safe labor practices at sea and ashore, and implementing measures so that seafarers and their families can flourish. Seafaring should not just offer a job but a full and meaningful life. 

3.Addressing social challenges

Experts propose tackling social and operational challenges that seafarers face daily:

Capt. Vishal Gupta, Senior Manager (Marine/QA Team)

Less than a couple of decades ago, seafarers were a happier lot, even with significantly longer contracts. Today our people at sea are stressed and fatigued despite shorter tenure, internet facilities and other resources. I genuinely feel the problem lies in people’s behaviour ashore as they expect instant responses from the vessels, much like from the “google search engine”, and also repeated fault-finding inspections. It is probably time for the industry to adopt resolutions putting a ceiling on the number of inspections that vessels have to undergo in a month and also limiting the amount of paperwork. It is time the shipping community looked empathetically at those who are our real driving force, our real asset.

Sandra Welch, CEO, Seafarers Hospital Society

The shipping industry’s sustainable future will require all of us to identify and resolve gaps in processes and infrastructure that are currently impacting the very people driving our industry forward — seafarers. Despite maritime’s efforts to improve the gender diversity of seafarers, a significant wellbeing gap remains when it comes to the availability of menstrual products onboard vessels or in port facilities, which has yet to be widely addressed. This lack of awareness impacts our ability to retain women seafarers, who may experience stress and discomfort which can negatively affect their wellbeing as well as their ability to perform their duties onboard. With this in mind, the Seafarers Hospital Society recently launched a pilot project to provide free feminine hygiene kits at two UK ports. By drawing attention to this concern, we hope that more shipping operators and ports will undertake efforts to address this gap and ensure that the health and welfare needs of women seafarers are addressed adequately.

4.Investing in training and development

The education and professional growth of seafarers are seen as crucial for sustainability:

Alexandra S. Kaloulis, Managing Director, IMEQ Center

Invest in comprehensive crew well-being programs that enhance mental health, physical fitness, and environmental awareness. At IMEQ Center, we see sustainability as the integration of people, environment, and economic resilience. A mentally and physically healthy crew is essential for safe and efficient operations, directly supporting environmental goals like reducing emissions and waste. When seafarers are well-supported, they’re more engaged in eco-friendly practices, ensuring compliance with green initiatives and improving operational efficiency. This, in turn, strengthens economic sustainability by reducing accidents, lowering turnover, and enhancing company reputation.

Marinos Kokkinis, Managing Director, OneCare Group

If the shipping industry could adopt one resolution for sustainable shipping in the New Year, OneCare Group would advocate for prioritising the wellbeing of seafarers as the cornerstone of sustainability. Sustainability is not just about reducing environmental impact; it is also about creating a resilient, empowered workforce capable of navigating the challenges of a greener maritime future. Seafarers are at the heart of shipping operations, and their mental and physical health directly influence safety, efficiency, and sustainability. By investing in comprehensive health and wellness programmes, proactive medical care, and innovative mental health support, the industry can ensure its workforce is healthy, engaged, and prepared for the transition to sustainable practices. A healthier, more resilient crew is better equipped to adapt to the operational changes required for decarbonisation, such as adopting alternative fuels or working with new, greener technologies.

Captain Andre L. LeGoubin MNM MA FNI, Immediate Past President, The Nautical Institute

How many of you who have sailed still think they could find their way around their first ship? Most of you I am sure, I know I could. I believe this evidences the value of putting cadets on your ships and, whilst gaining their statutory sea time developing an in depth knowledge of your vessels, knowledge they will carry forward as your watch keeping officers. Globally, there are thousands of cadets that have completed their academic studies and are desperately searching for a berth to complete their STCW mandatory sea time. Such a small investment to put these young seafarers onboard, train them and guarantee your company a sustainable stream of professional officers.

5.Holistic and proactive approaches to safety and health

Experts propose proactive welfare strategies to ensure sustainable operations:

Peter Hult, Co-Founder & CEO, VIKAND

Our 2025 resolution for sustainable shipping is to prioritise retaining our hardworking, experienced, and dedicated seafarers while meeting the expectations of a new generation that demands better care and support. Human sustainability is vital, particularly with a predicted shortage of senior officers by 2026, emphasising the need to preserve skills and experience. Seafarers are our most valuable assets, essential for the safety and long-term viability of global shipping and logistics. To address this, we must implement Preventative Crew Asset Management and Planned Maintenance programmes, including comprehensive physical and mental welfare initiatives. Just as we maintain other ship assets, it is imperative that we shift from reactive health crisis management to proactive strategies, ensuring we support both current and future seafarers and secure the industry’s future.

Christian Ioannou, Group CEO, MCTC

For more sustainable shipping, the industry could focus on minimising food waste and promoting recycling practices onboard. This can be achieved through improved inventory management to prevent overstocking, educating the crew on portion control, and creatively repurposing food waste—for instance, turning leftover cheese and vegetables from breakfast into savoury snacks. Additionally, adopting sustainable practices in the supply chain, such as sourcing eco-friendly packaging, is another step toward environmental responsibility. At MCTC, we actively support these initiatives through our comprehensive catering management and training courses, which emphasise proper meal planning, waste reduction techniques, and working closely with suppliers to promote sustainable practices, helping the industry lead the way in environmental sustainability.

6.Social responsibility and ethical practices

Experts emphasize the need for shipping companies to embrace socially responsible practices:

Capt. Nestor Grigoropoulos, HSSQE Department / DPA, Sea Traders S.A.   

A vital resolve for sustainable shipping is to emphasise social responsibility for seafarers and shipping companies. This involves ensuring equal labour practices, offering mental health assistance, and enhancing living and working conditions on vessels. Shipping businesses ought to allocate resources towards robust safety training, ergonomic vessel designs, and programs that promote the physical and mental health of their workers. By building a supportive and ethical work environment, companies not only improve employee satisfaction and productivity but also establish themselves as socially responsible leaders within the industry. Prioritising crew well-being secures sustained and resilient operations, valuable for people as well as for businesses.

Captain VS Parani, Vice President- Marine, Tufton Asset Management Ltd.

My suggestion for an international resolution for sustainable shipping would be the prevention of prolonged detention and criminalization of seafarers. Seafarers should not become scapegoats. Accidents happen. Drug cartels do smuggle drugs on ships unbeknownst to the crew. Unless there is proof of wilful conduct, seafarers should be repatriated to their native countries within a few weeks. Some of the ongoing cases I can list are the detention of the crew members of the Phoenician M in Turkey and the X Press Pearl in Sri Lanka. There have been various such unfair imprisonment in the past, even in countries with a maritime heritage. Such cruel treatment of seafarers will only deter the youth from joining a career at sea.

Thomas Zanzinger, CEO, Ocean Technologies Group and OneOcean

I’d like to see a wider appreciation that human performance has a direct impact on vessel performance. From safe working and human sustainability to environmental management and energy efficiency measures, it’s our people that determine the efficacy and efficiency of our operations. By equipping seafarers and shore-based teams with knowledge, access to real-time environmental data, and enhanced decision-making capabilities, we can ensure that sustainability becomes integral to daily operations. This will ensure the viability and profitability of our businesses and embracing this mindset as an industry will amplify our collective impact. When we invest in people and enable them with the right technology, we unlock the full potential of the maritime workforce to shape a greener, more sustainable future for shipping.

7.Regulatory and industry-wide collaboration

Contributors focus on the importance of collaborative approaches to improve conditions:

Capt. Dwain Hutchinson, Managing Director and CEO, The Bahamas Maritime Authority

Sustainable shipping is a subject very close to the hearts of all at The BMA, The Bahamas and of any inhabitant of a small island developing state where environmental issues are creating an existential threat. But we are equally concerned with the safety of the crew onboard vessels that are being designed to operate with alternative fuel to address decarbonisation requirements. So, my resolution would be to maintain collaboration, the human element and communication with all stakeholders at the core of the regulatory process that will define the vessel construction standards, shipboard operational systems and competence requirements.

Sustainable shipping in 2025 = Properly trained shipboard crew + safe and secure cargo operation and voyages + global community who are educated on the value and contribution of the maritime sector.

Nikeel Idnani, Honorary Secretary, Institute of Marine Engineering, Science & Technology (IMarEST) UAE Branch

In shipping’s commitment to sustainability, prioritizing the well-being of seafarers should be a key focus in 2025. While international regulations focus on decarbonization, the industry’s policies on human capital don’t pack a similar punch. You can have the greenest vessel on the planet, but for the foreseeable future, it won’t sail itself. Seafarers are vital in implementing sustainable practices, yet they face significant challenges e.g. social isolation, demanding work conditions and risks at sea. Investing in their mental and physical health, fair labor practices, proper training and appropriate safety procedures ensures their well-being and boosts efficiency. Raising awareness and pride in the role of incumbent and aspiring mariners could turn sustainability from a buzzword into a badge of honor. By taking care of the maritime industry’s most essential ‘renewable resource’ – the Humans, we uphold their dignity and secure the future of a resilient, sustainable maritime industry that the global economy depends on.

8.Recognition of seafarers’ contributions

The overarching message across all contributions is that seafarers are the backbone of global trade, yet they often face neglect:

Joanna Pavlidis, Associate Director, The London P&I Club

Seafarers are the driving force of our industry, without whom it could not operate so it is important that we do all we can to raise awareness of the challenges faced by seafarers and to promote initiatives to ensure they remain healthy, both physically and mentally.  For example, at the London P&I Club, we are a proud member of ISWAN, a network of international organisations committed to improving the welfare of seafarers in a number of ways, from sharing medical advice to maintaining a 24-hour helpline that offers multilingual and confidential help to them and their families anywhere in the world.  It is common ground that shipboard safety is improved when crew feel well and happy.

Capt Kuba Szymanski, Secretary General, InterManager

I would like to see shipping adopt a robust resolution to respect and protect its seafarers. Our crew are the lifeblood of our industry and their health and safety must be at the forefront of our thoughts. For shipping to remain sustainable we need a pipeline of competent seafarers. Attracting new entrants to our industry is becoming more challenging as competition from shore-based opportunities increases, so we must work hard to ensure we make our industry attractive and offer rewarding careers for our crew.

Marina Papaioannou, Regional Maritime Academies Manager, DNV & WISTA Hellas Representative

This should be to “focus on its people”.  It has been very long now that we are talking about the Human Factor or Human Element and stressing that it is responsible for 95% of accidents and keep on doing so little about it! Our people, both shore and crew, are the main asset of our industry and it is about time we treat them as such.  After the extremely difficult Covid period, now is the time to create the environment in which especially our crew will feel safe and stable, taken care off and will be given the opportunity to develop and thrive so that they give our industry their better selves.

Key maritime stakeholders collectively address critical components of the green transition: decarbonization, innovative technologies, regulatory alignment, resource management, and collaborative action. Together, they aim to create a sustainable maritime industry that significantly reduces its environmental footprint while maintaining global competitiveness.

1.Decarbonization and transition to green fuels

Focusing on cleaner fuels, innovative technologies, and regulatory support to enable the maritime sector’s path to net-zero emissions:

Martin Eriksen, Head of Safety Leadership & Operations, Mærsk Mc-Kinney Møller Center for Zero Carbon Shipping

As we enter 2025 the strides for decarbonizing the global shipping industry and make a sustainable future possible, is intensifying and becoming more crucial than ever. Transitioning from fossil fuels into a fuel landscape that utilize a mix of alternative fuels over the coming decades will require unprecedented collaborative climate action. Ammonia is considered a central part of this future fuel mix for maritime, however despite considerable progress, ammonia still faces critical hurdles related to onboard safety, operational handling and inherently safer ammonia ship designs. At the Mærsk Mc-Kinney Møller Center for Zero Carbon Shipping we are facilitating and working cross-disciplinary with our partners to address critical safety challenges related to enable the use of ammonia as fuel. For 2025 a key focus will be to see the development of interim guidance on training for seafarers working on ammonia fuel vessels progress at IMO. We are looking forward to continuing the journey towards a greener maritime industry in 2025 with all our partners and collaborators.

Jesse Fahnestock, Director of Decarbonisation, Global Maritime Forum

Maritime first movers and leading national governments should resolve, while the IMO negotiates the mid-term measures that will fully decarbonise shipping in the long-term, that they will find a way to share the costs and risks of getting e-fuels to scale through green corridors and other channels for early action on decarbonisation.

Dr. Nikolaos Liapis, President, HIMT

As President of HIMT, I propose a resolution for shipping to prioritize investment in Renewable Fuels of Non-Biological Origin (RFNBOs), such as e-methanol and plastic pyrolysis oil, alongside advanced propulsion technologies, like wind assisted propulsion, with a strong emphasis on safety. Decarbonization is vital for sustainable shipping, and adopting these innovative fuels can significantly reduce emissions while supporting circular economy principles. However, ensuring the safe handling, storage, and usage of these fuels is equally critical to protecting crews, vessels, and the environment. This resolution reflects the industry’s commitment to sustainability, safety, and resilience, positioning shipping as a responsible leader in global transformation. Let 2025 be the year the maritime sector takes bold, secure steps toward a greener future.

Guy Platten, Secretary General, International Chamber of Shipping

Next year will be critical for the shipping industry and meeting our ambitious net zero carbon emissions target by or around 2050. We are only a quarter-century away and a decision needs to be made at the International Maritime Organization (IMO) on mid-term measures to ensure that we have the fuels available to meet this target. ICS has proposed a universal GHG contribution system at the IMO to help the industry succeed in its energy transition. The system aims to create a flat-rate contribution per tonne of GHG emitted, generating funds to support the production of zero-carbon marine fuels and technologies while channelling resources to developing economies to aid their green transitions. This mechanism is designed to reward first movers, and most importantly, create a level playing field across the entire sector, providing clarity for maritime stakeholders. It will make investment in sustainable technologies and fuels more attractive and will create a fair system that works equally for all countries and companies, ultimately helping to meet the 2050 goals. It is important to remember however that none of our ambitious goals will be realised without a well-trained, motivated, and diverse workforce. The green transition is not just a technical challenge; it’s about investing in the skills and safety of the men and women who keep our industry moving forward. Our people must be at the forefront of all our decisions to truly allow for a sustainable future in shipping.

Capt. Mohamad Salleh Ahmad Sarwan, Senior Lecturer, Singapore Maritime Academy (SMA)

Global shipping should resolve to accelerate the adoption of alternative marine fuels like ammonia and methanol to drive decarbonization and combat climate change. Prioritizing clear regulations, fuel infrastructure, and comprehensive seafarer training will ensure a smooth transition while addressing greenhouse gas emissions. This commitment aligns with global sustainability goals and positions the maritime industry as a leader in building a greener, more resilient future.

Jason Stefanatos, Global Decarbonization Director, DNV Maritime

The 2025 resolution I wish for the industry is that we collectively push the acceleration pedal on our decarbonization efforts. With more clarity coming from IMO, the first ammonia engines being delivered, and the focus on energy efficiency being greater than ever we have all the tools we need to steer our decarbonization voyage to the land of net zero. FuelEU will act as a catalyst by boosting biofuel usage, wind power adoption, and encouraging the proliferation of new low carbon fuels in the long run.

Anne H. Steffensen, CEO, Danish Shipping

2025 has the potential to be a key moment in the green transition of global shipping. For this to happen, we need an ambitious agreement about climate regulation in the IMO. That is the most important resolution that global shipping can adopt in the New Year. Shipping accounts for around 3 percent of the world’s greenhouse gas emissions, so there’s a lot of work ahead of us. But I am optimistic. We need regulation that will lower the price of green fuels compared to fossil fuels. And we need regulation that will gradually lower the GHG-intensity of the fuels being consumed. This will send a crucial signal to the whole value chain and spur investments in new ships and the production of green fuels.

Konstantinos Vlachos, Chief Technical Operations Officer, CASTOR Ships

If shipping could adopt one resolution for sustainable shipping in the New Year, I would suggest focusing on decarbonizing the industry by accelerating the adoption of some practical and reasonable steps, such as adopting alternative fuels, like biofuels or LNG, improving efficiency by adopting low steaming and coating upgrades, implementing route optimization and applying measures for ensuring ships operate at peak efficiency and finally adopting at international level a cap-and-trade system that can incentivize the reduction of emissions. Companies that lead in sustainability by applying innovation and leadership can enhance their reputation and gain a competitive edge in the market.

Capt. Chatur Wahyu, Director, Singapore Maritime Academy & Deputy Senior Director of Engineering (BEM)

A strong resolution for the shipping industry to adopt for sustainable shipping in the New Year would be to commit to reducing carbon emissions through the adoption of cleaner fuels and technologies. Cleaner fuels can drastically cut down the greenhouse gases and other pollutants released during transportation. Though the initial investment might be high, cleaner fuels often result in lower operations costs over time due to improved efficiency and reduce waste and maintenance needs. Companies that lead in adopting greener practices can enhance their brand reputation and attract more eco-conscious clients. Embracing cleaner fuels is a proactive step towards a more sustainable and responsible future for the shipping.

2.Circular economy and sustainable resource management

Promoting sustainable practices like ship recycling, waste management, and circular economy principles to reduce the sector’s environmental impact.

Rohith Agarwal, Managing Partner, Guideship Consulting Services Llp

Shipping should adopt the resolution to prioritise sustainable ship recycling by ensuring all ships are designed and dismantled in compliance with the Hong Kong Convention. By building ships with recycling in mind—using materials that are easy to dismantle and repurpose—the industry can significantly reduce waste and environmental harm. promoting transparency and accountability in recycling practices not only safeguards worker safety but also aligns with the principles of the circular economy, transforming end-of-life ships into valuable resources and advancing the goal of a sustainable maritime future.

Capt. Faouzi Fradi, Managing Director of HR Maritime, Columbia Group

I suggest implementing a mandatory sustainability training programme for all seafarers and office staff which will raise awareness on energy management and efficiency, waste management (including e-waste), and low carbon footprint in vessel’s operations. The aim of such training is to provide both seafarers and office staff with knowledge about performance optimisation, CII and energy efficient practices. Columbia has been delivering Performance Efficiency training to our officers, deck and engine for the last few years and has recently implemented a new CII course. New initiatives in reducing or eliminating the use of plastic water bottles onboard, optimised waste management, and hopefully more recycling solutions shall be implemented, and our people should receive a proper training on these matters.

Henning Gramann, CEO, GSR Services GmbH

“Prinicples for the Sustainable Maritime Economy”- As like any other industry, the maritime world has to shift from short term economic profit towards long-term practicable impact-based approaches to ensure the well-being of future generations and nature. Combining economics with sustainability performance based on common understanding and rating is essential for establishing a transparent “cleaner earns principle” (not “polluter pays”).

Silke Fehr and Cathrin Prikker, Joint Managing Directors, Top Glory Marine

For the new year, we suggest that the shipping industry focuses on improving waste management to reduce marine pollution even further. At Top Glory Marine Service, we specialise in the responsible disposal and treatment of waste from seagoing vessels. Through a higher transparency with regards to waste management and the implementation of more efficient reception facilities, the industry can minimise its environmental impact and protect marine ecosystems. This resolution will help create awareness for a more sustainable maritime sector and preserve the oceans for future generations.

3.Green innovation and technologies

Accelerating decarbonization with advanced technologies like wind propulsion and clean fuel systems.

Bjørn Kjærand Haugland, Co-Founder and Chief Executive Officer, Skift Business Climate Leaders

If shipping could adopt one resolution for the New Year, it should aim to reduce fleet-wide carbon emissions by at least 50% by 2030 through immediate, actionable steps. This goal can be achieved by mandating the use of energy-saving technologies such as air lubrication systems, wind-assist propulsion, and advanced voyage optimization systems. Retrofitting existing ships with energy-efficient engines and transitioning to cleaner fuels like green hydrogen, ammonia, methanol, and biofuels can accelerate progress. Additionally, introducing mandatory slow steaming policies could cut fuel consumption significantly. These measures are practical, scalable, and enforceable with clear benchmarks. By setting a bold emissions reduction target and acting decisively, the shipping industry can foster innovation and demonstrate leadership in combating climate change and secure its long-term viability.

Claes Horndahl, Commercial Director, Anemoi Marine Technologies

Bold steps need to be taken in 2025 if the shipping industry is to head in the right direction towards its net-zero goal. If there is one resolution for shipping, it is the need for ship owners to have options, ranging from greener marine fuels and engine types through to zero-emission technologies such as Rotor Sails, to reduce the carbon intensity of their vessels. By having options, the maritime industry can encourage investment and adoption of a whole range of decarbonisation technologies and create a more sustainable and efficient fleet globally. This includes evolving the design of vessels, and ensuring the current fleet can be easily and suitably retrofitted.

Daniel Mann, Chief Commercial Officer, bound4blue

If shipping could adopt one resolution for the New Year, it should be to keep embracing wind propulsion as a key step toward decarbonization. Harnessing wind, one of the most abundant and renewable energy sources, can significantly reduce fuel consumption and greenhouse gas emissions, providing immediate environmental and economic benefits. By integrating innovative solutions such as bound4blue suction sails, the industry can move closer to meeting sustainability targets while improving operational efficiency. This resolution not only aligns with global climate goals but also positions shipping as a leader in sustainable transportation, showcasing the potential of combining technology with nature for a greener future.

Harilaos Petrakakos, Senior Consultant in Marine Accident Investigations and Shipbuilding projects, P&P Marine Consultants Inc.

If shipping could adopt one resolution for sustainable practices in the New Year, committing to the use of atomic power would be a transformative step forward. Atomic propulsion offers significantly higher energy density compared to fossil or alternative fuels, making it a more efficient option. It also aligns with increasing global regulations aimed at reducing emissions, enabling the shipping industry to stay ahead of compliance requirements. Moreover, the environmental benefits are profound, as atomic power eliminates the carbon footprint associated with fossil fuels, mitigating the industry’s contribution to greenhouse gas emissions. However, several challenges must be addressed to make this vision a reality, including safety concerns, regulatory complexities, public acceptance, high initial capital costs, and the need for specialized training for atomic and steam plant engineers. With focused efforts, the shipping industry could be ready to adopt atomic propulsion by 2040–2045.

Dr. Stone Zhang, Managing Director, Asia, Amogy

Sustainable shipping offers many advantages, but it does come with its share of challenges. The industry should embrace decarbonization as a journey marked by hurdles we can continuously tackle and overcome. Addressing issues such as alternative fuel shortages and investing in infrastructure and innovative solutions are key steps forward. A carbon tax regime would be a critical measure to incentivize the adoption of eco-friendly fuels. At Amogy, we believe that as long as stakeholders remain committed to adopting cleaner fuels and the technologies required for integration, we can stay on course to achieve net zero 2050. Demonstrating our commitment to a cleaner maritime sector, we launched the world’s first carbon-free, ammonia-powered tugboat this year, proving this goal is achievable.

4.Regulatory alignment and simplification

Streamlining global regulations to encourage innovation, simplify compliance, and promote sustainable investments.

Joonho CHO, General Manager, Senior Vice President, Technical Business Development Team, Korean Register

If shipping could adopt one resolution for the New Year, it should be the alignment of global GHG regulations. Current inconsistencies between frameworks like the IMO’s mid-term measures and the EU’s Fit for 55 create inefficiencies and uncertainty for the industry. Harmonizing these regulations would streamline compliance, foster innovation, and provide clarity for shipowners to adopt sustainable practices confidently. A unified system, supported by a consultative body and global funding for fuel transitions, would accelerate carbon reduction goals, encourage investment in green technologies, and ensure shipping remains both sustainable and competitive.

Stamatis Fradelos, Vice President, Regulatory Affairs, ABS

A good New Year’s resolution for shipping would be for the IMO to set clear regulations and standards for sustainable practices that would incentivize the adoption of sustainable technologies and renewable fuels and investments in infrastructure, foster innovation, research and digital transformation and promote collaboration, partnerships and workforce training that bridge the skills gap for the maritime energy transition.

Albrecht Grell, Managing Director, OceanScore

Christmas is the time for wishes, including those not likely to happen. Here is mine: Scrap the majority of old IMO regulations like CII, EEOI, etc. and rather focus on smooth implementation of EU ETS and FuelEU Maritime. Why? These regulations target the same objective: More efficient vessels and cleaner fuels. But ETS and FuelEU – with their market-based penalties, compliance mechanisms and effect on non-European shipping companies – will be way more constructive. The energy invested in complying, reporting, constantly computing new values for redundant regulations would better be invested in securing real, efficient and sustainable shipping operations.

Bill Stamatopoulos, Global Marine Fuels Business Development Director, VeriFuel

Resolution: Align and harmonize global shipping regulations to create a unified framework for sustainability. – Ship operators face the complex challenge of navigating disparate regulations such as IMO DCS, CII, EU MRV, and FuelEU Maritime. A harmonized approach would simplify compliance, reduce administrative burdens, and ensure a level playing field across the industry. Unified regulations promote efficiency, foster innovation, and encourage the widespread adoption of sustainable practices. Moreover, a single framework allows for consistent data collection, enabling stakeholders to track progress more effectively. By aligning these measures, the shipping industry can focus on achieving real environmental impact while minimizing operational inefficiencies.

5.Infrastructure and system-level changes

Developing critical port and operational infrastructure to enable the adoption of greener energy systems and practices.

Lefteris Koukoulopoulos, Regional Decarbonization Specialist, DNV Maritime

As we step into a new year, let’s embrace a collective resolution: to foster deeper collaboration across the maritime ecosystem. Together, shipowners, charterers, ports, fuel providers, and regulators must align on shared goals—commercial agreements, transparent data sharing, standardization, and investments in innovative technologies. This is the year to bridge the gap between ambitious policies, like FuelEU and upcoming IMO regulations, and their practical implementation. By championing innovation and driving pilot projects, we can turn sustainability from a compliance requirement into a shared commitment. Let 2025 be a milestone year on our journey to net-zero shipping by 2050.

Oskar Levander, VP Strategy & Business Development, Integration & Energy, Kongsberg Maritime

I would advocate for the widespread availability of electrical connections and robust grid infrastructure in all ports. This would enable the extensive use of battery power, paving the way for full-electric and full-battery operations, especially for short sea shipping. For this type of operation, this approach is the most environmentally friendly option, significantly reducing emissions and reliance on fossil fuels for journeys of a few hours. By investing in this infrastructure, we can make a substantial impact on our carbon footprint and lead the maritime industry towards a greener future. Let’s commit to this resolution and transform our ports into hubs of sustainable energy, ensuring a cleaner, healthier planet for future generations.

Antonia Panayides, Transportation Industry Group partner, Reed Smith

Shipping’s New Year’s resolution, in line with FuelEU coming into force on 1 January 2025, should focus on reducing GHG emissions—decarbonisation of the industry is no longer optional and the industry must embrace it. FuelEU aims to drive the maritime industry’s transition to renewable and low-carbon fuels, as well as alternative energy sources. However, while the regulation sets the framework, the necessary infrastructure is lagging. Greater investment in alternative fuels is essential, as current supply may fall short of meeting anticipated demand. Additionally, increased investment in infrastructure, such as ports and supply chains, and for training personnel, is critical in order to safely adopt new technologies, fuels and solutions. Non-compliance with FuelEU could lead to vessels being detained or expelled from EEA ports, companies should proactively review their charterparties, contracts of affreightment, ship management agreements, and bunker supply agreements to ensure they are fully prepared for FuelEU.

6.Leveraging technologies for the green transition

Implementing scalable transitional measures to reduce emissions now while advancing toward full decarbonization.

Andreas Chrysostomou, Executive Director, Clean Shipping Alliance

The New Year is unlikely to bring a breakthrough fuel that solves the decarbonisation challenge. Therefore, our resolution for 2025 must be continuing to implement transitional technologies that can move the decarbonisation agenda forward. Instead of waiting for the “silver bullet” that will instantly achieve net zero, we should look for opportunities to make incremental reductions in emissions now where we can.  Exhaust gas cleaning systems (“Scrubbers”) represent one such opportunity, effectively reducing SOx emissions and other impurities and particulates from ship exhausts, which also is an important part of the  marine carbon capture systems (CCS) process.  The general availability of EGCS will encourage the wider uptake of CCS, which has the potential to make a significant technical contribution to meeting maritime climate goals.

Dr. Edmund Hughes, IBIA Representative to the IMO

To remove the uncertainty in the market about the next steps for decarbonisation for international shipping, there is an urgent need for IMO to adopt regulations in 2025 that mandate further reductions in GHG emissions from ships.  This is in order to provide the shipping industry, and those that support it including the actors in the bunker value chain, a framework for future investments so clearly signalling to the fuel producers that there will be a demand, and therefore a return on their investment, for producing the sustainable marine fuels needed by shipping to meet net-zero.

7.Integrated green strategies

Combining investments in renewable energy, waste systems, and efficient operations to address climate change comprehensively.

Jenny Braat, CEO, Danish Maritime

Climate change is real. So, we need to make the necessary investments in the maritime industry worldwide and go green. The technology is there, but we need large scale fuel production and higher ambitions when it comes to implementing the new technologies and solutions. Furthermore, the green transition is dependent on energy efficiency. For me, energy efficiency is amongst the keys if we are to succeed. 

Alexia Hatzimichalis, Partner and Athens Office Head, Watson Farley & Williams

When ecosystems are compromised, there is a knock-on effect on human wellbeing. Therefore, it is essential to develop a robust plan to combat the environmental threat. In the shipping sector, we should invest in cleaner fuels, vessels using solar and wind energy technology, innovative waste management systems and efficient navigation routes. It is also vital that ports adopt more environmentally friendly practices. The above should be paired with strict adherence to international regulations and best practices. Such an approach ensures legal compliance while fostering a culture of sustainability and corporate responsibility. As a law firm, we believe that robust legal frameworks and their rigorous enforcement, combined with technological advancement, are vital for achieving long-term environmental objectives and safeguarding our oceans for future generations.

Alexander Prokopakis, Executive Director, IBIA

If shipping could adopt one resolution for sustainable shipping in 2025, it would be to embrace transparent collaboration on alternative fuels. The shift to sustainable energy requires open dialogue between all stakeholders—from fuel suppliers to shipowners, regulators, technology providers, and the broader maritime community. Sharing data, operational experiences, and research findings will accelerate progress, minimize risks, and drive innovation. By pooling resources and knowledge, we can navigate the complexities of alternative fuels and ensure a practical, impactful, and commercially viable transition. This collective effort is essential for the industry to thrive sustainably, remain competitive, and meet future regulatory demands.

Claudine Couture-Trudel, Vice President of ESG Policy and Future Initiatives, QSL

Looking back at 2024, as a member of the marine community, I am proud of the daily progress our industry has achieved in our journey toward zero emissions. This reflects our shared commitment to sustainability, continuous innovation, and leadership. As we move into 2025, let us pledge to maintain this alignment between our values and actions, rise to the challenges ahead, and work together to bring this critical goal even closer to reality. 

Key maritime stakeholders have shared a diverse set of resolutions and strategies aimed at driving sustainability, innovation, and equity in the sector. These proposals highlight the importance of collaboration, cutting-edge technology, decarbonization, people-first approaches, and courageous leadership. Unified by a shared vision, these resolutions seek to guide the maritime industry toward a more efficient, and inclusive future.

1.Leadership and industry-wide collaboration

Experts emphasize the  need for bold leadership, collaboration, and strong governance to drive innovation, transparency, and sustainability across the maritime industry.

Eman Abdalla, VP- Global Operations and Supply Chain, Cargill Ocean Transportation

Amidst all that is happening across the globe—from geopolitical tensions and looming environmental regulations to digital transformation and workforce challenges—courageous leadership will be critical for successfully navigating the year ahead. We need maritime industry leaders to be bold and take risks, to advocate for and embrace the regulatory changes our planet so desperately needs, to unite and stand up for human rights with regards to diversity, equity, inclusion, and safety at sea, and to invest in developing talent, new procedures and technologies, and innovative solutions. We need brave men and women to make the right decisions now, to ensure a brighter future for our workforce, our industry, and our planet.

Lars Lange, Secretary General, International Union of Marine Insurance (IUMI)

True sustainability requires investment, commitment and collaboration from all facets of our industry, and beyond. We must come together, communicate and share knowledge. It is only when we are truly joined up across the extended supply chain that we will achieve real sustainability. This is a complex tapestry involving many players, including marine insurers who have a role in de-risking technical innovations and new operating practices. Let’s work together and put people and planet before profit.

Ian J Lennard, President and CEO, National Cargo Bureau

‘’Data-Driven Sustainability: A Resolution for Safer and Compliant Shipping’’ – By prioritizing data-driven decision-making, the shipping sector can balance safety, efficiency, and environmental stewardship in a tangible and impactful way. Leveraging insights gained from cargo compliance, screening, and inspections, allow for enhanced data driven analytics that can improve the accuracy of declarations and handling of dangerous goods. This minimizes the risk of maritime incidents that cause environmental pollution, fostering safer practices with reduced ecological impact. Improved access to compliance data, such as updated cargo restrictions and regulations, enables greater operational efficiencies. A wider adoption of data-driven sustainability is a key resolution for the new year that could benefit the industry.

Capt Panagiotis Nikiteas, PGDip, MSc, Med, HSQE Manager / DPA / CSO, Maran Dry Management Inc.

As we close 2024, the dry bulk industry has much to celebrate. We’ve made strides in digitalization, enhanced environmental performance, improved safety protocols such as DBCE, and strengthened crew welfare initiatives, fostering a more resilient maritime community. These achievements are a testament to the collaboration and determination of seafarers, shore staff, and stakeholders alike. Looking ahead to 2025, our vision is clear: to embrace greener technologies, enhance training to reduce human error, and prioritize mental health and well-being at sea. By working together, we can ensure a safer, more sustainable future for shipping. Wishing everyone fair winds, following seas, and a festive season filled with hope and gratitude!

Claudia Paschkewitz, Director of Sustainability, Diversity and Inclusion, Columbia Group

A meaningful solution to sustainable shipping must embrace the idea that there is no single solution – every effort counts. At Columbia Group, we believe it starts with us. By taking bold, decisive action and fostering a culture of responsibility, we can lead the way to a greener future. Columbia Group’s Performance Optimisation Control Room (POCR) is just one example of how it has been leading the technological change by providing companies with real-time data from 24/7 monitoring to improve operational efficiencies and fuel consumption, resulting in cost savings. Together, we must innovate, invest and work tirelessly to ensure that shipping becomes truly sustainable – for our planet, our industry and future generations.

John Xylas, Chairman-elect, INTERCARGO

A resolution focused on “Fostering Industry-wide Collaboration for Sustainable Shipping Solutions” would be an excellent New Year’s resolution for the shipping industry. Sustainability in shipping is a complex, global challenge that cannot be solved by any one company, country, or organisation in isolation. The shipping industry comprises a vast network of stakeholders — from ship owners and operators to port authorities, fuel producers, technology developers, governments, and environmental organisations. This underscores the fact that no single entity can drive the necessary changes alone.

2. People-centered sustainability

Experts emphasize the importance of seafarer welfare, safety, and well-being, as well as investing in talent development and fostering a people-first approach in the maritime sector.

Capt Pradeep Chawla, Founder and CEO, MarinePALS

In the journey to sustainable shipping, the change of pace of change is unprecedented. Technological progress, alternate fuels, digitalization and decarbonization, goals of semi-autonomous and autonomous ships are all moving ahead at the same time. The pressure on the seafarers to keep pace with all these changes is overwhelming. The resolution that I would like to propose is “We pledge not to ever forget the contribution of seafarers to the success of every voyage. We shall design the ships, equipment, and processes, always keeping in mind the safety and well-being of the seafarers and always treat the seafarers with dignity, respect, and empathy. While humans are fallible, the human behind the technology is the key to the success of shipping becoming sustainable.

Harriet Hunnisett Johnson, Head of Maritime, Signol

Resolutions to decarbonise shipping and improve sustainability are common in the sector now, and that’s heartening to see. But my years working onboard vessels have shown me that resolutions and policies won’t achieve their purposes unless shipping companies have already laid the foundations for understanding in detail where improvements can be made. So this year, I hope to see many more key players in shipping focus on building the right culture across crew onboard vessels and operators ashore, and put effort into understanding the day-to-day pressures and opportunities to make progress. By creating the right conditions for change, companies can generate the motivation and enthusiasm needed from those at the front-line to ensure that any resolutions made are actually realised.

Capt. John Lloyd AFNI, CEO, The Nautical Institute

It’s very important that we don’t simply look at sustainability in terms of technology, fuels and the environment, but remember that it’s also about people. To achieve its sustainability goals, shipping must find the right people who will be able to flourish in a dynamic and demanding career. Those people must be ready to embrace both change and responsibility, taking a lead with innovative ideas and responding to the challenges we all know they will face. With these people, and through collaboration, we can harness technology, adopt the next generation of fuels and ships, and become truly sustainable.

Valentinos Steliou​​​​, Innovation Director (MD Cyprus), Mintra

Looking ahead to 2025, I aspire to a more sustainable maritime industry through cultivating a deeper understanding and acceptance of technology to help seafarers thrive. Prioritizing education, collaboration, and open communication is often challenging, but these are essential to unlocking our industry’s potential and navigating its challenges. By embracing technology with purpose, we can drive innovation and contribute towards a more sustainable and resilient maritime sector for all.

3. Governance, transparency, and ethical practices

Experts stress the need for governance, transparency, and ethical practices, with a focus on accountability, anti-corruption measures, and fostering trust within the industry.

Dr Kostas G. Gkonis, Director / Secretary General, INTERCARGO

The shipping industry’s New Year resolution on sustainability should focus on adopting its own ESG agenda as a cornerstone for sustainable operations. ESG transcends decarbonisation, addressing broader challenges like governance and social dimensions, which are essential for long-term success. Decarbonisation, while vital, is just one aspect of the environmental pillar and depends heavily on external factors like fuels and infrastructure. By setting realistic ESG goals tailored to their operations, companies can showcase progress, attract investment, and foster innovation. Governance is the key enabler, requiring visionary leadership to drive change. Shipping must act decisively to define its ESG priorities, avoiding external imposition and ensuring resilience in a rapidly evolving industry landscape.

Vivek Menon, Chief Operating Officer, MACN

If shipping could adopt one resolution for sustainable shipping in the New Year, we would recommend focusing on collective action within the established holistic framework centred on the principles of People, Planet, Prosperity, Peace, and Partnerships. This framework should promote good governance and anti-corruption measures while emphasising ethics and integrity within the industry. For the People, we must further the protection of seafarers, ensuring their rights and well-being are safeguarded. For the Planet, we must further implement sustainable ethical practices reducing environmental impact and promoting transparent and responsible resource use. On Prosperity, we must further ethical business practices to foster economic growth while ensuring transparent and fair competition. For Peace, we must further our commitment to integrity, which helps create a stable and trustworthy maritime environment. For Partnerships, collaborating with stakeholders, including governments and NGOs is key, as it enhances accountability and drives Collective Action toward sustainability. This resolution would not only advance the shipping industry’s sustainability goals but also contribute to fostering trust among stakeholders and contributing to a more equitable and resilient global community.

John Nicholson, Head of Technical, Idwal

If shipping could adopt one resolution for sustainable shipping, it should be embracing full transparency across operations. Transparency fosters accountability, driving progress not only on environmental goals but also on seafarer wellbeing. By openly sharing data on emissions, fuel efficiency, and working conditions, the industry can identify inefficiencies, innovate solutions, and collaborate more effectively. Transparency ensures that sustainability is holistic, addressing the environmental impact while improving conditions for those at the heart of the industry: the seafarers. This mindset builds trust with stakeholders, attracts talent, and ensures that sustainability commitments are meaningful and measurable. In an interconnected industry like shipping, transparency is key to achieving a greener, more ethical, and truly sustainable future.

Sidsel Norvik, Director, Nor-Shipping

Decarbonisation has to be the main focus. If we’re going to achieve the targets set by IMO, immediate actions on multiple levels are an absolute necessity. Transitioning to low or zero-carbon fuels is essential for progress, and I believe bold decisions will pay dividends when positioning for long-term success. But much can be done to reduce emissions today, such as installing wind assisted propulsion systems, optimising speed, coatings innovations, new digital solutions and more. So my resolution is to combine long-term planning for the future with short-term action now, unlocking more sustainable shipping for the New Year and beyond!

4.Inclusive and holistic approach to sustainability

Experts advocate for embracing a holistic approach to sustainability, focusing on broader social, environmental, and economic dimensions, including inclusivity and ethics.

Sinikka Hartonen, Secretary General, One Sea Association

My New Year’s resolution proposal would be for the industry to showcase its adaptability and finally shake off even the last ripples of its old traditional image. By doing this, the sector can position itself as a progressive, forward-looking industry – ready to tackle the challenges of decarbonisation, leverage cutting-edge technologies, and inspire the next generation of maritime talent. Sustainability is a collective effort, including many areas. That’s why I hope for a more general and all-encompassing resolution. Something that encourages everyone to commit to taking meaningful steps and renewing the industry. Because the only thing that should stay fossilised is the fuel we’re leaving behind!

Dr. Jan Hoffmann, Head of the Trade Logistics Branch within the Division on Technology and Logistics, UNCTAD

Shipping is the most sustainable and energy-efficient mode of transport, with a safety and environmental record that has continued to improve over the decades. As shipping aims at decarbonization, it will remain cost effective and competitive vis-à-vis other modes of transport. Efficient ports and intermodal connections, digitalization, and open markets for maritime transport services can all help to ensure that maritime transport remains the most important mode of transport for international trade.

Caroline Jupe, CEO, International Maritime Rescue Federation (IMRF)

Climate change is creating new challenges for maritime search and rescue (SAR) and the wider shipping industry, from extreme weather events to rising sea levels. The IMRF believes it is vital for the maritime industry to prioritise climate resilience as part of its safety practices. Our #FutureSAR initiative is working to help SAR teams adapt to these changes, from addressing new rescue scenarios to protecting critical infrastructure and communities. Crucially, it’s an example of how collaboration can help keep everyone prepared for changes to our environment. Adapting SAR to climate change aligns with broader efforts in the shipping industry to decarbonise and achieve net zero. This isn’t just about responding to challenges; it’s a chance for innovation and collaboration to ensure a safer, more sustainable future for everyone at sea.

Christopher Kirton, Managing Director, International Tanker Management Ltd.

My resolution for sustainable shipping in 2025 is to continue to focus on service delivery. Ship management is a people business built on reputation which, in turn, comes from giving our ship owners the best possible service and the peace of mind that their vessel is in safe hands. In 2025, at ITM and V. we will be focusing not only on the day-to-day management of our vessels but the value-add that we can bring to our customers, through our sustainability offerings, digital platforms and crewing solutions. As a result, we hope to help our customers streamline compliance and regulatory efforts and improve efficiencies.

Panagiotis Kourkoumelis, Training and Development Manager, Kyklades Maritime Corporation

Seems so easy to write a New Year’s resolution for sustainable shipping, after all, if we look back to the resolutions made in 2023 did we really achieve them? And shipping is so vast, there are numerous areas where we can improve, so surely, I can find something original to write. But I will be plain and unoriginal, maybe a bit bold, so my suggestion is: May we, everyone in the shipping community, embrace all 17 sustainable development goals and use them as a compass for our choices, personal and professional.

Theodore N. Vokos, Managing Director, Posidonia Exhibitions S.A.

Allow me to play devil’s advocate, by saying that one single resolution, even if stringently implemented by the industry, would not meet the goal, as the handicap on the way to sustainable shipping lies in the fact that shipping is not the main catalyst in the current evolutionary process. Regulators from afar and near lack both consensus and a common vision in setting out what the actual endgame should be, thereby complicating the road to sustainability. In this minefield of contradicting targets and untested solutions, the shipping industry should be allowed to lead the way to sustainability and a greener future. As shipping thrives in free markets when operating in a laissez-faire global environment, if offered the same flexibility on the way to a more sustainable future, it would find the optimum solution to make it work. After all, shipping always delivers.