Burcu Kula Akbaş, an expert clinical psychologist, and Murat Bingül, senior psychological counsellor with the AVS Global Ship Supply team write for Splash today.
Shipping is often described in hard numbers, billions of tonnes of cargo moved each year, thousands of voyages completed, hundreds of ports connected. Yet behind every statistic are the people who make it possible. And today, those people are sending a clear message: the maritime industry must do more to protect their wellbeing.
The BIMCO/ICS Seafarer Workforce Report projects a shortage of nearly 90,000 officers by 2026. This is not just a labour issue; it’s a warning sign about how the industry values and supports its workforce. Crew wellbeing is no longer a secondary concern, it is becoming a defining measure of sustainability, safety, and competitiveness.
For too long, mental health and welfare have been treated reactively, addressed only when a crisis arises. But the pressures faced by seafarers such as long contracts, isolation, disrupted sleep, and limited communication with family, are ongoing realities, not exceptions. These factors directly affect morale, retention, and performance onboard.
The most recent Seafarers Happiness Index is an indicator of fragility highlighting complex emotions: fatigue, anxiety, and disconnection, that cannot be solved by short-term gestures alone. Meaningful progress depends on embedding wellbeing into the daily fabric of maritime life, rather than treating it as an occasional intervention.
A more holistic understanding of welfare is beginning to take shape. It recognises that a safe and efficient operation depends as much on human factors as it does on technology or fuel choice. Crews that feel supported are more alert, more collaborative, and less likely to make costly errors. Conversely, neglecting wellbeing leads to burnout, high turnover, and declining operational performance.
In this sense, the moral and commercial arguments are inseparable. Companies that invest in crew support whether through better nutrition, communication access, or psychological assistance, are investing in the resilience of their own operations. Those that fail to do so risk not only reputational damage but also losing skilled personnel in a labour market that is already under strain.
Younger generations, in particular, are reshaping expectations. They are entering the workforce with greater