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3 ISSUE 13 | MAY-JUNE 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. IMO-WISTA Survey 2024: A call to action for gender equality in maritime 6. Women in Maritime: Tackling gender pay disparities 8. OSM Thome: Organizations need to prioritize visibility and support for women in leadership 10. Global Impact: Women leaders driving change and innovation at Chevron 13. Why it’s important to talk about neurodiversity in the maritime industry 16. Balanced life improves mental health 19. Alarming health trends among seafarers 20. Too important to be routine: Enhancing Master and Chief Engineer performance appraisals 23. Mindfulness and social media: M.I.N.D. your media 24. Regulatory Focus: Recent developments shaping the crew welfare agenda 26. Stay SEAFiT: Time is non-renewable – invest it wisely Following the International Day for Women in Maritime, celebrated annually on May 18th, during which the results of the groundbreaking IMO/ WISTA survey were announced, this edition is dedicated to efforts aimed at making the maritime industry more attractive and inclusive. The findings highlight the ongoing need for coordinated initiatives to enhance diversity and inclusion within the sector. At sea, women remain significantly underrepresented, making up just 1% of the total seafarer population employed by surveyed organizations. The results point to persistent gender disparity in maritime, prompting renewed calls for action. Although there has been an increase in the number of women included in the survey, they still represent less than 19% of the total workforce sampled. As the maritime industry embraces alternative fuels, advanced technologies, and greater automation, it’s also increasingly important to include neurodiversity and neuro-inclusion in conversations about workforce inclusion. This issue also highlights growing concerns about seafarers’ health. Recent data points to rising cases of chronic illness, physical strain, and mental health challenges, underscoring the need for healthier lifestyles onboard and improved wellbeing strategies. For more wellness updates, visit https://safety4sea.com/category/seafit/ 28. Human element: Understanding the importance of seafarers’ soft skills 30. Wellness Corner 32. In the calm lies the cure: The power of the parasympathetic nervous system 35. 8 Key rules of Public Speaking 36. Why the least skilled think they know the most: The Dunning-Kruger effect explained 39. How digitalization and automation are reshaping maritime 40. ITF Report: Shore leave for seafarers – A vanishing right? 42. Healthy Habits Column 44. Book Review 46. Video Review 49. Happiness Column 50. Crossword
ISSUE 13 | MAY-JUNE 2025 4 tional representation is falling. The decline from 26% to 19% suggests that women’s progress in maritime is not keeping pace with overall industry growth. “We must redouble our efforts to foster a truly diverse and inclusive maritime industry,” stated IMO Secretary-General Arsenio Dominguez. Regional and sectoral trends: a patchwork of inclusion The survey, which includes responses from IMO Member States and private sector organizations, shows significant variation by region. The Pacific region leads in public sector gender inclusion with women making up 26% of the workforce, while the Caribbean reports the highest proportion of women in private sector roles at 63%—although this figure represents only 197 individuals. Europe continues to employ the largest number of women in maritime private sector roles (15,457), while North America reports the highest total number of female workers at over 68,000, most of whom work in the public sector. Sector-specific data provides valuable insight into where progress is being made—and where it is reversing. Areas like ESG (environmental, social and governance), decarbonization, and financial services have seen a notable increase in female participation. These newer sectors appear more receptive to inclusive recruitment and leadership structures. In contrast, more traditional segments like legal services, bunkering, and maritime security continue to show falling participation rates for women. Port operations account for the highest number of women in any sub-sector at 4,499, supported by strong response rates from 66 organizations. The gender leadership gap A persistent gap in leadership representation remains a major obstacle. While some countries, such as Malaysia and Greece, report high levels of female board membership, the overall picture is mixed. Women in mid-management roles have declined sharply, IMO-WISTA Survey 2024: A call to action for gender equality in maritime The maritime industry has long been a cornerstone of global trade, yet when it comes to gender representation, it still sails in troubled waters. The newly released 2024 Women in Maritime Survey—jointly published by the International Maritime Organization (IMO) and the Women’s International Shipping & Trading Association (WISTA)—provides a much-needed update on gender diversity across the sector. While the number of women in maritime roles has increased globally from 151,979 in 2021 to 176,820 in 2024, they still represent just 19% of the total workforce. Even more concerning, the percentage of women working at sea remains unchanged at a mere 1%. These figures illustrate a concerning paradox: although participation is growing in absolute numbers, propor-
5 ISSUE 13 | MAY-JUNE 2025 A R T I C L E ing underrepresentation of women at sea. Out of 211,750 active seafarers recorded in the dataset, just 2,223 are women—barely 1%. The majority of these women come from countries with more established maritime training and deployment programs, including the Philippines, Greece, Canada, and India. Most are serving on bulk carriers and oil tankers. This stark disparity reflects broader issues of safety, infrastructure, and culture aboard ships. Maritime roles at sea often lack the flexible work policies, career support, and psychological safety that women need to build sustainable careers. Addressing these challenges will be essential to achieving any meaningful parity at sea. A strategic and regulatory imperative The findings of the survey come at a pivotal time. Governments and regulators are beginning to treat gender equity not just as a moral goal, but as a strategic necessity. In the UK, for example, the economic cost of menopause-related workforce attrition is estimated at £2 billion annually. Policy shifts are underway to mandate action plans for large organisations, and similar trends are emerging in international ESG reporting standards. Supporting women’s participation and well-being is no longer a matter of corporate social responsibility—it is fast becoming a legal and financial requirement. For maritime companies, this means that failing to act on gender inclusion could lead to reputational damage, regulatory scrutiny, and loss of talent. Recommendations for meaningful change In addition to its data, the IMOWISTA report offers a roadmap for action. Among its key recommendations: ●● Enhance recruitment and retention by designing genderresponsive job pathways and work environments. ●● Expand mentorship and leadership development for women across all levels of the maritime workforce. ●● Strengthen policy frameworks, including gender-inclusive recruitment and promotion practices. ●● Create psychologically safe, flexible workplaces that support health, family life and long-term career progression. ●● Normalize conversations about women’s health to reduce stigma and support retention. Turning awareness into action The 2024 IMO-WISTA survey paints a complex but clear picture: while progress has been made, it is neither uniform nor sufficient. The maritime industry must move beyond awareness into action. Achieving gender diversity isn’t just about hiring more women—it’s about transforming systems, breaking down barriers, and designing maritime careers that are inclusive, supportive and sustainable. As part of their commitment to UNSDG5—achieving gender equality and empowering all women and girls—the IMO and WISTA continue to advocate for evidence-based strategies and collaborative action. The message is unequivocal: women aren’t asking for favours. They’re asking for a fair chance to thrive in an industry that needs their talent, their leadership, and their perspective. The time for symbolic gestures has passed. A truly inclusive maritime future must be built on purpose, policy and partnership—starting now. from 39% in 2021 to just 20% in 2024. Similarly, the number of women in technical and operational roles has also dropped. Yet there are signs of optimism. Female leadership is increasing in sectors such as crewing agencies, offshore operations, and maritime training institutions. Maritime associations and NGOs are also reporting stronger gender representation in senior roles. However, these gains remain sporadic and often limited to specific organizations or geographies, underlining the need for consistent global standards and implementation. Policy gaps and cultural barriers One of the most revealing aspects of the survey is the disparity between rhetoric and policy. While the number of companies with measurable diversity goals rose from 59 to 67, over 150 participating organizations admitted to having no gender equality policy in recruitment or promotion. Without formal frameworks, efforts to increase female participation remain vulnerable to inconsistency and rollback. Elpi Petraki, President of WISTA International, emphasized the importance of tackling entrenched barriers: “Opportunities across the industry continue to be limited for women due to gender stereotyping, workplace safety concerns, a lack of family-friendly policies and the ongoing gender pay gap.” Another major gap in the current conversation is women’s health. Despite its significant impact on well-being, performance and career longevity, issues such as menstruation, fertility, peri-menopause and menopause remain taboo in many maritime workplaces. Outdated expectations and male-centric systems continue to dominate, contributing to attrition and limiting upward mobility. Women seafarers: Still far from the helm Perhaps the most concerning finding of the 2024 survey is the endur-
ISSUE 13 | MAY-JUNE 2025 6 A R T I C L E concerns, inflexible family policies, and ingrained stereotypes continue to hinder progress. Steps toward equity: What’s working Efforts to standardize pay and ensure equity are gaining momentum. Some states are implementing gender quotas and salary standardization policies to close the gap. Encouragingly, many organizations now adopt genderneutral job descriptions, inclusive interview panels, and anonymous hiring processes to mitigate unconscious bias. To create a more inclusive maritime industry, stakeholders must go further. Transparent promotion practices, regular equal pay audits, and robust support systems—including gender-sensitive health and safety protocols—are essential. Closing the gender pay gap is not just a matter of fairness; it’s a prerequisite for attracting the diverse talent the maritime industry needs to thrive in the 21st century. WOMEN IN MARITIME: TACKLING GENDER PAY DISPARITIES EU maritime workforce: Persistent inequalities Across the EU, trends appear strikingly similar. Among nearly 6,000 maritime employees surveyed, the mean gender pay gap stands at 35.96%. Notably, 60% of those in the lowest pay quartile are women, whereas only 15% occupy roles in the top quartile. This disparity reflects a wider issue: while women are present in higher numbers in support and administrative roles, they are significantly underrepresented in technical, leadership, and high-paying positions. The global perspective Globally, data from over 35,000 maritime employees included in the 2024 Spinnaker salary survey, reveals that 39% are women. Yet, representation among executive leadership and technical roles remains low. Women continue to dominate fields like HR, marketing, and administration but remain scarce in chartering, freight trading, and marine operations—areas that typically command higher salaries. Industry experts stress the importance of attracting, retaining, and promoting women both ashore and at sea. Barriers such as workplace safety At sea, the gender divide is especially stark. Female seafarers still make up a small fraction of the global workforce, with representation concentrated in a few key countries such as the Philippines, Greece, Argentina, Canada, and the United States. Despite growing visibility, the maritime sector remains a challenging environment for women. Systemic biases, entrenched stereotypes, and a lack of structured career support often prevent women from advancing, deepening the pay gap and limiting access to leadership roles. Tracking the data Spinnaker’s salary surveys have played a critical role in capturing gender-based pay data since 2016. In the UK, the 2024 survey included data from over 2,500 maritime professionals. The findings are both encouraging and sobering: while the overall gender pay gap has declined from 46.4% in 2017 to 34.19% in 2024, this remains significantly higher than the UK national average of 13.8%. Troublingly, the proportion of women in all pay quartiles decreased in the most recent data set, raising concerns about retention and promotion. As the global industry modernizes, data from Spinnaker’s 2024 Maritime HR Association salary survey sheds new light on the evolving pay landscape, offering insight into trends across the UK, EU, and the broader international sector. While some progress is evident, significant disparities remain, especially for women at sea.
ISSUE 13 | MAY-JUNE 2025 8 A R T I C L E SAFETY4SEA: When it comes to Diversity, Inclusion and Equity (DEI), what should be industry’s top priorities on the agenda? Julia Anastasiou: True change starts at the top, and embedding DEI in leadership must be a priority. Senior leadership must champion DEI initiatives visibly and consistently to drive industry-wide transformation. Providing structured career progression and mentorship is also critical. Clear pathways for women to advance into leadership roles through sponsorship programs, targeted training, and mentorship opportunities will help ensure that gender diversity becomes a reality, not just an aspiration. Creating safe and inclusive workplaces is equally essential. Companies must implement a zero-tolerance approach to discrimination and harassment. Respect, psychological safety, and an inclusive environment must be the norm onboard and in offices. S4S: Over your 30 years in the industry, what are the most significant changes you’ve witnessed regarding gender inclusivity? J.A.: The transformation has been remarkable. There is now increased awareness and advocacy, with a growing recognition that gender diversity is not just a moral imperative but a business necessity. Industry-wide initiatives and advocacy efforts have strengthened this shift, ensuring that gender inclusivity is on the agenda of maritime organizations worldwide. More women are now entering maritime careers, taking on key roles as captains, chief engineers, and senior executives. This growing representation is vital for inspiring the next generation and proving that women can succeed in any aspect of the industry. Policy reforms have also played a significant role. Regulatory frameworks and company policies have evolved to actively support diversity, including maternity leave for seafarers, gender-sensitive facilities onboard, and anti-harassment policies. S4S: What specific challenges do companies face when trying to increase the number of women in leadership roles? J.A.: One of the biggest challenges is the lack of representation. Without Julia Anastasiou, Chief Crew Management Officer at OSM Thome, emphasizes the importance of visible female role models in senior maritime positions. Without them, aspiring women struggle to see a clear path to leadership—reinforcing the idea that representation matters. OSM THOME: ORGANIZATIONS NEED TO PRIORITIZE VISIBILITY AND SUPPORT FOR WOMEN IN LEADERSHIP
9 ISSUE 13 | MAY-JUNE 2025 I N T E R V I EW visible female role models in senior maritime positions, aspiring women struggle to see a clear path to leadership. Representation matters, and organizations need to prioritize visibility and support for women in leadership. Unconscious bias is another hurdle. Decisions about promotions and leadership potential can be influenced by outdated perceptions of women’s capabilities. Breaking these biases is crucial to fostering fair advancement opportunities. Additionally, work-life integration remains a significant challenge. Women need flexible work structures to navigate different life stages while pursuing career growth. S4S: What are three key things you think are important to succeed as a woman in the maritime industry? J.A.: Resilience and confidence are essential. The ability to navigate challenges, advocate for oneself, and persist despite obstacles is crucial in a traditionally male-dominated field. Women must trust in their abilities and not allow barriers to limit their potential. Lifelong learning is also vital. Staying updated with industry trends, continuously upskilling, and expanding expertise help break barriers and remain competitive. The maritime industry is constantly evolving, and those who embrace learning will have a significant advantage. Lastly, mentorship and networking can accelerate career progression and open new opportunities. Seeking guidance from experienced professionals and building strong industry connections provides access to valuable insights, opportunities, and support. S4S: Are there specific regions or sectors within maritime that are leading the way in gender diversity? What lessons can others learn from them? J.A.: Northern Europe and Scandinavia have taken proactive steps toward gender diversity by implementing policies such as equal parental leave and targeted leadership development programs for women. These regions have set a precedent for inclusivity, demonstrating that strategic policies can yield positive results. The cruise and ferry sectors also tend to have higher female representation, partly due to structured career development initiatives and a culture of inclusivity. The key takeaway from these regions and sectors is that proactive policies and clear diversity targets drive meaningful change. S4S: What initiatives related to diversity and inclusion would you like to see in the workplace, both onboard and ashore? J.A.: Mandatory DEI training should be implemented to raise awareness across all ranks about bias, inclusivity, and allyship. Education is key to creating long-term change, and consistent training helps embed DEI into organizational culture. Expanding parental support policies is another crucial initiative. Providing childcare support, rotational contracts, and structured re-entry programs for women returning from career breaks will help retain talent and ensure career continuity. Additionally, onboard safety enhancements, such as gender-specific PPE, private accommodation options, and strict anti-harassment protocols, are necessary to promote a safe working environment. S4S: How can companies create mentorship programs that are truly impactful and sustainable? J.A.: Structured matching programs are essential in pairing female seafarers with senior industry mentors who can provide guidance and career support. These programs should be goal-oriented, aligning mentorship initiatives with clear career development targets to ensure tangible, measurable outcomes. Visibility and sponsorship also play a crucial role. Encouraging male allies in leadership positions to actively sponsor high-potential female employees provides them with the opportunities and visibility needed for career advancement. S4S: What advice would you give to young women aspiring to join the maritime industry today? J.A.: Be bold and curious and true to yourself. Don’t shy away from challenges—embrace opportunities to learn, grow, and step outside your comfort zone. The maritime industry offers incredible opportunities, and women should not hesitate to pursue them. Find a support network by seeking out mentors, industry associations like WISTA, and allies who will provide guidance and encouragement. S4S: If you could change one thing across the industry from your perspective, what would it be and why? J.A.: I would normalize career breaks and flexible career pathways for women in maritime. Too many women leave the industry due to rigid career structures that do not accommodate life transitions. If we can offer better return-to-sea programs and flexible career options, we can retain more talented women and ensure long-term industry diversity.
ISSUE 13 | MAY-JUNE 2025 10 A R T I C L E GLOBAL IMPACT: WOMEN LEADERS DRIVING CHANGE AND INNOVATION AT CHEVRON Ayten Yavuz: Spearheading growth in marine lubricants As the General Manager of Chevron Marine Lubricants, Ayten Yavuz brings over 30 years of Chevron experience to her role. She now drives innovation and business expansion in the marine sector, focusing on developing solutions that support the maritime industry’s current and future challenges and ensuring shipowners and fleet operators have access to high-performance lubricants suited for every scenario. “Innovation and collaboration are key to our success in marine lubricants,” says Ayten. “At Chevron, we are focused on providing solutions that support our customers on their individual paths. These are also qualities that I work to maximize within my team.” Reflecting on her career so far, she remarks, “Chevron has enabled me to follow my passion and contribute to addressing the world’s growing energy needs. At the current rate of progress, it will take the world another five generations to achieve full gender parity on economic participation and opportunity, according to the World Economic Forum. Barbara Pickering: Leading Chevron Shipping in a time of change With a career spanning over three decades at Chevron, Barbara Pickering was appointed President of Chevron Shipping in 2024. Since joining the company as a ship charterer in London in 1991, she has advanced through multiple roles. From commercial operations to strategy, Barbara’s leadership has shaped the company’s global direction in the maritime sector. Under Barbara’s Presidency, Chevron Shipping is proactively negotiating industry challenges, ensuring that the company remains resilient and forward-thinking. “The industry is changing, and we are committed to leading that change,” says President Pickering. This statistic offers a stark reminder of the responsibility that all businesses have to advocate for women’s careers and speed up progress across the board. Chevron’s enduring commitment to diversity and inclusion is evident in their hiring and development strategies, which support their tagline, ‘The Human Energy Company.’
11 ISSUE 13 | MAY-JUNE 2025 A R T I C L E Danielle Lincoln: Driving innovation in fuels and lubricants As the Vice President of Chevron International Products, Danielle Lincoln oversees Chevron’s business across Europe, the Middle East, and South Asia. Having spent over 10 years at Chevron and over 20 years in industry, she has steadily built her expertise in the oil, gas, and petrochemicals sector, making her a key player in delivering solutions to the industries they serve. Danielle also chairs Chevron Lubricants Lanka PLC, reinforcing her influence in the South Asian energy sector. She believes that speeding up action means adopting a tactical approach to fuel innovation. “Our objective is to assist customers in achieving their goals and ambitions by providing practical and scalable fuel and lubricant solutions,” she explains. “Chevron has provided equal opportunities for me to attain key leadership positions, which have broadened my scope, reach, depth, and impact. I see more women leaders joining me and the team, and together, we can continue to help women realize their full potential as they advance in their careers.”, she added. Ilse Oelius Smaa: Advancing marine lubricants for next-generation vessels Leading Chevron Oronite’s marine product line, Ilse Oelius Smaal drives the development of marine lubricant additives for current and future marine engines, pioneering lubricant solutions that enhance efficiency and performance. She has spent a significant portion of her career at Chevron, lighting the way for women in technical and commercial leadership roles. Ilse also leads the research and development center in the Netherlands, which runs proprietary bench and engine tests to support the development of lubricants for current and future engines and fuel combinations for both the marine and automotive sectors. “Meeting strengthening regulatory standards is critical,” Ilse states. “Through continuous research and collaboration with industry partners, we ensure that our lubricant technologies stay ahead of the curve. I am excited to lead the development of key enabling lubricant technologies, and show early-career women and girls that STEM careers can be a pathway to success.” Hui Ling Chern: Pioneering biofuels in maritime As a biofuels trader at Chevron, Hui Ling Chern provides options and innovative solutions to buyers. Based in Singapore, she collaborates with global teams to provide shipping companies with biofuel solutions that can support their lower carbon goals. Since the start of Chevron’s marine biofuels business in 2022, Chevron Singapore has progressed to become one of the top marine biofuels suppliers in Singapore. Hui Ling’s commercial acumen and ability to build strong relationships with their trading partners helps Chevron deliver what their customers need when they need it. She is focused on expanding access to a range of products and maintaining positive commercial outcomes for both sides of each trade. “Trading biofuels is more than just a commercial negotiation,” she explains. “The maritime industry needs immediate, scalable solutions to mitigate its challenges, and making those solutions available and attractive is a key part of my role.”
PSCI PROBABILITY SEVERITY PSCI MOST Challenging MAYBE Challenging NOT Challenging SHOULD Be expected MAYBE Expected NOT Expected 45% PSCI 77% DET 20% PSCI 14% DET 35% PSCI 9% DET 18% PSCI 24% DET 22% PSCI 23% DET 60% PSCI 53% DET 7% PSCI 17% DET Risk Level 7 10% PSCI 18% DET Risk Level 8 28% PSCI 42% DET Risk Level 9 4% PSCI 4% DET Risk Level 4 7% PSCI 3% DET Risk Level 1 8% PSCI 2% DET Risk Level 2 20% PSCI 4% DET Risk Level 3 4% PSCI 3% DET Risk Level 5 12% PSCI 7% DET Risk Level 6 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.
13 ISSUE 13 | MAY-JUNE 2025 Many individuals with mild neurodivergence already work successfully in roles suited to their skills. Neurodiversity advocates emphasize the importance of inclusive and respectful language. While many disability advocacy organizations prefer person-first language (e.g., “a person with autism”), research suggests that most of the autistic community favors identity-first language (e.g., “an autistic person”). Instead of making assumptions, it is best to ask individuals how they prefer to be addressed. This awareness is equally important for clinicians treating neurodivergent individuals to ensure respectful and effective communication. However, neurodivergent seafarers can be more vulnerable to harm, discrimination, and professional disadvantage. In 2023, the motion Support for WHY IT’S IMPORTANT TO TALK ABOUT NEURODIVERSITY IN THE MARITIME INDUSTRY A R T I C L E Diverse teams bring fresh ideas, perspectives, and improved problem-solving abilities. In the maritime industry, where safety is paramount and all crew members must meet physical and mental health standards, neurodivergent individuals should not face automatic exclusion. Instead, they should be assessed based on their ability to perform tasks safely. Neurodivergent Seafarers highlighted the contributions neurodivergent crew members can bring to a vessel, including innovation and enhanced safety management. Proposing the motion, Nautilus member James Stockbridge pointed out that approximately 15% of the general population is neurodiverse, encompassing conditions such as dyslexia, ADHD, and autism. The strengths of neurodivergent individuals As Daniel Smith, Founder, and James Stockbridge, Co-Founder of NeurodiversAtSea, stated in an interview to SAFETY4SEA, the maritime industry must start discussing neurodiversity and neuro-inclusion, especially as it transitions to new fuels, technologies, and greater automation.
ISSUE 13 | MAY-JUNE 2025 14 Companies should focus on individual strengths rather than rigid diagnostic criteria. For example, AngloEastern Ship Management takes a broad approach to diversity, considering not just gender, race, and religion but also neurological differences. While neurodiversity is not always the first aspect considered in diversity discussions, it is equally important. A neurodiverse workforce includes individuals who think, process, and interact with the world differently— whether they are autistic, dyslexic, have ADHD, or another neurodivergent condition. “We can now confidently say that the marine workforce is neurodiverse,” Smith and Stockbridge affirmed. Overcoming misconceptions Unfortunately, neurodivergence is often misunderstood as inherently limiting. Many people focus solely on the support neurodivergent individuals may need without considering their unique talents and contributions. Neurodivergence is an umbrella term describing brains that function differently from the societal “norm.” This includes autism spectrum disorder (ASD), specific learning differences such as dyslexia and dyspraxia, and attention deficit hyperactivity disorder (ADHD). Take dyslexia, for example. While commonly associated with reading difficulties, many dyslexic individuals simply need minor adjustments, such as a colored overlay, to help them read more easily. Dyslexia is also linked to strong reasoning, pattern recognition, and decision-making skills. Advice for Neurodiverse Seafarers According to Nautilus International, three key pieces of advice for neurodiverse seafarers are: 1. Find a routine that works for you; plan your day but remain adaptable to change. 2. Ignore negativity from others; those who believe you do not understand your challenges or strengths. 3. Be yourself; you are an inspiration Embracing neurodiversity in maritime workplaces A significant stigma still surrounds neurodiversity. Education is crucial to shifting perspectives—understanding that neurodivergence is not necessarily a handicap but a different way of thinking. Labeling individuals too narrowly can limit their potential and have a negative impact. Instead, we should focus on recognizing patterns of strengths and challenges rather than placing people into restrictive boxes. As the maritime industry embraces digitalization, automation, and environmental sustainability, training programs must adapt to accommodate different learning styles. This will ensure an inclusive and skilled workforce that leverages neurodiverse talent effectively. Leadership and inclusion Compassionate leadership—often referred to as “kind leadership”— plays a crucial role in building an inclusive, committed, and motivated workforce. Demonstrating empathy and fostering a culture of respect and support among seafaring crew members helps create a more positive and cooperative work environment. Ultimately, people leave bad bosses, not bad companies. Key actions for a more inclusive maritime industry ●● Implement clear and effective company-wide commitments to neurodiverse workplaces. ●● Provide better education for management regarding neurodiversity. ●● Improve access to neurodivergent diagnoses. ●● Ensure reasonable workplace accommodations for neurodivergent individuals. ●● Conduct further research into neurodivergent seafarers’ experiences. ●● Ensure corporate compliance with A R T I C L E national and international equality and disability legislation. ●● Promote international cooperation to secure code and convention-level recognition and protection for neurodivergent seafarers. Rethinking neurodivergence A better way to approach neurodiversity is to recognize that our colleagues at sea have different strengths and weaknesses due to their unique brain functions. Instead of trying to fit people into predefined molds, we should embrace and maximize their talents. By fostering greater awareness, acceptance, and inclusion, the maritime industry can create a more diverse, innovative, and productive workforce- one that recognizes the full potential of every individual, regardless of neurological differences. Did You Know? ●● While the term neurodiversity has been around since the late 1990s, it is still unfamiliar to many. ●● JP Morgan Chase found that neurodivergent employees were 48% more productive in financial services. ●● The Australian government reported a 30% productivity increase in software testing when hiring neurodivergent employees. ●● Between 10% and 20% of the global population is considered neurodivergent, according to Deloitte. ●● 84% of dyslexic individuals excel in reasoning, pattern recognition, and decision-making, according to the charity Made by Dyslexia.
What progress has the industry made in supporting SEAFARERS’ RESILIENCE? seafit.safety4sea.com CREW SURVEY 2025 SPONSORED BY
ISSUE 13 | MAY-JUNE 2025 16 A R T I C L E mental health environment as it helps to connect crew while building a support network if help is needed. Because physical exercise is a great way to reduce stress, provide social connection and build a community, vessel owners should consider including exercise equipment in the recreation area to assist in achieving balance. Playing ping-pong, exercising or watching a movie in the lounge are additional examples of ways to de-stress and socialize with other crew. With family and friends ashore, technology and connectivity play an important role in the crew’s mental health. Connecting to family and friends on the phone or social media is often a lifeline for seafarers and is increasingly more available through upgrades in telecommunications on vessels. Jamie McNamara Claims Executive The American P&I Club The ability to identify stress, manage stress and balance your life is very important to anyone’s mental health, but crucial for the survival of the seafarer, stresses Jamie McNamara. BALANCED LIFE IMPROVES MENTAL HEALTH living conditions onboard their vessels. Some physical health and social connection aspects are represented and required within the MLC including adequate work-rest hours, leave and repatriation guarantee, recreation accommodation, and proper nutrition. The proverb “you are what you eat” by Jean Anthelme Brillat-Savarin in 1825 remains true today as a well balanced and healthy diet is important to our physical and mental wellbeing and is particularly important for the crew. A well-trained cook preparing good tasting and healthy food onboard a vessel is always appreciated and an important component to crew morale and physical well-being. Recreation facilities or places for crew to engage socially are also very important for encouraging a good People talk about attempting to live a balanced life. This is particularly challenging for the seafarer who already leads two separate lifestyles, one at home and the other on the vessel. Having sailed for many years, my experience confirms that there are more mental health challenges from crew aboard ships than from other shoreside workers. Maritime Labour Convention Shipowners have the duty under the Maritime Labour Convention (MLC), 2006 to establish decent working and
17 ISSUE 13 | MAY-JUNE 2025 in association with ANCHOR YOUR HEALTH While improved communication links are mostly perceived as a benefit, it is important to consider the negative side of these devices. At times a difficult conversation or bad news from home can disrupt the mental health balance. It is at these moments when the well-developed on-board support network is most needed. Job satisfaction An individual’s career aspirations and job satisfaction can also affect mental health. Whether the current job allows for personal and professional growth and development is an important consideration. Are financial goals being met in the current capacity? Does the current job provide satisfactory personal life and occupational balance? The stress of financial instability or frustration around the lack of advancement can easily cause anger or other mental challenges. The maritime industry has many opportunities for seafarers as there are many ship types and contract types, and therefore many contract variations. In answering these questions, a seafarer may want to explore other contracts with different voyage types or voyage durations; anything from two weeks on/ two weeks off a tug or a nine-month contract on board an ocean-going tanker or cruise ship. Finding the right balance is paramount. Waking up each morning enjoying the work that is accomplished helps to ensure a healthy work experience and results in a healthy mental state. Just like in other workspaces, people who are not happy or do not enjoy their daily work should evaluate why they continue to work in their current employment. Questions a seafarer should ask may include: What has changed in my life where I am no longer enjoying the work that I do? It is important to identify and understand the answer to begin mitigating and correcting these matters and improving mental health and balance. Resilience Resilience, or the capacity to recover or withstand hardships, is an important characteristic for a seafarer’s mental health. Resilience training is an important consideration as it provides the necessary coping tools and strategies to respond to different stresses that a seafarer encounters in his daily life. By discussing different stresses and strategies during training sessions or safety meetings, the crew can share ways to address different stressful events. This could be as simple as taking a few deep breaths, exercising, or just talking to a friend. It is important to be able to not only recognize the internal mental challenges but also to recognize a co-worker who may be suffering in quiet. If the crew onboard are unable to assist a colleague in crisis, they must be provided access and contact information to local chaplains, online resources, or Telemed services to provide the necessary mental health support. While the MLC aids in establishing a baseline for various standards, much can be done by the shipowner and the captain of the vessel to ensure a safety culture that promotes a healthy working environment for all seafarers. This starts with training of the senior officers on the benefits of a workplace that is conducive to and encourages the open dialogue of wellness promoting initiatives while at sea. Team building, open communication and a culture that fosters and supports comments on the improvements of crew working conditions at sea is something to be encouraged, not ignored. The maritime industry is actively working to address mental health challenges. Seafarers are encouraged to identify what they personally need to ensure proper balance in their lives. The American Club has published guidance on mental health and wellness that can be found at https://www.american-club.com/page/ seafarer-wellness. Anchor your Health Column
ISSUE 13 | MAY-JUNE 2025 18 WHY YOU NEED THE SERVICE Establish a leading edge world class Best Practice to enhance Company image to fleet and industry stakeholders (PSC, Class, Flag, Vetting, Authorities etc.) Proactively meet and exceed requirements of MLC A4.3, DryBMS SA 24, RISQ, Rightship Crew Welfare, ISGOTT Ch.13, SIRE 2.0 and TMSA 3 requirements. 9A.3.3 & 9.4.2 Enhance Safety Culture and Crew Welfare across the fleet ► ► ► LEARN MORE ▼ SAFETY4SEA Plus Magazines Service ► SAFETY4SEA Log Magazine, 72pp, Monthly ► SEAFiT Magazine, 52 pp, Bi-monthly ► FOCUS Magazine, 24pp, Quarterly White Label Monthly PDF Bulletins ► White Label - Monthly Safety Bulletin, 12pp ► White Label - Monthly Crew Welfare Bulletin, 12pp Fully Tailored White Label Magazines ► Fully Tailored 12-48pp, Quarterly ► White Label, Fully Tailored to client needs SAFETY4SEA Mobile App ► SAFETY4SEA Mobile App including any/all of the above content ► White Label Mobile App including any/all of the above content Paper PDF Mobile Indicates optimal format MAGAZINE OPTIONS
19 ISSUE 13 | MAY-JUNE 2025 out of OneHealth by VIKAND argue that safety and health are inseparable. Fatigue and stress impair judgment, increase accident rates, and degrade performance. A fatigued, unhealthy crew is a threat not just to themselves, but to vessel operations. Providing nutritious meals, natural light exposure, structured rest periods, and social support all contribute to physical and psychological resilience. As the World Health Organization predicts that 86% of global deaths by 2050 will stem from chronic disease, the maritime industry must act now. The way forward The path to better seafarer health includes comprehensive PEMEs, onboard health programs, ongoing monitoring, and access to physical and mental healthcare. Proactive shipowners are already investing in crew wellbeing as a strategic asset. As Sandra Welch of the Seafarers Hospital Society puts it, “Health and safety are two sides of the same coin.” By treating crew members as valued human assets, not just operational resources, shipping companies can ensure safer seas and healthier futures for all on board. tance of early intervention. Musculoskeletal and dental as the emerging health risks MedSea’s latest reports flag musculoskeletal disorders (MSDs) as a growing concern, now accounting for one-third of all unfitness cases. Repetitive tasks, improper lifting, and poor ergonomics are leading to neck and back injuries, significantly affecting crew productivity and safety. Additionally, dental cases surged in 2023, jumping from sixth to second most common onboard medical issues—67% requiring shoreside evaluation. Cardiovascular threats and lifestyle risk factors Cardiovascular diseases, though less frequent in daily shipboard medical reports, remain the top cause of global NCD deaths. Risk factors such as poor diet, smoking, and inadequate physical activity aboard vessels compound the danger. Experts recommend enhanced crew education, better food options, smoking cessation programs, and promoting exercise to reduce these risks. Safety at sea depends on health Industry leaders like Ronald SpithA five-year analysis (2020–2024) of pre-employment medical examinations (PEMEs) by Halcyon Health Network, conducted under Skuld P&I Club standards, paints a mixed picture. While the overall fitness rate of seafarers rose to 94.6% in 2024, persistent and emerging medical issues continue to threaten the health and safety of crew members at sea. Chronic illness and unfit conditions Skuld’s data identifies the top medical conditions resulting in unfitness for duty: gallbladder and kidney stones, hypertension (with or without type 2 diabetes), hearing loss, tuberculosis, and failure to meet visual or color vision standards required by the STCW code. These conditions, particularly hypertension and diabetes, signal the pressing need for lifestyle interventions and better management of non-communicable diseases (NCDs). Despite increased health screenings, expired PEMEs peaked at 3.4% in 2024, often due to delayed medical stabilization, such as managing elevated blood sugar or recovering from surgery, before clearance can be granted. This highlights a lag in proactive health monitoring and underscores the imporALARMING HEALTH TRENDS AMONG SEAFARERS A R T I C L E The health of seafarers has come under increasing scrutiny in recent years, as data reveals troubling trends in chronic illness, physical strain, and mental wellbeing.
ISSUE 13 | MAY-JUNE 2025 20 A R T I C L E ●● Limited visibility into day-to-day operations: Shorebased personnel rarely witness on-board operations firsthand. Instead, they must rely on reports, incident records, and third-party feedback. While this data is helpful, it offers only a partial view, particularly when evaluating soft skills like leadership, communication, and decision-making under pressure. ●● Overemphasis on technical metrics: Quantifiable indicators such as maintenance adherence and fuel efficiency are easier to assess and often receive disproportionate attention. However, critical leadership behaviours and team management are harder to measure and, therefore, frequently neglected. Ironically, these are the very competencies that most strongly drive performance. ●● Fear of negative feedback: Both evaluators and those being evaluated often shy away from candid conversations. Appraisers may hesitate to confront high-ranking officers, while Masters and Chief Engineers may fear that admitting areas for development could jeopardise future assignments. This can lead to vague or overly positive feedback and, ultimately, limited growth. Recommendations for improvement Studies show that effective performance feedback can increase performance by over 40%, while poorly handled feedback can decrease it by more than 30%. This highlights the importance of giving appraisals a higher priority in driving company performance. Fortunately, improvements do not have to be costly. The investment is primarily a commitment to develop better leadership and update processes with more supportive tools and guidance. Yet, in many shipping companies, the appraisal process is often done more like a formality than a leadership tool – it has, in many cases, become routine, with a lack of engagement to generate meaningful outcomes. This lack of engagement is a missed opportunity, not only for improving individual and team performance but also for capturing valuable insights that could inform broader organisational learning and strategic decisions. Why are performance appraisals underutilised? From our experience, we see the following factors as contributing to this issue: ●● Lack of training in performance dialogues: Appraisals require honest, developmental conversations. But here’s the challenge: many of those conducting the evaluations – typically fleet managers or shore-based superintendents – are not trained in managing performance dialogues, especially with highly experienced senior officers. This skill gap can lead to superficial evaluations rather than meaningful discussions. ●● Subjectivity and bias: Appraisals can suffer from inconsistencies due to a lack of direct observation. Personal biases, cultural nuances, and unstructured expectations may skew evaluations. Furthermore, without standardised criteria, different evaluators may assess similar performance in divergent ways. TOO IMPORTANT TO BE ROUTINE: ENHANCING MASTER AND CHIEF ENGINEER PERFORMANCE APPRAISALS Human performance is influenced by numerous factors, and one deserves greater attention today: crew confidence. In this article, GreenJakobsen 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. Thomas Schmidt Partner and Senior Consultant Green-Jakobsen
21 ISSUE 13 | MAY-JUNE 2025 Here are the key steps to achieve this: ●● Develop clear performance criteria: Detail the technical, operational, and leadership competencies in a way that makes the behaviours that drive performance clear and concise. This will help convey “what does good look like” and reduce subjectivity when evaluating efforts and results. ●● Implement structured feedback: Include more structured feedback from crew members to get a better view of a senior officer’s interpersonal skills and management style. Feedback from other office departments with direct contact with the senior officers can add to the picture. ●● Balance performance data: Typically, metrics such as audit results, voyage reports, incident logs, and energy efficiency indicators are used as a basis for discussions of vessel performance. But often, these quantitative data are not supplemented with what decisions and actions have been made to get the results. Looking at both efforts and results can create a good basis for learning and discussion of performance. ●● Foster a culture of continuous feedback: Shift from one-off, end-of-contract reviews to regular performance discussions. Continuous feedback nurtures trust, improves communication, and helps avoid surprises during formal reviews. It also encourages officers to reflect on their performance and make timely adjustments. Giving senior officers the opportunity to also provide structured feedback on the experienced support they have received from office departments and superintendents, e.g., through anonymous questionnaires, can also strengthen the view on performance management. Ultimately, the most powerful aspect of performance management is not the form itself, but the quality of the conversation it initiates. A well-executed appraisal discussion should inspire development, reinforce strengths, and address growth areas – all while maintaining mutual respect. Capturing learning and driving organisational improvement Beyond the immediate focus on performance enhancement, the appraisal process should also be recognised as a valuable opportunity to capture learning and generate data for continuous improvement. Gathering structured performance data consistently can help refine the appraisal process and, more importantly, provide insights on actions and decisions that drive performance, which again can be used as a basis for knowledge sharing and learning. Improving the focus on getting real data from the performance appraisal process helps identify patterns, highlight areas of systemic weakness, and show key actions that drive performance. These insights can be leveraged to enhance fleetwide operations and drive sustainable performance improvements from both technical and human capital perspectives. In today’s competitive shipping environment, overlooking the potential of performance appraisals for senior officers is a missed opportunity no company should ignore. Be aware of whether your company’s performance appraisals are treated as a routine administrative task, and not really utilised as a performance development tool. If that is the case, then there is an opportunity in enhancing your appraisal process to create meaningful leadership dialogues, supported by relevant data, to drive performance and learning in your organisation. Human Performance Column in association with HUMAN PERFORMANCE
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