It is definitely the maritime conference season!
Most are still largely virtual, but face-to-face stuff is beginning to creep in – and it has been great to reconnect with old friends and indeed to connect with new people who I have only met on-line. Amongst the recent panels on which I have participated, was one looking at how to rebuild trust, post pandemic. This discussion primarily focused on seafarers. There was plenty to say.
I have no need to recount the sufferings of seafarers and their families during these last 18 months. The severe stress and uncertainty caused by the crew change crisis is well known to you all, as is the impact of lack of shore leave. I have spoken many times of the debilitating effect of losing control of your own destiny – of the strain this can put on seafarers and their families. In that context it would be easy for seafarers to lose faith in the industry in which they serve, though for many it is one they love for its opportunity and adventure. Are the risks and stresses becoming too much for some? There is some concern in the industry about whether this might feed through to crew deciding to seek employment elsewhere.
I have often spoken of the way in which the shipping industry has come together so vigorously during the pandemic to try and resolve issues. This has been wonderful, although their work has often been deeply frustrated by lack of co-operation elsewhere, by governments in particular. Some are asking if the industry needs a new coordinating voice in some form to provide a clear mechanism for leadership in circumstances such as these.
In terms of trust however, over the last week I have been doing my bit in judging our annual Singapore MtS Awards, an opportunity to look deeper into how different players in the industry are rebuilding trust with their crews. I was so impressed with the quality and quantity of applications this year. Many of the nominations for individuals and companies reflect the enormous, innovative and frequently sacrificial work done by so many in support of seafarers at this dreadful time. Much that is good has happened and many companies and organisations have done great work in contributing to trust and confidence within crews, often making a transformational difference.
However, for many the experience has been bitter and negative, despite so much effort and initiative to enact change. There is work to be done in rebuilding trust. Seafarers and shipping have enjoyed increased public visibility over these last two years, helped both by the pandemic and incidents like the Ever Given’s travails in the Suez Canal. Seafarer wellbeing and mental health have received very significant focus. There has been a greater realisation of the value and importance of the people who drive the industry. What is important now is that this visibility and these priorities are sustained as we emerge from the worst of times.
Amongst the changes we aspire to, must be the universal recognition of seafarers as “key workers”, with the vital privileges and certainties that go with that. Continuing attention on fair pay and working conditions. A further drive to build strong and easily accessible WiFi capabilities on board all vessels, enabling the best in communication for crew. An absolute commitment to ensure that crew well-being and resilience remain at the heart of industry values; and a renewed emphasis on welfare support for families at home and coordinated work to eradicate the scourges that still exist at the nastier fringes of the industry – including abandonment. These are amongst the things that will build trust and ensure seafarers are properly valued and rewarded.
This is a moment of opportunity, which could mean a really great legacy from a very dark time. The Mission to Seafarers will certainly be doing all it can to support and encourage these efforts.
