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
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