39 ISSUE 12 | MARCH-APRIL 2025 O P I N I ON A strong safety culture represents a collective commitment within an organization to prioritize safety, ensuring it is incorporated into all daily practices. This can be achieved in the following ways: #1 Leadership commitment Management systems, safety management systems (SMS), and ESG reports often contain bold statements such as “safety first” and calls for feedback. However, is this commitment genuine, or is it just another tick-box exercise? Does management truly prioritize safety, or are these measures implemented solely for compliance? #2 Continuous training and education The maritime industry invests vast amounts in training crew members. However, is this training effective? Does it address the real needs of seafarers? A yet-to-be-published study by the University of the Aegean surveyed 1,000 Greek seafarers on their training experiences. Shockingly, more than 60-70% of respondents found their training to be irrelevant and obsolete. This is a significant concern that needs to be addressed. #3 Open communication Are we truly listening to seafarers? Companies have mechanisms for feedback, including debriefings, hotlines, and checklists. But when a seafarer reports an issue, is it genuinely considered? Having a system in place is one thing—ensuring it is effective is another. #4 Recognition and reward systems Recognition programs exist, but are they meaningful? The maritime industry excels at creating checklists, but implementation is often lacking. Are these systems designed merely for audits and Port State Control compliance, or do they genuinely enhance seafarers’ well-being? Psychological safety is paramount for operational efficiency and crew welfare, yet it is frequently overlooked. Crew welfare and mental health While hotlines for mental health support exist, their effectiveness has not actually been measured. On the other hand, are offices and shipping companies aware of what is happening on board? Do they take actionable steps to improve seafarers’ lives? Furthermore, living conditions on ships have also changed. While modern vessels have private cabins with internet access, older ships often provided better communal spaces, such as larger recreation areas. Additionally, inclusivity remains a challenge—how many vessels offer separate dressing rooms for male and female crew members? During the 6th SAFETY4SEA Limassol Forum, Capt. Konstantinos G. Karavasilis emphasized the importance of a multi-faceted approach to improving maritime safety and well-being. High crew turnover and future workforce shortages The maritime industry is facing a serious problem: high crew turnover. This will impact the sector in the near future, as fewer experienced personnel will be available to manage and troubleshoot operational challenges. Who will solve technical and logistical issues if they have not gained practical experience at sea? Investing in seafarers Industry must listen to seafarers and invest in their well-being. While the maritime sector is ultimately a business, long-term sustainability depends on supporting the workforce that keeps it running. This means allocating resources to improve working conditions, training, and career development. Autonomous shipping may be feasible in certain regions, such as Norway and Finland, or for inland transportation, but for global trade routes and other parts of the world, human expertise will remain essential. Seafarers’ issues must be taken seriously. The industry must move beyond compliance-driven checklists and take meaningful action to support its workforce. Only by doing so can we ensure a safer and more sustainable future for maritime professionals and global trade as a whole. Explore more at https://tinyurl.com/yvpmpumn Capt. Konstantinos G. Karavasilis Regional Director, Loss Prevention UK P&I Club ENHANCING MARITIME SAFETY AND WELL-BEING
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