The maritime industry is at a crossroads, and the path forward isn’t just about new fuels or digital tools—it’s about people. Wallem Group, a ship manager with a 122-year track record, is betting big on a “comprehensively human approach” to navigate the transition to a sustainable future. This isn’t just corporate speak; it’s a strategic pivot that could redefine how shipping balances technology, safety, and crew wellbeing.
Luis Benito, Wallem’s Business Development & Marketing Director, puts it bluntly: “The performance, efficiency, and safety of ships of the future will only be as good as the seafarers who sail them.” That’s a bold statement, but it’s backed by action. Wallem isn’t just investing in new tech—it’s investing in the people who will operate it. And that’s where the real innovation lies.
Take fuel transitions, for example. Wallem isn’t waiting for clients to demand training on LNG, methanol, or ammonia. It’s already ahead of the curve, having rolled out classroom and onboard training for these fuels. But here’s the twist: Wallem knows that technical training alone isn’t enough. Seafarers need to feel heard, supported, and valued to truly embrace safety culture. That’s why Wallem is doubling down on mental health, career development, and family support—because a seafarer who feels connected to their employer is a seafarer who’s more likely to uphold safety standards.
This approach extends beyond the bridge. Wallem’s WELLNESS@SEA program delivered over 7,000 hours of wellbeing training in 2024, including sessions on diversity and inclusion. It’s not just about ticking boxes; it’s about fostering a culture where seafarers feel respected and empowered. And it’s working. Wallem boasts a 97% seafarer retention rate, a testament to the fact that when you invest in people, they invest in you.
But Wallem isn’t stopping at wellbeing. It’s also future-proofing its crew by addressing the digital and cybersecurity challenges of modern shipping. In 2023, 10,000 of the 44,000 hours of technical training were dedicated to digital platforms, with 1,100 hours focused on cybersecurity. This isn’t just about keeping up with trends—it’s about preparing seafarers for the realities of a digitalised fleet.
And then there’s the broader mission: serving society. As global trade becomes increasingly reliant on maritime transport, the wellbeing of seafarers becomes a collective responsibility. Wallem’s initiatives, like its Women of Wallem (WoW) scheme, which supports seafarers’ families, reflect this understanding. It’s a reminder that shipping isn’t just about moving cargo—it’s about moving people forward.
So, what does this mean for the industry? It’s a wake-up call. The transition to sustainability isn’t just about adopting new fuels or technologies—it’s about rethinking how we value and support the people who make it all possible. Wallem’s approach offers a blueprint for how shipping can balance innovation with human-centric policies. And in an industry often criticised for lagging behind in social responsibility, that’s a powerful statement.
As the maritime world grapples with decarbonisation and digitalisation, Wallem’s strategy serves as a reminder: the future of shipping isn’t just about what ships can do—it’s about who’s steering them. And if the industry wants to truly transform, it’s time to put people at the helm.