The dynamic challenges faced by maritime crews have evolved, calling for a heightened emphasis on the mental well-being of seafarers. The global disruptions caused by the Covid-19 pandemic, compounded by the escalation of the conflict in Ukraine, sent shockwaves through supply chains and deeply affected crew welfare. Seafarers found themselves stranded at sea for extended periods, battling acute emotional hardships. Amid this adversity, a silver lining emerged – the widespread media coverage thrust shipping and the seafaring community into the public spotlight.
The crew-change crisis brought the pivotal role of shipping in the global economy to mainstream awareness, shedding light on the sacrifices of seafarers and the daily trials they confront. This exposure sparked a collaborative industry-wide effort to enhance crew welfare, a heartening response indeed.
The collective attention to crew well-being led to the recognition of seafarers as essential workers and accelerated plans to incorporate mandatory onboard internet access through an amendment to the Maritime Labour Convention. However, while onboard connectivity has enabled seafarers to bridge the gap with their loved ones ashore, it has also inadvertently given rise to an “alarming trend” within the maritime workforce.
The prevalence of high-speed onboard connectivity has led to increased isolation among seafarers. More time is now spent in solitary activities, engrossed in personal devices, reducing the opportunities for meaningful interactions with fellow crew members. In the realm of crew welfare, onboard internet access presents a paradox. It should complement, not replace, genuine social bonding. This underscores the need for a renewed commitment to work-life equilibrium and opportunities for rest and recreation aboard ships.
Another potential source of anxiety arises from the transition to a more digitized and decarbonized maritime landscape. The shifts brought about by digital and energy transformations can prove challenging and stressful for vessel personnel. Upholding the ability of crew to manage these changes requires continuous upskilling and reskilling. Collaboration between shipping companies, governments, regulators, and technology providers is imperative to develop novel training programs and support systems for seafarers. Onshore staff can also play a role in familiarizing crew with emerging technologies.
Beyond just imparting competencies for evolving roles, a strong focus on seafarers’ mental resilience is vital. Implementing measures to enhance emotional well-being on board should be mandated, alongside efforts to empower seafarers with the means to navigate the stresses of modern shipping. An immediate step is evident – shipping companies can offer seafarers remote access to psychologists specialized in addressing maritime workforce challenges, potentially making it a regulatory mandate.
Given the demanding nature of their work, long hours, and often limited resources, shipping companies must proactively promote a healthier work-life balance aboard their vessels. Prioritizing training and mental health support should take center stage in the industry’s endeavors. By uniting forces, we can collectively create a positive impact on the lives of seafarers worldwide. This remains a continuous pursuit at Wallem Group.
