We are in danger of forgetting the faces behind our workforce as companies remain heavily focussed on compliance, writes Claudia Paschkewitz, Columbia Group’s director of sustainability and diversity.
Regulatory compliance is a crucial aspect of the maritime industry that ensures the safety and efficiencies of crews and vessels. The last five years has seen a significant amount of change within the industry with developments in digitalisation, remote working and training, and the move towards net zero carbon emissions.
The role of regulations is not to be underestimated. They serve as a strong foundation for safety and sustainability and mean that organisations avoid any legal issues that may arise if followed correctly. From the latest International Maritime Organization (IMO) regulations, such as SOLAS, to the European Commission, these regulations are crucial for ensuring that the industry adapts to the challenges of an ever-changing world.
While these developments are necessary, they are only effective if designed with the people who follow them in mind. Unfortunately, it seems the industry is in danger of becoming too fixated on regulations and compliance that it could lose sight of the individuals most impacted by them.
Every policy ultimately relies on the people who are required to understand, apply, and follow the guidelines. Crew members and other maritime professionals are expected to ensure compliance. However, as the industry tightens regulations it risks distancing itself even further from its intended goals. What seems simple on paper can end up placing a heavy burden on those required to enforce it.
Without proper instruction or support, regulations can feel complex and burdensome foe those having carry them out. Crews on the front line often feel like they have been designed without their input or consideration, leaving them feeling frustrated and overworked. It is important that regulations support and motivate people, rather than just adding pressure.
At Columbia Group, we embed regulatory changes into our operations through proactive crew engagement, continuous training, and open reporting systems—ensuring that compliance is not just enforced, but understood, supported, and human-focused.
This is not to say that regulations should be disregarded. On the contrary, they are essential for the industry’s long-term success and, ultimately, the planet. These regulations must be shaped in a way that makes them accessible and manageable for those who are directly impacted. Training and guidance is essential in ensuring maritime professionals are equipped to meet these new standards safely and effectively.
The Omnibus CSRD decision is a prime example of how regulations should and can evolve. While the incentive was to enhance transparency and ensure companies are held accountable for their environmental impact, it has faced criticism for creating additional burdens on smaller businesses. If a rule is making things harder instead of helping, it should be reviewed and improved. This way, regulations stay useful and practical for the people they affect while still achieving their purpose.
The success of a policy ultimately depends on the extent to which it is executed. We must find a balance between striving for full compliance and considering how realistic and achievable that is for those who are expected to follow it.
We should also be willing to change regulations if they turn out to be more of a barrier than a help. The Omnibus CSRD decision is a good example of how regulations need to adapt. If a rule is making things harder instead of helping, it should be reviewed and improved. This way, regulations stay useful and practical for the people they affect while still achieving their purpose.
