At the 6th SAFETY4SEA Limassol Forum, Capt. Konstantinos G. Karavasilis, Regional Director of Loss Prevention at the UK P&I Club, didn’t pull any punches. He laid bare the stark realities of maritime safety and crew welfare, challenging the industry to up its game. Let’s dive into the nitty-gritty of what he had to say and what it means for the future of maritime operations.
First off, the numbers are sobering. Karavasilis revealed that in 2023, there were 236 serious accidents on board vessels under the UK P&I Club’s coverage. Extrapolate that across the 12 clubs in the International Group, and you’re looking at over 2,500 serious crew accidents. Each of these incidents costs more than $5,000, and that’s not even counting the countless minor incidents that often go unreported. It’s a stark reminder that the maritime industry has a long way to go in ensuring the safety of its workforce.
But it’s not just about the accidents. The year 2024 saw a record-breaking number of crew abandonment cases. Seafarers were left unpaid and stranded in ports around the world, highlighting the urgent need to address the welfare and rights of those who keep the global supply chain afloat.
So, how do we turn the tide? Karavasilis emphasized the need for a multi-faceted approach to building a strong safety culture on board. And he didn’t mince words when he said, “Management systems, safety management systems (SMS), and ESG reports often contain bold statements such as ‘safety first’ and calls for feedback. However, is this commitment genuine, or is it just another tick-box exercise?”
He hit the nail on the head when he questioned whether management truly prioritizes safety or if these measures are implemented solely for compliance. It’s a tough question, but it’s one that the industry needs to grapple with if it’s serious about improving maritime safety.
Karavasilis also shone a spotlight on the effectiveness of training programs. He referenced a yet-to-be-published study by the University of the Aegean, which found that a shocking 60-70% of Greek seafarers found their training to be irrelevant and obsolete. That’s a wake-up call if ever there was one. The industry needs to invest in training that addresses the real needs of seafarers and keeps up with technological advancements.
But it’s not just about the training. Karavasilis stressed the importance of open communication and meaningful recognition and reward systems. He asked, “Are we truly listening to seafarers?” and “Are these systems designed merely for audits and Port State Control compliance, or do they genuinely enhance seafarers’ well-being?” It’s a tough love approach, but it’s exactly what the industry needs to hear.
The industry is also grappling with changing attitudes toward seafaring careers. Long, repetitive voyages and minimal shore leave make the job less appealing to younger generations. And let’s not forget the elephant in the room: salaries. While seafarers used to return home and buy property, today’s wages don’t offer the same financial security. It’s a tough sell for a 25-year-old considering a life at sea.
So, what does all this mean for the future of the maritime industry? For starters, it’s clear that the industry needs to invest more in its workforce. That means better working conditions, more effective training, and meaningful career development opportunities. It also means taking seafarers’ issues seriously and moving beyond compliance-driven checklists.
But it’s not just about the here and now. The industry is facing a serious problem with high crew turnover, which will impact the sector in the near future. Fewer experienced personnel will be available to manage and troubleshoot operational challenges. Who will solve technical and logistical issues if they haven’t gained practical experience at sea?
And let’s not forget the regulatory and technological challenges. Vessels are becoming increasingly complex, and training programs often fail to keep up. A prime example is ECDIS training, which is typically generic. Seafarers often find themselves on ships equipped with unfamiliar systems, leading to inefficiencies and potential safety risks.
So, what’s the way forward? Karavasilis made it clear that the industry must listen to seafarers and invest in their well-being. While the maritime sector is ultimately a business, long-term sustainability depends on supporting the workforce that keeps it running. This means allocating resources to improve working conditions, training, and career development.
But it’s not just about the seafarers. The industry also needs to foster synergies and work together to address these challenges. Regulators, the International Maritime Organization, and industry stakeholders all have a role to play in
