The maritime industry, which is essential for the smooth flow of global trade, is facing a significant challenge in securing a stable, skilled workforce. The shortage of seafarers has reached crisis levels, with projections indicating a shortfall of 90,000 seafarers by 2026.
In early 2025, the annual Crew Managers’ Survey conducted by Danica Crewing Specialists showed a slight improvement in seafarer retention over the past year, largely due to salary increases. Specifically, the Danica Crewing Managers’ Survey 2024, which focused on in-house crew managers from ship-owning and ship management companies, revealed that nearly 90% of respondents had raised salaries in 2024. Only 7% reported not increasing crew wages during that period. The salary hikes were more substantial compared to those seen in the 2023 survey, with the exception of junior ratings.
Overall, the findings from the 2024 survey reflected a positive trend, with fewer respondents reporting a worsening recruitment situation compared to 2023. However, around a third (31%) still noted a decline in the intake of new, qualified seafarers over the past 12 months, although this was an improvement from the 46% who reported the same issue in 2023.
A critical step toward addressing the looming seafarer shortage is improving working conditions at sea. The Global Maritime Forum, in collaboration with 12 major shipping companies, unveiled the ‘9 Sustainable Crewing Guidelines’ at Singapore Maritime Week in March 2025.
These guidelines focus on fostering better working conditions, preventing abuse and harassment, and promoting work-life balance. They were developed based on feedback from over 400 seafarers and offer concrete recommendations on improving onboard facilities, ensuring psychological safety, and maintaining better communication with seafarers.
There are various interconnected dimensions and factors that influence the recruitment and retention of seafarers from their perspective. In terms of job satisfaction, seafarers prioritize factors such as human resources (including the recruitment process, recognition, respect, and ethics), as well as their commitment to the role. Job security and regular contractual employment also play crucial roles.
When it comes to career progression, seafarers value long-term prospects, promotion mechanisms, and opportunities for training and development. Furthermore, good onboard and working conditions are essential, including fair remuneration, benefits, paid leave, and compassionate leave. A positive organizational structure and culture, which fosters a dignified work environment free from bullying and harassment, are also key considerations.
Seafarers emphasize the importance of balanced work and rest hours, as well as adequate accommodation, leisure time, and space. Effective communication, such as internet access and the ability to stay connected with family and friends, is also vital. Finally, access to medical care is a critical factor in their overall well-being and job satisfaction.
By recognizing and valuing this core motivation, the maritime industry can develop policies, practices, and support systems that reflect the following trends:
As the seafarer population faces immense challenges such as fatigue, harassment, and isolation, the focus on mental health has gained significant attention. The lack of mental health support on board ships is a growing concern, with many seafarers experiencing loneliness due to limited or no access to internet services.
New guidelines issued by the Global Maritime Forum (GMF) emphasize the importance of providing seafarers with a reliable daily connection to the outside world, helping to reduce isolation and support their mental well-being.
A recent report from the ITF Seafarers’ Trust (ITFST) and the World Maritime University (WMU) highlighted the continuing absence of shore leave for the world’s seafarers. Analyzing data from 5,879 seafarers who responded to the survey, WMU researchers concluded that more than a quarter of seafarers did not get any shore leave at all, and a third only got ashore once or twice during their entire contract, based on an average of 6.6 months onboard. The survey revealed that the barriers to shore leave are multiple and systemic, such as minimal crewing and high workloads, increasing inspections, port security, and operational efficiencies leading to lack of time in port, and costs of transport.
Ensuring that seafarers have access to shore leave and opportunities to connect with their families is essential for maintaining mental health.
Ensuring that seafarers have access to shore leave and opportunities to connect with their families is essential for maintaining mental health.
Another significant trend is the call for more equitable and inclusive practices within the maritime industry. Gender equality remains a focal point, with female seafarers often facing unique challenges, such as inadequate facilities and harassment.
The new GMF guidelines stress the importance of providing gender-separate facilities and ensuring that all workers, regardless of gender, have access to essential onboard facilities and personal protective equipment (PPE). Previously, several associations like CHIRP Maritime and the Seafarers’ Hospital Society had raised their voices to highlight the need for proper equipment onboard.
Notably, the guidelines advocate for clear expectations of respectful and professional behavior, with zero tolerance for abuse and harassment. These initiatives aim to create an environment where seafarers feel respected, included, and supported.
The Sailor’s Society /25 report highlights the fact that Chinese cadets, in particular, emphasize the importance of technological integration and connectivity when choosing a maritime career. The maritime sector must respond by providing reliable, free internet access onboard, as well as ensuring that seafarers can stay in touch with family and friends through communication facilities.
Maritime health and welfare experts have recently called on the shipping industry to recognize free, reliable internet access as a basic human right for seafarers. SAFETY4SEA was the first to champion this cause, launching a petition in January 2024 to classify internet connectivity as an essential need for seafarers.
Perhaps the most compelling trend in seafarer recruitment is the growing demand for ethical treatment and a supportive workplace culture. In the /25 Sailor’s Society report, 68% of cadets stated that how they are treated by employers is a primary factor in choosing a shipping company, far outweighing salary considerations. This aligns with the expectations of Generation Z, who prioritize ethical work environments over financial incentives.
This trend is further supported by insights from the Nautilus Federation, which stresses the importance of fair treatment, career progression, and adequate working conditions as essential factors in attracting and retaining a quality seafarer workforce. This includes enhancing pay and benefits packages, improving onboard living conditions, and fostering a culture of respect and inclusivity.
Young cadets entering the maritime workforce are motivated by diverse factors, but family and financial stability remain central themes. According to global data, nearly half of the cadets choose a maritime career to take care of their families, while a significant number are also driven by the opportunity to earn money. Interestingly, UK cadets exhibit a different trend, with a stronger desire to travel the world as their primary motivation, compared to their global counterparts.
This divergence in motivations underscores the need for tailored recruitment strategies. The maritime industry must consider these differing priorities to appeal to the next generation of seafarers. While financial stability is crucial, the industry must also cater to aspirations such as personal growth, adventure, and travel.
Recruitment is not the only challenge the maritime sector faces; retention is equally critical.
Recruitment is not the only challenge the maritime sector faces; retention is equally critical.
The Nautilus Federation’s 2024 report identifies career progression as a key factor in retaining seafarers. The report emphasizes the need for clear career advancement pathways, continuous training, and lifelong learning opportunities. Additionally, reducing workload pressures and ensuring a healthy work-life balance are pivotal to maintaining a satisfied and loyal workforce.
Moreover, many seafarers report dissatisfaction with career advancement opportunities. Shipping companies must ensure that seafarers are provided with clear, transparent criteria for job progression and that they are supported in their professional development throughout their careers.
Diversity and inclusion continue to be central themes in the recruitment of the next generation of seafarers. The industry must work to break down barriers for women and other underrepresented groups by offering supportive work environments, promoting equal opportunities, and addressing challenges such as gender-specific facilities and access to training.
The data shows that female cadets, far from viewing seafaring as a short-term career, are committed to long-term careers at sea. This challenges the traditional perceptions of women in maritime roles and underscores the importance of fostering gender diversity in the industry.
The challenges of seafarer recruitment and retention are not new, but the need for action has never been more urgent. The industry is at a crossroads, and it is time to move beyond discussions and implement real changes.
It is time for stakeholders—shipping companies, trade unions, and national governments—to come together and take meaningful steps toward securing a sustainable future for seafarers.
