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ISSUE 99 I January 2025 I SAFETY4SEA Log I 3 safety4sea.com In this inaugural issue of another promising year for the maritime industry, we are delighted to feature insights from key maritime leaders as they share their perspectives on making 2025 a year of progress, adaptability, and steadfast dedication to excellence. Our contributors highlight critical priorities for the road ahead, including actionable steps toward building a more sustainable future for shipping. As we embark on the journey into 2025, we do so with optimism and a resolute commitment to fostering a strong and united maritime industry. Over the past year, the maritime sector has once again demonstrated its resilience, embracing technological innovation and fostering partnerships to tackle decarbonization challenges. As we navigate toward a zero-emission future, the industry remains steadfast in prioritizing safety and the human element at its core. These principles will continue to serve as guiding lights in 2025, propelling the sector forward with purpose and care. That said, we cannot overlook the challenges that marked the close of the previous year, particularly the rising tensions in the Red Sea and other geopolitical conflicts. These developments emphasize the urgent need for coordinated efforts to address escalating security concerns. Together, let’s make 2025 a transformative year for shipping—one defined by progress, resilience, and an unwavering commitment to sustainability on all fronts. As always, stay tuned at www.safety4sea.com for updates! Apo Belokas Founder & Managing Editor, SAFETY4SEA [email protected] Apostolos Belokas @ApoBelokas 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 16. American Club: Mentoring is a key component in ensuring seafarers maintain mental fitness 24. Ardmore Shipping: Seafarers are at the forefront of where energy efficiency truly matters 28. Danish Maritime: A comprehensive European maritime industry strategy is vital 46. IMCSO: Ensuring that everyone is cyber aware and vigilant is a key challenge for shipping OPINIONS 18. The short attention span of industry: Tackling complaisance, rethinking compliance 37. Keep sailing and always prioritize safety 38. Human performance in focus: Transforming maritime safety through trust and learning ARTICLES 31. RISK4SEA: CIC Intensity Index on Crew Wages and Seafarer Employment Agreements 48. Let’s talk about Kind leadership: How it can build strong teams at sea 51. Women in Maritime: Progress and persistent challenges EVENT COVERAGE 44. SAFETY4SEA Dubai Forum: Delving into ESG principles for future-proof shipping INFOGRAPHICS 14. Year in Review: A timeline of maritime moments in 2024 26. Improving Human & Organizational Performance: How leaders respond to failure matters 34. RISK4SEA: Singapore PSC Scorecard L36M (Dec. 21 – Nov. 24) COLUMNS 4. Highlights 8. Industry Voices 20. Safety News 30. Green News 53. Career paths 54. Maritime health 56. Alerts 58. Safety digest 60. Video review 62. Book review 63. Reports 65. Regulatory Update 66. Crossword In this issue
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14 I SAFETY4SEA Log I January 2025 I ISSUE 99 safety4sea.com In response to growing threats in the Red Sea, Chevron, Carnival, and other major companies announced they would use the Cape of Good Hope as an alternative route. JAN2024 FEB2024 MAR2024 APR2024 MAY2024 JUN2024 The IMO PPR 11 agreed on draft recommendations for the carriage of plastic pellets by sea and developed draft guidelines for cleaning up plastic pellet spills from ships. The Dali cargo ship collided with the Francis Scott Key Bridge on March 26, causing the bridge to collapse and tragically killing six construction workers. IMO finalized guidelines for safeguarding seafarers’ rights and established an abandonment database to address long-standing welfare concerns. Bureau Veritas became a founding member of the Nuclear Energy Maritime Organization (NEMO), aiming to establish robust standards for the use of floating nuclear power in shipping. InterManager submitted a paper to the IMO highlighting lessons learned and safety issues, with a particular focus on the alarming trend of deaths in enclosed spaces aboard ships. ► ► ► ► ► ►
ISSUE 99 I January 2025 I SAFETY4SEA Log I 15 safety4sea.com The maritime industry in 2024 reflected a sector balancing innovation with urgent safety and sustainability concerns. While strides were made in digitalization, green shipping, and safety frameworks, incidents like the Dali crash and ongoing geopolitical instability underscored the challenges ahead. Efforts to secure seafarer welfare, manage environmental risks, and embrace cleaner energy sources will remain priorities for 2025 and beyond. JUL2024 AUG2024 SEP2024 OCT2024 NOV2024 DEC2024 CMA CGM partnered with Google to advance AI integration in shipping operations, while IGP&I approved a new User Agreement for electronic bills of lading to enhance efficiency. The Dry Bulk Centre of Excellence (DBCE) launched the Dry Bulk Management Standard (DryBMS) platform to improve safety management in the dry bulk sector. IMO MEPC 82 initiated a review of the CII, SEEMP, and EEXI, while designating the Canadian Arctic and the Norwegian Sea as ECAs. The crew of the hijacked car carrier Galaxy Leader marked one full year in Houthi captivity near the port of Hodeidah, Yemen. A set of amendments to the MLC, 2006 entered into force on 23 Dec 2024, addressing key challenges faced by seafarers during the pandemic. OCIMF officially launched the digitalized Ship Inspection Report Programme (SIRE 2.0), offering improved safety and inspection transparency. ► ► ► ► ► ► timeline of maritime moments in 2024 safety4sea.com
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ISSUE 99 I January 2025 I SAFETY4SEA Log I 37 safety4sea.com Ratings, the safety training coverage showed an upward trend in the last 5 years. The accident rate for seafarers without training was 2.32 times higher than those who had been trained in 2023. The future calls for a transformation in industry’s mindset. The decarbonization journey requires new regulations since ship owners and operators are increasingly turning to alternative fuels and energy-saving technologies. Furthermore, the rise of automation onboard is paving the way for autonomous and smart ships in the near future. Training is the key Accidents come to highlight the following alarming trends: • Fierce competition favors lower budgets over better qualifications, reducing overall talent quality. • Training gaps to the seafarers are larger and larger • Unclear career progression is diminishing seafarers' interest In addition, new technologies are increasingly impacting industry, making relevant training essential. Undoubtedly, new technologies will shape the future skill requirements of seafarers. The STCW will likely be insufficient for future generations, given that advancements in fuels, automation, and digitalization present both new challenges and opportunities. In this regard, training is the golden key to unlocking the digital era in the maritime industry, and simulation training offers a valuable way to improve training consistency. Essentially, simulators replicate real-life conditions on ship equipment, allowing seafarers to develop challenging or otherwise unattainable skills and apply them in real-life situations. Customization, assessment, precision and training are essential pillars for success in the evolving maritime landscape. Embracing change Embracing changes in shipping decarbonization will usher in a new generation of environmentally friendly vessels. Preparing to meet the opportunities created by new energy ship types is essential. Training is essential now and will continue to be crucial in the future. While investments in simulators may be costly, they are worthwhile, as they enhance onboard safety. In addition to traditional training in navigation, engine room operations, and safety protocols, the modern era demands a new approach. It is now vital for crew members to be informed on topics such as handling lithium batteries and addressing seafarers’ mental health, among other important and timely issues. Additionally, there is a growing awareness of the importance of mental health and well-being for seafarers. Consistent training is essential to keep seafarers up-to-date with the latest technology, making strong collaboration between shipowners, crew manning agencies, and training centers crucial. Explore more at https://tinyurl.com/dyskn88w During the 4th SAFETY4SEA Singapore Forum in 2024, Capt. Sofyani Faisol stressed the importance of providing safe working conditions onboard, as well as addressing seafarers’ mental health and wellbeing. KEEP SAILING AND ALWAYS PRIORITIZE SAFETY Capt. Sofyani Faisol Manager Crewing Tanker Pertamina Marine Solutions OPINION The human element is at the heart of maritime operations, and this is something that no operator must forget. The shipping market: Key figures at a glance • Shipping industry’s carbon emissions accounts for only 2% of global carbon emissions. • World commercial fleet was 105,500 vessels in 2022 and increased to 70 million DWT in 2023. • It is expected ¼ of new buildings to be equipped with dual fuel engine with the purpose to align with the IMO’s 2025 goals. • From a recent BIMCO report, the demand for Officers in 2026 is 947,050 and 1,069,500 for Ratings; a 2% and 0.6% increase accordingly. According to data taken from our database for the years 2019-2023, with nearly 20,000 embarkations of Third Officers, Fourth Engineers and
48 I SAFETY4SEA Log I January 2025 I ISSUE 99 safety4sea.com ARTICLE Leadership” in the maritime industry. • Respondents generally viewed “Kind Leadership” as an effective way to enhance leadership, safety culture, team motivation, communication, and the well-being of individuals. • Some respondents advocated for the creation of group goals and the elimination of the blame culture, favoring learning from mistakes instead. • There was a strong belief that “Kind Leadership” could be learned and taught in the working environment, through carefully planned activities both in the classroom and online. • A prevalent theme in the findings was the impact of onboard leadership practices on cadets. • The MPC report also noted that the qualities associated with good leadership were consistently agreed upon by respondents. These qualities included being people-centered, accountable, a role model, and an effective communicator who fosters dialogue while maintaining a clear chain of command. • Respondents emphasized the distinction between technical expertise and a caring, respectful attitude towards team members, recognizing that the most effective leaders embody both qualities. The respondents of the survey pointed out that effective leaders are not only technically skilled but also have a caring and respectful attitude toward their team. While technical ‘Kind Leadership’ is said to be an essential enabler of open, transparent, and people-centered leadership practices, which significantly can enhance safety and sustainability in the maritime industry. LET’S TALK ABOUT KIND LEADERSHIP: HOW IT CAN BUILD STRONG TEAMS AT SEA In 2022, the Maritime Professional Council of the UK (MPC) and The Nautical Institute conducted a survey on kind leadership and consolidated its findings on a report. Captain John Wright, co-author of the report gives a thorough definition: “Kind leadership is an approach to leadership that creates a satisfying, inclusive and enabling working environment, which significantly contributes to measurable improvements in safety and commercial performance. It builds on the core values of respect and engagement that fosters effective communication and collaboration”. Key findings include: • 88% of respondents (105 out of 119) agreed that there is a place for “Kind
ISSUE 99 I January 2025 I SAFETY4SEA Log I 49 safety4sea.com ARTICLE knowledge is important in the maritime industry, it’s clear that a leader who demonstrates kindness, respect, and emotional intelligence can motivate their team and ensure smoother, more collaborative working conditions. The seven core attributes of Kind Leadership 1. Active listening and open communication: Kind leaders foster trust and collaboration by practicing attentive listening and encouraging open dialogue. 2. Empathy and emotional intelligence: Kind leaders connect deeply with team members by understanding and sharing their feelings, creating a supportive work environment. 3. Authenticity and vulnerability: Kind leaders trust and promote psychological safety by being genuine and admitting when they don’t have all the answers. 4. Accountability with compassion: Kind leaders maintain high standards while providing constructive feedback focused on growth and improvement. 5. Inclusive decision-making: Kind leaders value diverse perspectives and involve team members in decision making processes when appropriate. 6. Recognition and appreciation: Kind leaders regularly acknowledge both big and small achievements, fostering a culture of appreciation that motivates employees. 7. Growth mindset and continuous learning: Kind leaders believe in developing abilities through effort and persistence, encouraging continuous learning in their teams. In general, by promoting kindness, leaders not only can strengthen their ability to motivate their teams, but by fostering better communication they can create a safer work environment. “Kindness is the key enabler that allows open, transparent and peoplecentric leadership practices which can have a hugely positive impact on safe and sustainable operations across the maritime industry”, The Nautical Institute said. It is worth noting that in early summer, The Nautical Institute co-organized the first Kind Leadership (KL) workshop along with the The Maritime Professional Council of The UK and CHIRP Maritime. Participants recognized the importance of removing existing barriers to the natural adoption of Kind Leadership practices, both on board and ashore, and committed to establishing actionable steps and timelines for industry-wide implementation. In closing remarks, MPCUK Vice Chair Capt. John Lloyd FNI highlighted that "Rules are not going to make the difference; people are going to make the difference... Change is in people; change is in us, and that’s the opportunity we now have.” A kind, people-focused leadership style is vital There is a clear connection between the well-being of seafarers and the leadership style they are subject to, particularly when comparing a kind, people-centered approach to a more detached or unsympathetic style. In an exclusive interview, Steven Jones, founder of the Seafarers Happiness Index, recounted an experience from his childhood when he boarded a containership. His experience highlights the positive impact of adequate staffing and a leadership style that prioritizes the crew’s quality of life, including rest, personal time, and morale-boosting activities. In this setting, crew members felt rested, calm, and generally positive—conditions that help to maintain mental well-being and reduce stress. However, later in his career, he encountered the opposite: poorly staffed bulk carriers, where the crew was overwhelmed, exhausted, irritable, and frustrated. This may reflect a difference in leadership styles. A kind leader inspires those around them, and this, in turn, is reflected in the attitude of the team. Seafarers, due to the nature of their work, already face significant physical and mental hardships—especially the latter, which is often overlooked, particularly by those in authority. Given the isolation and hardships seafarers endure, kindness—whether through communication, small gestures, or support, can play a crucial role in improving their well-being. There’s empowerment in compassion. What is more, a kind, people-focused leadership style can significantly improve team attitudes and resilience, which is essential in high-stress environments like maritime work. Kind leaders inspire and support their team, acknowledging the challenges of life at sea and actively working to ease the mental and emotional burden. Though circumstances in the maritime industry, as in any industry, change over time, human-centered values remain steadfast. What truly matters at the end of the day is being kind and mindful of our fellow humans.
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