Steven Jones, founder of the Seafarers Happiness Index, discusses how the demands of old ships and new tech are taking something of a workload toll.
They say change is as good as a rest. For seafarers, though, that is plain nonsense. Still, ever optimistic, there is much from the International Labour Organization’s (ILO) tripartite Maritime Labour Convention committee to unpack. So, first question, is this a genuinely positive shake-up to change life at sea, or just a case of hope initially triumphing over experience?
In the latest Geneva meeting, the committee addressed important issues, including: recognition of seafarers as “key workers,” a push for wage hikes, strengthened shore leave rights, and steps to tackle practical onboard needs such as harassment protection, menstrual product provision, and properly fitting PPE (Personal Protective Equipment). Fine ideals indeed — but for those at sea such promises have a frustratingly long history of being lost in translation.
The true assessment of regulatory progress can only ever really be measured against shipboard delivery, and here the picture becomes far less certain. So, will “key worker” status genuinely change the daily grind? Can improved shore leave rights overcome the persistent hurdles: impossibly short port stays, exhaustion that favours sleep over socialising, prohibitive transport costs, surly officials, and remote terminals? We can perhaps guess, but let’s keep it light for now.
The upward adjustment to seafarer wages marks some (very) small progress, but here comes the reality check: the true value of remuneration must always be seen in the context of actual working conditions and hours performed. Increases are obviously welcome, but the fundamental question persists: do these adjustments genuinely reflect the value of seafarers and the demands placed upon them?
Troublingly, whatever we may suspect we cannot truly say. We just do not know the full complete picture, as shipping lacks an accurate insight into real seafarer workloads. According to the World Maritime University (WMU), two-thirds of crew members admit to falsifying their work/rest records to appear compliant. This widespread manipulation creates a significant reality gap, particularly among shipowners and flags occupying the lower rungs of industry standards.
Perhaps the most indicative issue is that of measuring rest and recreation, which brings us back to the ongoing shore leave problem. In the latest Seafarers Happiness Index (SHI) report, shore leave was a major concern, sitting alongside its troubling twin, fatigue.
Tiredness, the lack of time off, and the dearth of chances to get ashore, show that workload issues are leading causes of stress and discontent at sea. Relentless work schedules with little to no margin for rest compound the exhaustion from unceasing toil. This creates a downward spiral of frustration and deteriorating morale. The latest happiness data paints a stark picture, especially on older ships, where compressed schedules, multiplying inspections, and dwindling crew numbers erode energy, resilience, and willingness.
The risks to both welfare and operational safety are profound. A ticking workload timebomb threatens the industry, especially as crews must maintain aging vessels while adopting new technologies. For seafarers, old ships mean new problems, and new solutions raise old fears.
Aging vessels present a perfect storm. Stretched crews face an ever-growing maintenance burden, forced to firefight only the most critical issues. Deferred maintenance threatens both vessel safety and crew wellbeing, as backlogs extend and weigh heavily on morale. When ships finally reach port, essential repairs often devour any hope of shore leave, no matter what new regulations might promise. As Chiefs and Superintendents demand work the ship comes first, with flogged hours the norm.
This crew burden cycle creates not just physical exhaustion but psychological strain too, as seafarers struggle to keep aging systems operational with inadequate time and resources. Preventative maintenance is a luxury they can rarely afford.
Yet the challenge does not end there. Alongside the struggle with deteriorating vessels looms the equally demanding task of mastering new systems and technologies. Seafarers report growing frustration at being expected to install, optimise, and operate new technology without proper training or support. The long-promised workload reduction has yet to materialise.
Instead, implementation creates new stressors. Companies install new systems expecting immediate results, often providing little meaningful support. Officers bear responsibility for complex, unfamiliar equipment, with documentation that is either inadequate or excessively technical.
Seafarers must self-teach on the fly, all while managing their original duties and that seemingly endless maintenance backlog. Pressure escalates, demands multiply, and the glossy promises made by technology salespeople crumble in the face of real-world pressures and unrealistic expectations.
Sadly, even “key worker” status offers seafarers little insulation against the harsh realities of having too much to do, too few people to do it, and of it all being too difficult to ever get right.
