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3 ISSUE 12 | MARCH-APRIL 2025 Editorial Apo Belokas Founder & Managing Editor, SAFETY4SEA CON T E N T S [email protected] Apostolos Belokas @ApoBelokas 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. circ. onboard & ashore) & Industry Surveys along with e-mail, video & social media, delivering SAFETY4SEA, GREEN4SEA, SMART4SEA, CAREER4SEA & Crew Welfare Week Forums & Awards. In this edition 4. Key trends in seafarer recruitment and retention 8. Columbia Group: Investment in mentorship and training programs will advance women’s role in shipping 10. Beyond sleep: The 7 types of rest you actually need 13. Anger management: How to control our emotions for healthier relationships 16. Addressing low crew confidence, a hidden hazard at sea 19. Workforce retention and performance challenges in the maritime industry 20. MUI Women’s Wing: Women have moved from being an exception to a growing force in maritime 23. The new wave of Mindfulness: 7 Key trends 24. Regulatory Focus: Key points to know in the Magna Carta of Filipino Seafarers 26. Stay SEAFiT: Changing the perception of wealth This edition highlights key trends in seafarer recruitment and retention. As the backbone of global trade, the maritime industry is facing a growing challenge: a critical shortage of skilled seafarers, with a projected shortfall of 90,000 by 2026. We also explore seven emerging trends transforming the mindfulness landscape. The movement is evolving— shifting from rigid rituals to a more intentional way of living. These trends reflect a deeper truth: mindfulness is no longer just a practice but a way of being. In the maritime context, it’s gaining ground not only as a mental health strategy but as a holistic lifestyle. Even at sea, there’s always space to pause and return to the present. This edition features several thoughtprovoking articles. First, we unpack the seven types of rest—challenging the myth that sleep alone equals rest. Next, we share ten key reasons maritime professionals remain in thriving workplaces—beyond salary. Finally, don’t miss the launch of our new infographic series, beginning with the five types of wealth. Inspired by Sahil Bloom’s bestselling book, it redefines wealth to include time, health, mindset, relationships, and a sense of “enough.” For more updates, stay tuned at safety4sea.com. 28. How proactive measures can transform crew wellbeing 30. Wellness Corner 32. Optimizing Zazen: How a ‘just sitting’ practice can bring inner peace 35. 10 Reasons why top maritime professionals stay 36. Being passive-aggressive: Common practices and how they manifest in the workplace 39. Enhancing maritime safety and well-being 40. Life at sea: Key insights from active seafarers for life onboard 42. Healthy Habits Column 44. Book Review 46. Video Review 49. Happiness Column 50. Crossword
ISSUE 12 | MARCH-APRIL 2025 4 not increasing crew wages during that period. The salary hikes were more substantial compared to those seen in the 2023 survey, with the exception of junior ratings. Overall, the findings from the 2024 survey reflected a positive trend, with fewer respondents reporting a worsening recruitment situation compared to 2023. However, around a third (31%) still noted a decline in the intake of new, qualified seafarers over the past 12 months, although this was an improvement from the 46% who reported the same issue in 2023. The 9 Sustainable Crewing Guidelines A critical step toward addressing the looming seafarer shortage is improving working conditions at sea. The Global Maritime Forum, in collaboration with 12 major shipping companies, unveiled the ‘9 Sustainable Crewing Guidelines’ at Singapore Maritime Week in March 2025. These guidelines focus on fostering better working conditions, preventing abuse and harassment, and promoting work-life balance. They were developed based on feedback from over 400 seafarers and offer concrete recommendations on improving onboard facilities, ensuring psychological safety, and maintaining better communication with seafarers. Key factors for seafarer recruitment and retention There are various interconnected dimensions and factors that influence the recruitment and retention of seafarers from their perspective. In terms of job satisfaction, seafarers prioritize factors such as human resources (including the recruitment process, recognition, respect, and ethics), as well as their commitment to the role. Job security and regular contractual employment also play crucial roles. When it comes to career progression, seafarers value long-term prospects, promotion mechanisms, and opportunities for training and development. Furthermore, good onboard and working conditions are essential, Key trends in seafarer recruitment and retention The maritime industry, which is essential for the smooth flow of global trade, is facing a significant challenge in securing a stable, skilled workforce. The shortage of seafarers has reached crisis levels, with projections indicating a shortfall of 90,000 seafarers by 2026. In early 2025, the annual Crew Managers’ Survey conducted by Danica Crewing Specialists showed a slight improvement in seafarer retention over the past year, largely due to salary increases. Specifically, the Danica Crewing Managers’ Survey 2024, which focused on in-house crew managers from ship-owning and ship management companies, revealed that nearly 90% of respondents had raised salaries in 2024. Only 7% reported
5 ISSUE 12 | MARCH-APRIL 2025 A R T I C L E can develop policies, practices, and support systems that reflect the following trends: #1 Mental health and well-being concerns As the seafarer population faces immense challenges such as fatigue, harassment, and isolation, the focus on mental health has gained significant attention. The lack of mental health support on board ships is a growing concern, with many seafarers experiencing loneliness due to limited or no access to internet services. New guidelines issued by the Global Maritime Forum (GMF) emphasize the importance of providing seafarers with a reliable daily connection to the outside world, helping to reduce isolation and support their mental wellbeing. A recent report from the ITF Seafarers’ Trust (ITFST) and the World Maritime University (WMU) highlighted the continuing absence of shore leave for the world’s seafarers. Analyzing data from 5,879 seafarers who responded to the survey, WMU researchers concluded that more than a quarter of seafarers did not get any shore leave at all, and a third only got ashore once or twice during their entire contract, based on an average of 6.6 months onboard. The survey revealed that the barriers to shore leave are multiple and systemic, such as minimal crewing and high workloads, increasing inspections, port security, and operational efficiencies leading to lack of time in port, and costs of transport. Ensuring that seafarers have access to shore leave and opportunities to connect with their families is essential for maintaining mental health. #2 Workplace equality and inclusivity Another significant trend is the call for more equitable and inclusive practices within the maritime industry. Gender equality remains a focal point, with female seafarers often facing unique challenges, such as inadequate facilities and harassment. The new GMF guidelines stress the importance of providing genderseparate facilities and ensuring that all workers, regardless of gender, have access to essential onboard facilities and personal protective equipment (PPE). Previously, several associations like CHIRP Maritime and the Seafarers’ Hospital Society had raised their voices to highlight the need for proper equipment onboard. Notably, the guidelines advocate for clear expectations of respectful and professional behavior, with zero tolerance for abuse and harassment. These initiatives aim to create an environment where seafarers feel respected, included, and supported. #3 The role of technology and connectivity The Sailor’s Society 2024/25 report highlights the fact that Chinese cadets, in particular, emphasize the importance of technological integration and connectivity when choosing a maritime career. The maritime sector must respond by providing reliable, free internet access onboard, as well as ensuring that seafarers can stay in touch with family and friends through communication facilities. Maritime health and welfare experts have recently called on the shipping industry to recognize free, reliable internet access as a basic human right for seafarers. SAFETY4SEA was the first to champion this cause, launching a petition in January 2024 to classify internet connectivity as an essential need for seafarers. #4 The need for ethical treatment Perhaps the most compelling trend in seafarer recruitment is the growing demand for ethical treatment and a supportive workplace culture. In the 2024/25 Sailor’s Society report, 68% of cadets stated that how they are treated by employers is a primary factor in choosing a shipping company, far including fair remuneration, benefits, paid leave, and compassionate leave. A positive organizational structure and culture, which fosters a dignified work environment free from bullying and harassment, are also key considerations. Seafarers emphasize the importance of balanced work and rest hours, as well as adequate accommodation, leisure time, and space. Effective communication, such as internet access and the ability to stay connected with family and friends, is also vital. Finally, access to medical care is a critical factor in their overall well-being and job satisfaction. The main challenge in recruitment is creating an environment that meets not only professional needs but also the wider personal and family-related needs. This understanding encourages a shift in recruitment practices to focus on supporting the overall well-being of seafarers, both in their work and personal lives. By recognizing and valuing this core motivation, the maritime industry
ISSUE 12 | MARCH-APRIL 2025 6 A R T I C L E their global counterparts. This divergence in motivations underscores the need for tailored recruitment strategies. The maritime industry must consider these differing priorities to appeal to the next generation of seafarers. While financial stability is crucial, the industry must also cater to aspirations such as personal growth, adventure, and travel. #6 The importance of career development and retention Recruitment is not the only challenge the maritime sector faces; retention is equally critical. The Nautilus Federation’s 2024 report identifies career progression as a key factor in retaining seafarers. The report emphasizes the need for clear career advancement pathways, continuous training, and lifelong learning opportunities. Additionally, reducing workload pressures and ensuring a healthy work-life balance are pivotal to maintaining a satisfied and loyal workforce. Moreover, many seafarers report dissatisfaction with career advancement opportunities. Shipping companies must ensure that seafarers are provided with clear, transparent criteria for job progression and that they are supported in their professional development throughout their careers. #7 A commitment to diversity and inclusion Diversity and inclusion continue to be central themes in the recruitment of the next generation of seafarers. The industry must work to break down barriers for women and other underrepresented groups by offering supportive work environments, promoting equal opportunities, and addressing challenges such as gender-specific facilities and access to training. The data shows that female cadets, far from viewing seafaring as a shortterm career, are committed to longterm careers at sea. This challenges the traditional perceptions of women in maritime roles and underscores the importance of fostering gender diversity in the industry. Moving from talk to action The challenges of seafarer recruitment and retention are not new, but the need for action has never been more urgent. The industry is at a crossroads, and it is time to move beyond discussions and implement real changes. It is time for stakeholders—shipping companies, trade unions, and national governments—to come together and take meaningful steps toward securing a sustainable future for seafarers. outweighing salary considerations. This aligns with the expectations of Generation Z, who prioritize ethical work environments over financial incentives. This trend is further supported by insights from the Nautilus Federation, which stresses the importance of fair treatment, career progression, and adequate working conditions as essential factors in attracting and retaining a quality seafarer workforce. This includes enhancing pay and benefits packages, improving onboard living conditions, and fostering a culture of respect and inclusivity. #5 The evolving motivations of young seafarers Young cadets entering the maritime workforce are motivated by diverse factors, but family and financial stability remain central themes. According to global data, nearly half of the cadets choose a maritime career to take care of their families, while a significant number are also driven by the opportunity to earn money. Interestingly, UK cadets exhibit a different trend, with a stronger desire to travel the world as their primary motivation, compared to
What progress has the industry made in supporting SEAFARERS’ RESILIENCE? seafit.safety4sea.com CREW SURVEY 2025 SPONSORED BY
ISSUE 12 | MARCH-APRIL 2025 8 A R T I C L E SAFETY4SEA: The maritime industry has made progress in gender inclusivity, but there’s still a long way to go. What do you see as the biggest barriers that remain? Claudia Paschkewitz: Cultural perceptions and unconscious bias continue to hinder progress, particularly in leadership and seafaring roles. Limited access to career development, mentorship, and flexible work policies also make it difficult for women to advance in the industry. S4S: When it comes to Diversity, Inclusion and Equity (DEI), what should be industry’s top priorities on the agenda? Cl.P.: The industry must prioritise leadership diversity, ensuring more women and underrepresented groups hold decision-making positions, and inclusive policies, such as bias training, flexible work arrangements, and anti-harassment frameworks. Companies should also invest in structured mentorship and training programs, particularly initiatives like Columbia’s Female Cadetship Programme, to build a strong pipeline of diverse talent. S4S: Throughout your career in the industry, what are the most significant changes you’ve witnessed regarding gender inclusivity? Cl.P.: There has been a greater industry-wide awareness of DEI. Companies are now actively promoting women at sea, supporting initiatives like WISTA International, and embedding anti-harassment policies and bias training into their corporate structures. S4S: What specific challenges do companies face when trying to increase the number of women in leadership roles? Cl.P.: A major challenge is the lack of representation at entry and mid-career levels, limiting the leadership pipeline. Additionally, work-life balance Claudia Paschkewitz, Director of Sustainability & Diversity at Columbia Group, encourages women in the maritime industry to stay active, remain curious, seek knowledge, and focus on networking. Most importantly, she emphasizes the value of authenticity and empathy. COLUMBIA GROUP: INVESTMENT IN MENTORSHIP AND TRAINING PROGRAMS WILL ADVANCE WOMEN’S ROLE IN SHIPPING
9 ISSUE 12 | MARCH-APRIL 2025 I N T E R V I EW concerns and outdated perceptions about women’s capabilities in traditionally male-dominated roles create further obstacles. S4S: What are three (3) key things you think are important to succeed as a woman in the maritime industry? Cl.P.: Confidence to challenge outdated norms, strong mentorship networks to navigate career growth, and continuous learning to stay ahead in a rapidly evolving industry. At Columbia, we actively support these through leadership training, bias training, and professional development initiatives. S4S: What challenges did you personally face as a woman in the maritime sector, and how did you overcome them? Cl.P.: I have been in the maritime industry since 1989. I am pleased that the industry has developed a new outlook with regards to recruitment of people of all faiths, religions and backgrounds and I believe we are on the right track. I have learned that things sometimes take time and that even small steps can be a success, because they also move us forward. You need to build up stamina. Also, a strong body, with regular sport activities and endurance training as well as mental training, helps me personally. S4S: Are there specific regions or sectors within maritime that are leading the way in gender diversity? What lessons can others learn from them? Cl.P.: Northern Europe and select shipping companies with strong DEI frameworks, like those supporting the Diversity Charter, are setting benchmarks. Their proactive policies, transparent career progression paths, and commitment to mentorship offer valuable lessons for the wider industry. S4S: What initiatives related to diversity and inclusion would you like to see in the workplace both onboard and ashore? Cl.P.: Expanded mentorship and sponsorship programs to help women advance, along with bias training and anti-harassment policies that create a safer, more inclusive work environment. Additionally, more companies should implement flexible work policies to support career sustainability for all employees. S4S: How can companies create mentorship programs that are truly impactful and sustainable? Cl.P.: Mentorship programs should be structured, long-term, and accessible to all employees, with a clear focus on leadership development. Companies should also match mentors and mentees strategically, ensuring crossgender mentorship opportunities to challenge biases and create stronger career pathways. S4S: What advice would you give to young women aspiring to join the maritime industry today? Cl.P.: Entering the maritime industry is absolutely the right decision. An international, interesting field awaits you. The focus now is on new technology and digitalization but don’t forget the human element. It is so important that the people are at the heart of everything a company achieves. That is one of the reasons why I have been working for the Columbia Group for over 33 years. We combine the human element as well as people’s expertise with cutting-edge technology to achieve operational excellence. S4S: If you could change one thing across the industry from your perspective, what would it be and why? Cl.P.: I don’t think there is any one thing that needs to be changed. When we look at the backward trends shown by some governments and companies, especially with regards to diversity and inclusion, I hope the industry does not give up on its values and continues to embrace people from all backgrounds wholeheartedly. S4S: What message would you like to share for International Women’s Day about the future of women in maritime? Cl.P.: Ladies, if you do want to move forward on the way to success, don’t wait to be asked. Be active! Obtain the knowledge and make sure you are great at networking. Remember that authenticity and empathy will be a valuable supporter during your career so like what you do, like yourself and stay human!
ISSUE 12 | MARCH-APRIL 2025 10 A R T I C L E Signs you need it: ●● Feeling overwhelmed by constant noise, alarms, and screens ●● Developing headaches from prolonged exposure to bright lights and loud environments How to recharge: ●● Step away from noisy areas whenever possible ●● Reduce screen exposure during off-hours ●● Spend time on deck, focusing on the natural horizon to reset your senses 3. Emotional Rest Handling disputes among crew members or receiving constant feedback from superiors can be emotionally exhausting. Without emotional rest, even minor interactions can feel overwhelming. Signs you need it: ●● Feeling drained from managing conflicts or workplace tensions ●● Struggling to separate work frustrations from personal well-being How to recharge: BEYOND SLEEP: THE 7 TYPES OF REST YOU ACTUALLY NEED scanning navigational charts, and double-checking coordinates, only to realize you’ve been staring at the same section for minutes without absorbing any information. This is a classic sign of mental fatigue. Signs you need it: ●● Difficulty concentrating on navigational charts ●● Re-reading safety procedures multiple times without retaining information How to recharge: ●● Take short mental breaks during shifts ●● Keep a notepad for quick thoughts to avoid mental overload ●● Practice mindfulness or deep breathing exercises 2. Sensory Rest On a modern ship, alarms beep, radios crackle, and screens glow all around you. This relentless sensory input can leave you feeling overstimulated and drained long before your shift ends. Dr. Saundra Dalton-Smith, a physician and researcher, identifies seven types of rest essential for replenishing energy. Understanding these different forms of rest is especially crucial in high-stress environments, where clarity, endurance, and wellbeing are non-negotiable. The reality of fatigue at sea Life at sea is demanding. Long shifts, unpredictable weather, and the constant vigilance required for safe navigation mean fatigue is a persistent challenge. From a regulatory standpoint, the STCW seeks to address fatigue—a growing concern in the maritime industry—by setting minimum rest hours for watch personnel while aligning them with the MLC, 2006 provisions. However, here’s the truth: you can sleep for 12 hours straight and still feel exhausted. 1. Mental Rest Imagine standing on the bridge, Many people equate rest with sleep. Yet, despite getting enough hours in bed, they still feel drained. The issue isn’t just a lack of sleep — it’s a lack of the right kind of rest.
11 ISSUE 12 | MARCH-APRIL 2025 A R T I C L E ●● Maintain proper hydration and nutrition to support recovery Rethink rest, optimize performance In the maritime industry, endurance and sharp decision-making are critical. Rather than measuring success by sheer hours worked, we must redefine it by the quality of our energy. By investing in all seven types of rest, seafarers and maritime professionals can enhance their performance, safety, and overall well-being—ensuring they return to shore not just surviving, but thriving. Rest isn’t just a luxury—it’s a necessity for a thriving life. By recognizing the specific types of rest you need and intentionally making space for them, you can cultivate a healthier, more energized version of yourself. So, take a moment to reflect, reset, and restore— because true rest is the key to showing up fully in every aspect of your life. vessel after weeks at sea, a seafarer might still feel a lingering emptiness. This often signals a need for spiritual rest. Signs you need it: ●● Achieving career milestones but feeling unfulfilled ●● Questioning your purpose in the industry or life How to recharge: ●● Reflect on your motivations and reconnect with your values ●● Engage in prayer, meditation, or personal rituals ●● Volunteer or help a fellow crew member without expecting anything in return 6. Social Rest Long voyages mean constant interaction with the same crew, which can be both comforting and exhausting. Over time, even positive social interactions can become draining without balance. Signs you need it: ●● Feeling depleted by constant interactions, even with close crewmates ●● Avoiding conversations that once energized you How to recharge: ●● Spend time with those who uplift you rather than drain you ●● Seek solitude when needed ●● Maintain contact with supportive family and friends onshore 7. Physical Rest A deckhand handling heavy ropes and equipment all day might wake up sore and exhausted despite a full night’s sleep. This signals the need for more than just passive rest. Signs you need it: ●● Waking up tired despite getting enough sleep ●● Feeling achy or sluggish during daily tasks How to recharge: ●● Alternate between active and passive physical rest (stretching, relaxation, good sleep posture) ●● Take power naps when possible ●● Talk to a mentor, friend, or counselor ●● Journal your thoughts to process emotions effectively ●● Set healthy boundaries between work and personal space 4. Creative Rest A chief engineer troubleshooting a complex mechanical failure might struggle to find fresh solutions simply due to a lack of creative rest. Without it, thinking becomes rigid and uninspired. Signs you need it: ●● Difficulty solving unexpected mechanical or navigational challenges ●● Feeling uninspired or stuck in repetitive thought patterns How to recharge: ●● Engage with nature—watch a sunrise or sunset at sea ●● Allow your mind to wander during breaks ●● Explore creative outlets like music, storytelling, or reading 5. Spiritual Rest Even after successfully docking a Take a moment to consider: Which type of rest do you neglect the most—and how can you prioritize it starting today?
13 ISSUE 12 | MARCH-APRIL 2025 Anger management involves understanding triggers, controlling intensity, and developing healthier expressions. It’s a way toward emotional balance and healthier relationships. What is anger? According to American Psychological Association, anger is a feeling marked by hostility towards someone or something that you perceive has intentionally harmed or offended you. When handled effectively, anger can provide a constructive means of venting negative feelings and can even fuel problem-solving endeavors. NonetheANGER MANAGEMENT A R T I C L E How to control our emotions for healthier relationships In daily life, anger often arises, clouding judgment and straining relationships. Stemming from frustration, disappointment, or injustice, its impact reverberates through our interactions. less, excessive anger can pose problems. The physiological consequences of intense anger, like elevated blood pressure, may hinder cognitive abilities and have adverse effects on overall physical and mental health. What is anger management? Anger management does not revolve around completely suppressing anger, as striving to never feel angry is impractical due to its natural emergence despite attempts to contain it. Instead, anger management entails channeling these emotions constructively without succumbing to loss of control.
ISSUE 12 | MARCH-APRIL 2025 14 Similar to acquiring any skill, mastering anger management demands dedication, but with practice, it becomes increasingly natural and automatic. Regulating anger and expressing it in a healthy manner can improve relationships, aid in accomplishing objectives, and foster a more satisfying and harmonious life. Anger management in the workplace Whether the source of your anger lies in past events or current situations, reflecting on our interpretations and responses can aid in developing better coping mechanisms and anger management skills. In the workplace, individuals often struggle to manage escalating demands on their time and emotions. What leads to anger in workplace? ●● Stress – One of the primary triggers of workplace anger could stem from stress, which may arise from factors such as excessive workloads, inadequate working conditions, unsafe work environments, or challenging interactions with colleagues and clients.Poor management – Ineffective leadership may involve micromanagement, criticism without constructive feedback, unrealistic or fluctuating expectations, unclear instructions, improper task assignments, abuse of authority, dissatisfaction with procedures, unfair treatment, feeling undervalued, or lacking support. ●● External issues - Employees may sometimes bring their personal stressors into the workplace, leading to unexpected anger or aggression triggered by seemingly insignificant events that would not typically provoke such reactions. Tips to manage and control anger ●● Focus on your breath: Inhale slowly and deeply, then exhale through your mouth. You may find it beneficial to count your breaths as you do this. ●● Carry a small item that you can hold onto and concentrate on whenever you experience anger. This could be anything like a marble, a fidget toy, or a piece of fabric. ●● Relax your muscles: Engage in progressive muscle relaxation by deliberately tensing and then gradually relaxing different muscle groups in your body, one by one. ●● Write your thoughts: Capture your emotions and desired responses on paper. Engaging in this process can aid in calming yourself and reflecting on the circumstances that triggered your emotions. ●● Get in a quick workout: Anger often generates a surge of energy within you. One effective method for managing anger is to channel this energy through physical exercise. ●● Take a break: Taking a break from the cause of anger enables you to detach, calm down, and restore emotional equilibrium. ●● Practice problem-solving: Break complex problems into smaller parts, brainstorm different approaches, and evaluate the possible results of each option. Humor as an alternative tool to manage anger Humor can be a powerful tool for A R T I C L E navigating criticism and defusing anger. Rather than reacting defensively to harsh words or judgmental comments, using humor allows you to flip the script and maintain control of the moment. A witty remark, a playful jab, or a self-deprecating joke can turn a potential conflict into a shared laugh, disarming negativity and shifting the energy. Humor not only protects your peace of mind but can also build connection and confidence, transforming awkward blunders into memorable moments. Like a mental judo move, laughter absorbs the blow and bounces it back lightly, keeping interactions light, human, and sometimes even heartwarming. Whether you’re laughing off a misstep at work or responding to a playful tease, approaching life with a “laugh track mindset” helps you stay resilient, relatable, and in charge of your emotional narrative. However, using humor in anger management comes with two important guidelines. First, don’t use it as a way to dismiss your problems; instead, let it help you approach them more constructively. Second, avoid sarcasm or mean-spirited jokes, as these can actually fuel negativity rather than relieve it. Managing anger is crucial for maintaining healthy relationships and overall well-being. Ultimately, these techniques encourage a healthy perspective by reminding you not to take yourself too seriously. While anger is a valid emotion, the thoughts that fuel it are often exaggerated. Learning to laugh at those thoughts can help ease tension and promote a more balanced response. Keep in mind Anger is a normal emotion - how we choose to respond to it can make a significant difference in our lives and the lives of those around us.
PSCI PROBABILITY SEVERITY PSCI MOST Challenging MAYBE Challenging NOT Challenging SHOULD Be expected MAYBE Expected NOT Expected 45% PSCIs 77% DETs 20% PSCIs 14% DETs 35% PSCIs 9% DETs 18% PSCIs 24% DETs 22% PSCIs 23% DETs 60% PSCIs 53% DETs 7% PSCIs 17% DETs Risk Level 6 10% PSCIs 18% DETs Risk Level 8 28% PSCIs 42% DETs Risk Level 9 4% PSCIs 4% DETs Risk Level 3 7% PSCIs 3% DETs Risk Level 1 8% PSCIs 2% DETs Risk Level 2 20% PSCIs 4% DETs Risk Level 4 4% PSCIs 3% DETs Risk Level 5 12% PSCIs 7% DETs Risk Level 7 Above plot incorporates last 36 months data, on 225K PSCIs, 6.2k Detentions Learn more on our study and findings at www.risk4sea.com/PRL Get a deep dive with real life data for a full POCRA at www.risk4sea.com/POCRA Wondering why ships are being detained? Carrying out a proper PSC Port Call Risk Assessment (POCRA) to review the severity and probability of the next PSC call will get you out of unnecessary troubles with a click! RiSK4SEA is a SaaS PSC Intelligence platform, illuminating PSC performance to Prepare/Assess PSC inspections, Benchmark against competition and Automate PSC functions and alerts to eliminate detentions and minimize OPEX.
ISSUE 12 | MARCH-APRIL 2025 16 A R T I C L E Delta data reveals something interesting. In relation to the jobs they perform, most ratings feel as confident as the officers. However, Green-Jakobsen also very often see that individuals express very low confidence levels. In everyday life on board, confidence levels can be difficult to detect, potentially resulting in unidentified safety hazards. Analysing Green-Jakobsen’s Performance Delta data Based on conversations with their clients, they have identified various ‘low confidence situations’. And one of the more common root causes is an overwhelming safety familiarisation. Green-Jakobsen’s data shows that new crew members receive the mandatory safety familiarisation to a very high degree. However, the process is often perceived as too much information in too little time. The result? Lack of confidence or ability in things like operating critical equipment and responding to emergenGreen-Jakobsen’s data reveals low confidence is a common but overlooked issue. Every seafarer knows their job can be dangerous. To mitigate risks, seafarers undergo a rigorous education regime and must comply with extensive safety regulations. Their awareness, knowledge, will, and ability prepare them to manage their jobs safely and effectively. Yet, here’s the catch: the quality of our performance is not only decided by the individual seafarer. It also relies heavily on interactions with colleagues, and an important parameter here is that we trust. Trusting ourselves (Do we possess sufficient confidence to do our job?) and our colleagues (Are we confident that our colleagues can perform their job?) brings peace of mind. But the opposite can also be the case—we might be low on confidence towards ourselves and our colleagues. A closer look at Green-Jakobsen’s Performance ADDRESSING LOW CREW CONFIDENCE, A HIDDEN HAZARD AT SEA By Green-Jakobsen A/S Human performance is influenced by numerous factors, and one deserves greater attention today: crew confidence. In this article, Green-Jakobsen highlights the increased need to monitor, discuss, and develop crew confidence levels if we want to enhance human performance. Specifically, this article tackles crew confidence when using critical equipment.
17 ISSUE 12 | MARCH-APRIL 2025 cies—exactly when confidence is crucial! The consequences of uncertainty in these situations can be severe. High psychological safety allows low confidence to be expressed To tackle low confidence, we need an open and trusting work environment on board where everyone feels that they can voice their concerns and doesn´t feel ashamed of what they do not know—more so if it is something as important as how to act in an emergency. This is called psychological safety. It’s the feeling that it is okay to speak up, share insights (even when they’re unpleasant or inconvenient), disagree openly, and surface concerns without fear of negative repercussions or pressure to sugarcoat bad news. High psychological safety removes interpersonal fear and encourages honest communication. It fosters an environment where humans feel encouraged to share ideas without fear of personal judgment or stepping on toes. It feels safe to share feedback, including negative upward feedback to leaders about where improvements or changes are needed. It’s okay to admit mistakes, to be exposed, and to speak the truth. Knowing that low confidence can quietly exist on any vessel worldwide and that it can negatively influence performance, Green-Jakobsen’s position is that leaders and officers should develop an awareness of this risk. Open discussions about job performance confidence should become a natural part of dialogues among all crew members on board. Allowing them to speak up and admit that they might not feel confident towards all their tasks—without losing face—creates the opportunity to understand what can help a team or an individual improve their performance. After all, confidence and performance levels go hand in hand. Building confidence can take time Confidence isn’t something we can simply demand; it’s something we nurture over time. To help crews build their confidence, several of Green-Jakobsen’s clients have revamped their onboarding processes. They discuss, elaborate, and repeat important parts of the safety familiarisation and emergency readiness—not just during the first 24 hours on board, but many times over. By normalising and even encouraging the crew to openly admit their shortcomings and treating those as learning opportunities instead of personal faults, we ensure improved skill levels. This approach improves competence, not only during the operation of critical equipment but also in many other situations. Human Performance Column in association with HUMAN PERFORMANCE
ISSUE 12 | MARCH-APRIL 2025 18 READY FOR YOUR INBOX Using a mobile-friendly format we make sure that we leave no subscriber out of the communication loop, by reviewing all available sources worldwide and delivering to our audience what is of real value. Join our 35,000 subscribers! safety4sea.com/subscribe Subscribe to our newsletters SUBSCRIBE • Noon Report (daily) • Morning Fix (daily) • Regulatory Update (monthly) • Safety Roundup (monthly) • Green Roundup (monthly) • Smart Roundup (monthly) • Events, Surveys & Projects STAY SAFE STAY UPDATED
19 ISSUE 12 | MARCH-APRIL 2025 Implementation process Diversity and inclusion programs in maritime shipping organizations can be enhanced through various strategies. Cultural competency training can help foster understanding and respect for different cultures, religions, and work styles, while language support, such as language training or translation tools, can improve communication across multicultural teams. The implementation process can involve the following: ●● Diversity and inclusion programs ●● Effective recruitment and selection ●● Comprehensive onboarding and training ●● Flexible workforce management ●● Employee well-being initiatives ●● Career development and succession planning ●● Equitable compensation and benefits ●● Strong employee relations ●● Technology integration ●● Adaptation to regulatory and environmental changes The role of the shipping company isn’t just about demanding performance and retention rates. We need to understand that if we want to demand something from our workforce, we must offer something in return. This requires a shift in thinking. Finding the right balance between the mentality of the workforce onboard and the organization onshore is essential. Explore more at https://tinyurl.com/yafaxhmz During the 2025 SAFETY4SEA Limassol Forum, Capt. Alexandros Gerokounas emphasized the vital role of Human Resource Management (HRM) strategies in workforce retention and performance for both shipboard and shore-based employees. ●● Career development opportunities ●● Economic pressures ●● Emerging technological demands Human-focused systems Emerging technologies, while promising, are not yet sufficiently helping both onshore operations and onboard crews to meet these challenges. To address these issues, systems should be adapted to be more humanfocused. While some may argue that investing in people is costly, I believe it’s one of the best investments we can make. Though planning and implementing such strategies are essential, the most important step is sparking interest in management and finding ways to make these changes a reality. Communication is key The real challenge lies in building a competent workforce and ensuring they align with the organization’s goals. Effective communication is critical. We need to be transparent with our workforce about the company’s objectives, making them feel involved in its growth and direction. The first step is to educate ourselves. Management must be educated before we can develop a strategy to educate our workforce. While training is one form of education, there are other ways to convey the message. Both the company and the workforce must make sacrifices, and it’s important that they understand this is a two-way process, with both sides contributing to the solution. Capt. Alexandros Gerokounas MSQ Manager, DPA / CSO LMZ SHIPPING International maritime shipping organizations face significant challenges in workforce retention and performance, largely due to the industry’s diverse and global nature. To address these challenges, HRM practices must be adaptable, focusing on effective communication, cultural sensitivity and providing strong support systems for employees. Key issues in the shipping industry include the varying cultural expectations, differing labor laws across regions, and the demanding nature of maritime work, which often involves long periods at sea. Challenges in workforce retention and performance A significant challenge that the maritime industry faces today is not only maintaining a work-life balance which is an ongoing concern but also addressing the cultural differences between the workforce onboard and onshore. ●● Demanding and complex regulatory work environment ●● Continuous compliance burdens Work-life balance ●● Cultural and interpersonal ●● Aging workforce ●● Skill shortages and training gaps WORKFORCE RETENTION AND PERFORMANCE CHALLENGES IN THE MARITIME INDUSTRY O P I N I ON
ISSUE 12 | MARCH-APRIL 2025 20 A R T I C L E SAFETY4SEA: What inspired the Maritime Union of India (MUI) to establish a dedicated Women’s Wing and how it aligns with the broader goals of gender equality and diversity in the maritime sector? Saleha Shaikh: The Maritime Union of India (MUI) was founded in 1939 for Seafaring Officers. It was only in 2017, that the MUI Women’s Wing was established. As a seafarer’s wife, I had felt the need to have a Community Support System for families of seafarers that would address their grievances, offer assistance, address their concerns and also have a platform to discuss problems faced by seafarer families. It was with this vision, that I approached the MUI, which felt that it was time they set up a dedicated department to address Women Centric issues. With a growing number of women joining onboard positions, the challenges faced by these women highlighted the need for a dedicated platform to address workplace issues, career growth, and personal well-being. And thus, the MUI Women’s Wing was created to provide a structured Community Support System for women seafarers and the families of seafarers. Aligning MUI WOMEN’S WING: Women have moved from being an exception to a growing force in maritime Saleha Shaikh, Founder & Head of the MUI Women’s Wing, explains how this initiative aims to support women seafarers and their families, promote inclusivity, and break barriers in the maritime industry. Founded in 2017, the Women’s Wing offers various programs and provides a dedicated platform to address workplace challenges, career growth, and personal well-being. with global initiatives, our goal is to break barriers, promote inclusivity, and empower women in the industry. S4S: What are three (3) key things you think are important to succeed as a woman in the maritime industry? S.Sh.: I believe in order to succeed as a Woman in the maritime Industry, you need to have: 1. Passion with an ‘I can do anything attitude’. 2. Determination to achieve what you set out to do, come what may. 3. Resilience to face all kinds of challenges and brave them gracefully. S4S: How has the role of women in the maritime industry evolved over the years? S.Sh.: Talking about women seafarers in particular, in the past 5 years, I have personally witnessed a Sea of Change with respect to their employment. Whereas earlier, Shipping Companies made excuses on employing women onboard ships citing company policies or owners’ unwillingness, today the tables have turned around, with more and more companies wanting to employ women seafarers. Earlier
21 ISSUE 12 | MARCH-APRIL 2025 we would have women seafarers approach us with complaints of not getting jobs, whereas today, there aren’t enough women seafarers to fill the positions. Today, women have moved from being an exception to becoming a growing force in maritime. More women are now pursuing seafaring careers, leading shore-based operations, and taking up top management and leadership positions. Most importantly, the industry has started recognizing the need for equal opportunities, training, and representation in leadership roles. S4S: How do you see industry responding to the need for gender diversity onboard ships? S.Sh.: Today the industry has evolved to a level where they want to establish Gender Diversity onboard ships. And although the move has been gradual yet steady, it’s very, very promising. More companies are implementing gender-inclusive policies, investing in safe and respectful workplaces, and actively hiring women cadets and officers. However, the pace needs to accelerate with stronger enforcement of policies and structured career paths for women at sea. S4S: What initiatives related to diversity and inclusion would you like to see in the workplace both onboard and ashore? S.Sh.: With respect to DEI, we have been recommending the following initiatives on all platforms and forums. ●● Mandatory gender sensitization programs for all crew members. ●● Zero Tolerance Policies against SASH with swift redressal mechanisms. ●● More leadership training and career advancement programs for women. ●● Inclusive Training and Hiring policies with defined pathways for retention and promotion S4S: What are some of the common grievances reported by women seafarers regarding workplace harassment? S.Sh.: In our recent survey, we observed the following prominent grievances reported by women seafarers regarding workplace harassment: Sexual harassment & gender discrimination; Lack of proper reporting mechanisms leading to fear of retaliation and; Unequal treatment in assignments and promotions. S4S: What legal and psychological support systems does MUI offer for women facing workplace harassment? S.Sh.: At the MUI, we provide confidential helplines for legal and emotional support, legal assistance for reporting workplace harassment cases and counseling services to support mental well-being. S4S: What is your wish list for the industry, regulators, and all parties involved to implement changes and improvements with regards to life onboard / crew welfare? S.Sh.: With regards to life onboard / crew welfare, my wish list would include the following changes: ●● Stricter anti-bullying and anti-harassment policies onboard. ●● Better accommodation, facilities and well-fitting PPE Gear for women at sea. ●● More structured and effective reporting and grievance redressal systems. ●● Mandatory Gender Sensitization training for all crew on a regular basis. ●● Awareness and training programs to educate seafarers on their rights. S4S: Is there a need for stricter regulations or monitoring mechanisms to prevent SASH incidents onboard? S.Sh.: Absolutely. Stricter policies, real-time monitoring mechanisms, and independent investigations are crucial to preventing and addressing harassment onboard. Transparency in reporting and zero-tolerance enforcement should be standard across all companies. S4S: If you could change one thing across the industry from your perspective, what would it be and why? S.Sh.: I would share not one, but a couple of changes that I would like to bring in the maritime industry. And those would be: firstly, to create a more structured career path for women that would include highly supportive return to work policies, and secondly, to build skills and training towards leadership positions. These changes would go a long way to retain women in the industry. S4S: What is your key message to the maritime community to creating a safer and more inclusive environment for women? S.Sh.: Women are here to stay! Therefore, it’s imperative that every stakeholder from Companies, MTIs, Unions, maritime Authorities, to regulators, and seafarers—must take collective action in creating an environment where women can work with dignity, equality, and confidence. I N T E R V I EW
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23 ISSUE 12 | MARCH-APRIL 2025 THE NEW WAVE OF MINDFULNESS: 7 KEY TRENDS safety4sea.com In an era defined by fragmented attention and digital overload, mindfulness is undergoing a quiet revolution. No longer limited to meditation cushions or wellness retreats, it’s now woven into daily life in creative and meaningful ways. In the maritime sphere, mindfulness is gaining traction not just as a mental health strategy, but as a lifestyle. Whether navigating busy ports or open waters, there’s always space for a breath, a pause, and a return to the present. #1 Rhythmic breathing One of the most effective techniques gaining traction is coherent breathing—a steady six-second inhale followed by a six-second exhale. #2 One-minute mindfulness A 60-second gratitude pause, a sensory scan while walking, or a few deep breaths between tasks, can cultivate clarity and calm without demanding extra time. #3 Reconnecting in real life From nature gatherings and group classes to weekend retreats, people are rediscovering the value of shared presence. #4 The rise of mindful sobriety It's about moving toward vitality and awareness rather than using substances to numb fatigue or boredom. #5 Mindfulness meets multimodal healing Blended practices are gaining popularity, such as Mindfulness integrated into trauma recovery, CBT, or somatic work. #6 Going offline to tune in Whether it's a screen-free morning, a phone-free hour, or scheduled "do not disturb" mindfulness hours, the aim is to reconnect with the present. #7 Real-life mindfulness over idealized practice Think mindful eating, conscious walking, or a single deep breath before responding to an email. No special setting required—just simple, real-time presence.
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