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SAFETY4SEA Log I May 2025 I ISSUE 103 I 3 safety4sea.com As ESG evolves from buzzword to business imperative, the maritime industry stands at a pivotal moment. This shift goes beyond compliance; it’s about leadership and longterm value creation. In this edition, we focus on Environmental, Social, and Governance (ESG) and its growing influence on the shipping sector. Though ESG comes with debate, stakeholder voices are redefining it—not as a burden, but as a path to better business and a better world. We feature insights from maritime experts who emphasize the need for a balanced, holistic approach across all three ESG pillars. By embracing transparent reporting, investing in all ESG dimensions, and aligning with global frameworks, maritime leaders can chart a course toward sustainable growth. This edition highlights how ESG is reshaping strategies, transforming culture, and embedding purpose into decision-making. We also share key findings from 2025 ESG Barometer, which revealed that geopolitical and business disruptions top the ESG agenda, followed by environmental concerns. Additionally, we analyze key outcomes from MEPC 83 and introduce our new infographic series on GMF’s 9 Sustainable Crewing Guidelines. As the industry navigates decarbonization, digitalization, and social equity, ESG is becoming the true north. The journey starts now—with all hands-on deck. Stay informed, inspired, and engaged. Explore more ESG insights at safety4sea.com. Apo Belokas Founder & Managing Editor, SAFETY4SEA [email protected] Apostolos Belokas Editorial CONTENTS SAFETY4SEA is Fostering Sustainable Shipping for more than 15 years, hosting the leading safety4sea. com (300k visitors monthly), producing monthly magazines & tailored publications (100k p.a. circulation onboard & ashore), & Industry Surveys along with e-mail, video & social media, and delivering SAFETY4SEA, GREEN4SEA, SMART4SEA, CAREER4SEA & Crew Welfare Week Forums & Awards. INTERVIEWS 11. GCMD: Industry must embrace a 'learning by doing' culture to speed up alternative fuel adoption 14. InterManager: A reliable database on core safety issues will enhance industry’s resilience 18. IAPH: Ports must evolve into sustainable energy supply hubs 18. IAPH: Ports must evolve into sustainable energy supply hubs 20. Center for Zero Carbon Shipping: Decarbonization will drive future ESG and sustainability trends 24. IUMI: As shipping decarbonises, safety must stay the course 28. GMF: Transition to lowcarbon maritime poses both challenges and opportunities 32. WSC: Green transition offers a strong opportunity to attract new talent to the industry 36. EVIGO: A culture of sustainability begins at the top 40. NorthStandard: Sustainability is a key driver of longterm success and resilience in shipping 52. WISTA Norway: Diversity, equity, and inclusion can safeguard industry’s resilience 54. IHRB: The criminalisation of seafarers is an increasing concern 57. SSI: Ensuring a just transition for the maritime workforce is a key priority ARTICLES 8. ESG Climate Survey: Shipping industry deeply concerned about geopolitical tensions, tariffs and sanctions 12. MEPC 83: One step forward is better than two steps back 31. Talent attraction in an ESG-conscious era: Key considerations 43. Creating a sustainable and inclusive workforce: Key considerations 49. ESG Reporting: How maritime stakeholders can manage risks and opportunities linked to sustainability EVENT COVERAGE 46. 2025 GREEN4SEA Singapore Forum INFOGRAPHICS 34. Addressing crew shortage: 9 key principles 39. Mapping maritime regulations with ESG compliance COLUMNS 4. Sustainability Highlights 58. Book Review 59. Reports 60. Video Review 62. ESG Updates 66. Crossword In this issue Find us here
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20 I SAFETY4SEA Log I May 2025 I ISSUE 103 safety4sea.com I NTERV I EW Kasper Møller Nielsen, Sustainability Partner at Mærsk McKinney Møller Center for Zero Carbon Shipping, emphasizes that the transition to a zero-carbon future remains a top priority and a driving force behind the industry’s future ESG agenda. Kasper explains that the Center’s approach focuses on a ‘Just and Equitable’ transition, identifying opportunities to redefine labor standards, improve working conditions, and embed human rights. CENTER FOR ZERO CARBON SHIPPING: DECARBONIZATION WILL DRIVE FUTURE ESG AND SUSTAINABILITY TRENDS SAFETY4SEA: What are the top priorities on your agenda for the next five years? Kasper Møller Nielsen: To transition to a zero-carbon future, a top priority must be to have the regulatory clarity to allow companies to invest in the technologies and solutions of tomorrow – derisking those investments becomes incredibly important. Further, we should also be aware of the broader social and environmental impact of the investments we make. To understand the interconnectivities between the much-needed decarbonization solutions and how they interact with the people affected and the environment surrounding them will lay the foundation for a resilient transition.
SAFETY4SEA Log I May 2025 I ISSUE 103 I 21 safety4sea.com I NTERV I EW S4S: Do you believe the maritime industry is on the right path? What key ESG and sustainability trends do you see shaping its future? K.M.N.: The maritime industry is certainly on the right path. Despite the current global disruptions, I see movement in the right direction across the globe. That is both in terms of the technologies we develop, the technologies we apply and how these shape the business and regulatory landscape. I am convinced that decarbonization will continue to be the main driver behind both current and future ESG and sustainability trends. The main reason for that is corporate’s tendency to focus on numbers – and for good reason since numbers drives financial decisions. With that logic in mind, decarbonization will remain the leading force behind future ESG and sustainability trends. But behind every good decarbonization strategy lies an understanding of its impact on other planetary boundaries, like biodiversity and freshwater change. Namely because the solutions we implement today likely will last around 25 years – and the world will look very different in 25 years due to the climate change we are trying to mitigate the consequences from. Further, we must understand that the human and social dimension is incredibly important to address as well. The numbers might be harder to get, but this just underlines the needed focus. Therefore, addressing value chain challenges to consider safety for workers, human and labour rights, and include everyone involved to make this transition just and equitable for all. S4S: What are the biggest opportunities and challenges related to the human element in shipping’s decarbonization journey? K.M.N.: Every challenge represents an opportunity to do better. We are seeing that across the industry, from onboard safety to the new fuels and with upskilling of workers. There will be many challenges with this transition, but from what we have seen historically, we have overcome by far the majority. When I and we in the Center talk about the opportunities of the transition, we like to organize it based on our approach to a Just and Equitable transition. In here, we emphasize how this transition allows for a great opportunity to redefine labour standards, uplift working conditions, and embed human rights to a far greater extend that what we do today. Further, the production of the new fuels, makes room for new countries to become fuel producers making room for including everyone in this transition in a way where we allow for socioeconomic development, local skill-building and a more equitable distribution of the resources globally. S4S: How can industry stakeholders collaborate more effectively to drive meaningful progress toward sustainable development? K.M.N.: Collaboration is key to address the many challenges we face in this transition. The industry is interconnected to one another, making everyone relying of each other’s data to report their actual impact in a transparent way. Therefore, we already see a lot of collaboration in the industry today. But leveraging that collaboration to include more than just reporting will be key to drive and sustain progress towards our common targets. Thankfully we have a lot of companies and competitors that meet in the Center to do exactly that – whether it is on vessel solutions, energy and fuels or in the regulatory landscape. S4S: What is your wish list for the industry and/or regulators and all parties involved for addressing the critical issue of decarbonization? K.M.N.: Ambitious targets and clarity on how to get there – even in turbulent times. Most companies have set targets to decarbonize their respective business. Some are retreating them as we speak, others are sustaining and reinforcing their efforts. But when these turbulent times have passed and media focus is elsewhere, the climate and sustainability risk we were trying to mitigate will still be present. Hence, industry and regulatory courage and persistence on setting and sustaining ambitious decarbonization targets must be highest on my wish list. Moreover, your target is not stronger than your plan of how to get there. Therefore, include interim targets and investments needed to get there. Only then can you comfortably claim that you have got a credible decarbonization strategy and clarity on how to get there. S4S: Looking ahead to 2050, what key message about sustainable shipping would you include in a time capsule for industry stakeholders to reflect on? K.M.N.: My time capsule should be a reminder that this historic opportunity requires global leadership. We have all the technologies, the fuels and the knowledge we need. Hence, it is my sincere hope, that when we read this in 2050, we acted accordingly and created a shipping industry that is more than just zero-carbon. The solutions we implement and adopt harvested the synergies across other planetary boundaries that only climate change. Further, we transitioned an entire industry justly, inclusively and in a way, where we distribute the Earth’s resources globally way better, than what we did in 2025. That was no better time to start treating planet and people equally than in 2025. Only in that way can we create a resilient shipping industry.
22 I SAFETY4SEA Log I May 2025 I ISSUE 103 safety4sea.com OP I N I ON around the topic of ESG in the shipping industry, vessel operators are beginning to address it with greater seriousness. However, there is a need for these often internal dialogues to evolve from an arm’s length view to recognition of the near term risks. Even where national legislation doesn’t demand detailed reporting, there is a growing desire to align with the prevailing trend. This increased awareness reflects the emergence of the issue as a reputational risk, particularly thanks to investigations by the media, NGOs and IGOs. Other countries with whom the EU is a major trading partner are developing similar requirements and aligning them with the directives. Nations including Canada, Australia and IMPROVING SUPPLY CHAIN TRANSPARENCY CAN HAVE A BOTTOM-LINE BENEFIT Vessel owners and operators in the EU were some of the first to come under pressure from clients and investors to comply with ethical sourcing programmes and to report on labour practices and human rights in their supply chain. This was driven in no small part by national and regional regulation which aimed to codify best practice into law. Even with lawmakers apparently ready to slowdown timelines for EU directives, interest is growing here and across the Middle East and Asia - regions which are not subject to direct regulation - to adopt an approach that prioritises transparency. Pressure for disclosure Despite some residual cynicism Shipowners and operators are under pressure to validate their suppliers’ performance and can lower costs and save time in the process, writes Paul Stanley. Paul Stanley CEO Achilles
SAFETY4SEA Log I May 2025 I ISSUE 103 I 23 safety4sea.com standards vary widely, whether by flag state, vessel operator, port or inland carrier. Some sectors, including fishing fleets have become regular targets for activists concerned about the treatment of workers based on historic issues of abuse. At the same time, access to a wider supplier network can help reduce potential disruption at a time of growing uncertainty created by protectionism and changing tariffs. Achilles’ global network enables procurement teams to find pre-qualified suppliers in alternative markets, where appropriate. Making compliance easy It can be easy to underestimate the due diligence required for ESG and supply chain reporting and across a large fleet. What appears a simple process can quickly become unwieldy. Internal and external audits are a continuous source of pressure and stress both for suppliers and buyers – in part because there are no agreed standards. The vast majority of companies employ a manual onboarding process using spreadsheets, since legacy purchasing systems do not support the full breadth and width of the data sets required, including sanction checks. Even some of the largest companies are not doing as well as they might. But by sharing data with a neutral third party there is an opportunity to improve reporting for buyers and suppliers alike. By recognising the scale of the challenge, this can be done in a collaborative way that generates a wider industry benefit. The Achilles Maritime Network provides a platform for shipowners and managers to collaborate, reduce risks, and enhance supply chain visibility while lowering costs and administrative burdens. Suppliers and contractors benefit from standardised processes and pre-qualification, fostering stronger relationships and business growth. The network supports transparency, susSingapore have either enacted or are considering regulations, while others have developed voluntary guidance on due diligence from a human rights perspective. Grasping The reality For some actors in the industry, the desire to look closely at their supply chain is tempered by the understandable concern about what they may find. Audits conducted by Achilles have uncovered troubling conditions at construction and repair facilities in the Middle East and Asia. Facilities in these regions commonly employ migrant labour recruited through agencies and abuses have included debt bondage, passport retention and even forced labour. In some cases, companies are paying lip service to the issues. Many have a modern slavery statement on their website and they probably believe this indicates they are taking the issue seriously. The truth, as anyone familiar with the shipping industry knows, is that tainability, and responsible business practices in the maritime industry. Greek owners get onboard Underlining the importance of transparency in the supply chain, Achilles recently struck a long-term partnership agreement with Procureship, the world’s leading e-procurement platform to enhance the ESG capabilities of the shipping industry’s procurement processes. The agreement will bring efficiencies to the supply chain assessment and purchasing process for Procureship members. Procureship provides streamlined purchasing for more than 100 fleet owners and operators, including BW LNG, Angelicoussis Group, Oldendorff Carriers, Starbulk Group, TB Marine and Technomar. By leveraging advanced analytics, machine learning tools, and a unique supplier recommendation engine, Procureship simplifies the procurement process between buyers and suppliers. The reasons why owners such as these continue to engage with transparency initiatives like Achilles are more than a prosaic desire to look good, though investors are increasingly interested in interrogating underlying business practices. For shipowners, understanding and engaging with their supplier community is simply good business; supply chain disruptions translate into substantial costs and using the Achilles platform to track supplier performance provides measurable time and efficiency savings. OP I N I ON
safety4sea.com 9 key principles Unveiled during this year’s Singapore Maritime Week, the '9 Sustainable Crewing Guidelines' were co-created by the Global Maritime Forum’s All Aboard Alliance alongside 12 leading shipping companies. Developed after years of research and real-world trials involving more than 400 seafarers, the guidelines present a clear benchmark for best practices on board vessels. The participating consortium members include bp shipping, Bernhard Schulte Shipmanagement, Cargill Ocean Transportation, Chevron Shipping, Diana Shipping, Dorian LPG, GasLog, Hafnia, MISC Marine, Stena Group, Swire Shipping, and Synergy Marine Group. Key figures at a glance 1 3 4 ► ► ► ► ICS projects a 90,000-seafarer shortfall by 2026. 25% of seafarers experience harassment and bullying (over 50% for female seafarers). From 5,879 responses to the ITFST Shore Leave Survey: • More than 25% of seafarers did not get any shore leave during their contract. • One third only went ashore once or twice during an average 6.6-month contract. A global study of 6,304 seafarers found: • 53.3% work more than 74.9 hours per week on average. • Only 7.4% work 48 hours or less per week. ADDRESSING CREW SHORTAGE:
Sustainable CREWING GUIDELINES Establish clear expectations of respectful and professional behaviour Zero tolerance for abuse and harassment Set rank-specific criteria for tasks, training, and appraisals Ensure appropriate equipment and facilities for all Provide a reliable daily connection to the wider world Reduce isolation by building supportive communities Offer flexible contract lengths and respect contract terms Provide paid parental leave Continuously collect feedback and take action 1. 2. 3. 4. 5. 6. 7. 8. 9. 9 To make seafaring a more attractive career choice, the Global Maritime Forum suggests:
52 I SAFETY4SEA Log I May 2025 I ISSUE 103 safety4sea.com The newly elected President of WISTA Norway, Capt. Jaquelyn Burton, EMBA, AFNI, emphasizes that Diversity, Equity, and Inclusion (DEI) is not solely a gender issue—it’s about transforming industry structures, expectations, and mindsets to foster real progress. WISTA NORWAY: DIVERSITY, EQUITY, AND INCLUSION CAN SAFEGUARD INDUSTRY’S RESILIENCE SAFETY4SEA: Tell us a few words about the '40 by 30' pledge. What motivated WISTA Norway to launch this initiative and how it aligns with the broader goals of gender equality and diversity in the maritime sector? Capt. Jaquelyn Burton: The "40 by 30" pledge is now in its fourth year. We have 38 companies signed on, all committing to strive toward 40% women in leadership by 2030. This isn’t a quota, and it isn’t about replacing men. It’s about striving to increase the size of the talent pie in the sector to ensure we are future ready and able to view the challenges from various perspectives with resilience. Given Norway’s strong global maritime reputation, there’s a strategic opportunity here. If we get this right, we not only build more resilient leadership, we strengthen our competitive position in uncertain geopolitical times. Leadership teams that reflect the world around them will be better equipped for the future. S4S: Are you satisfied with the progress made towards diversity so far? Capt. J. B.: I’m proud of the progress, but no—we’re not there yet. The talent war is real. We're not attracting the volume or variety of talent we need for maritime 5.0, for the energy transition, or for digital transformation. And if women don’t see visible, diverse career paths in the industry—they’ll go elsewhere. Diversity and safety go hand in hand. When we design for everyone, we usually create systems that are better for everyone. The public still often hears about shipping only when something goes wrong: oil spills, criminal cases, or safety incidents. We need to flip that narrative and show the world that this industry is a place for people who want to make a difference.
SAFETY4SEA Log I May 2025 I ISSUE 103 I 53 safety4sea.com S4S: What are 3 key things you think are important to succeed as a woman in the maritime industry? Capt. J. B.: • Relationships: We need champions—people who mention our names in rooms we’re not in, who back us up when things get tough, and who open doors that might otherwise stay closed. • A mindset open to opportunity: Say yes to the roles you’re not 100% ready for. If it’s adding value to the industry, you’ll grow into it. • Clarity of purpose: Know what you want to change about the industry, and build relationships around shared goals—not just individual accomplishments. S4S: What initiatives related to diversity and inclusion would you like to see in the workplace both onboard and ashore? Capt. J. B.: We need a human-centered appraisal of the career paths in our industry. Who’s included? Who’s left out? And why? We have to look at how age, gender, nationality, and life phase all shape people’s access to opportunity. Every maritime professional has their own experience of the industry—and our systems need to acknowledge that. S4S: What is your wish list for the industry stakeholders to implement changes and improvements with regards to DEI? Capt. J. B.: I want us to include men more holistically. Women’s roles have expanded a lot over the last 50 years. In some ways, men’s roles haven’t. That gap creates friction—and sometimes backlash. If diversity, equity, and inclusion is seen as a zero-sum game where men lose when women advance, we’ve already lost the plot. The truth is, the more talent we include, the more value we create as a society. Diversity, equity, and inclusion should be framed around collective gain. It is not a competition of men vs. women but how we can ensure that the industry is resilient and grows with the best possible talent long-term. S4S: What needs to change to raise the industry’s profile and attract future talents? Capt. J. B.: We need more positive storytelling. Most people outside the industry only hear about shipping when there’s a scandal or disaster—that’s not the whole picture. Capt. Kate has done a lot to shift the narrative, but we need a thousand more like her, and we need male champions doing the same. We also need to show—clearly—that there’s a viable path from sea to shore. If people think a maritime career means staying at sea forever, we’ll lose many before they even begin. Another major issue is the lack of safe, supportive, and instructive internships for cadets globally. If we want to close the gap in qualified seafarers, we need to treat every experienced officer over 50 as a mentor—and for every one of them, we should be training up the next generation. There are many cadets who have finished maritime studies but have been unable to secure sea time as cadet that have left the industry, for others where they could find employment. Without strong, structured pipelines, the talent shortage we’re already seeing will only become more critical. S4S: If you could change one thing across the industry from your perspective, what would it be and why? Capt. J. B.: I’d break down the silo between women’s and men’s networks. While it’s fantastic that women’s groups are gaining strength, too often we’re operating in parallel tracks. That can lead to exclusion and missed opportunities for collaboration. If we want to build better leadership, better innovation, and better retention, we need spaces where everyone’s contributing to the conversation together in an inclusive conversation space – another reason I am so excited for our Nor-Shipping line-up this summer! S4S: What is your key message to maritime stakeholders to support and drive industry’s goals for diversity? Capt. J. B.: People have different needs, and different talents. If we want to get the best out of them, we have to stop designing systems based on sameness. Inclusion isn’t a buzzword—it’s the operational strategy for unlocking full performance. Think about how people experience their roles, not just what’s written in the job description. That’s where the real change begins. I NTERV I EW
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