Ship managers discuss the strategies and initiatives they are taking to support seafarers’ physical and mental wellbeing
Seafarers have been under tremendous physical and mental strain since the start of the global pandemic, more than 18 months ago. IMO reports 250,000 are still stranded on ships past the expiration of their contracts and just as many are at home unable to provide for their families because of Covid-19-related travel restrictions.
The pandemic has pulled back the curtain on shipping, revealing to the general public the critical role mariners play in their daily lives, helping to deliver food, clothing, medicine and energy.
To highlight the plight of mariners, the theme of this year’s IMO World Maritime Day, held on 30 September, was ‘Seafarers: at the core of shipping’s future.’
Ship managers interviewed by LNG Shipping & Terminals weighed in on the crew change crisis and how the industry can attract, train and retain the new talent needed to operate the next generation of gas carriers.
“There’s no doubt the pandemic could have a negative impact on those considering a career at sea,” said David Taylor, managing director of LNG ship management company V.Group. “To combat this, we must continue to call for international key worker status for all seafarers.”
He continued: “Although many countries have now designated their seafarers key workers, there is still a way to go in putting this into practice. Achieving this will help avert a crew change crisis in the future and will give our seafarers the status they deserve.”
“Seafaring is quickly diminishing its attractiveness as a career”
WSM president and chief executive Carl Schou said: “Even with the pandemic challenges, we haven’t seen much radical change in how the industry attracts and retains new talents. The pandemic has in many ways shown the world under what conditions many and most seafarers work.”
Mr Schou agreed that shipping must change and “lift the image of seafaring” as a career path choice for youth people. “Seafaring is quickly diminishing its attractiveness as a career, as we note competition arising from jobs ashore.” He said: “[Shipping] needs to come out of the shadows and establish transparent and clear ways of employment and benefits for seafarers – such as shore-based workers.”
Supporting mental wellbeing
Besides the physical fatigue, the pandemic has also weighed heavily on the mental wellbeing of ship and shore-side personnel. To provide professional psychological support to its workforce at sea and ashore, Singapore-based Eastern Pacific Shipping (EPS) has partnered with Mental Health Support Solutions (MHSS) to provide professional psychological services to its seafarers and shore personnel.
A workforce of some 5,000 support the Singapore owner’s diverse fleet of very large ethane carriers and very large, large and midsize gas carriers, container ships, tankers and bulkers.
The initiative is part of EPS’ Life at Sea Programme, which addresses long-term physical and mental wellbeing of EPS employees, specifically its seafarers. On top of the physically and mentally demanding nature of life at sea, the long-drawn global effects of Covid-19 have also weighed heavily on the mental wellbeing of sea and onshore colleagues alike.
EPS special advisor for innovation Gil Ofer, said: “Long periods away from families, loved ones, along with heightened restrictions due to Covid-19, can all take their toll. Results from recent studies are further proof that more needs to be done to protect the mental wellbeing of our people.”
Mr Ofer added: “Partnering with MHSS gives our team access to insights, tips, mental exercises and 24/7 support from a qualified clinical psychologist. Just like physical exercise, mental health is something we need to work on daily.”
Mr Schou said the mental health of its seafarers and shore-side personnel is “at the top of WSM’s priorities.” He added: “We have seen that the pandemic situation has put a tremendous strain on our seafarers and shore-based employees. We are going down several different routes to try and find solutions for the crew.”
One of those starting points is increasing broadband and connectivity onboard vessels to enable crew to have more frequent contact with their loved ones at home. Additionally, Mr Schou noted: “We are working with several services where crew can get mental health assistance if they feel a need to speak with a professional.”
Mr Taylor said V.Group has taken a number of steps to support its seafarers during the pandemic, implementing new procedures and measures, including chartering aircraft, to repatriate crew as quickly as possible.
“Long periods away from families, along with heightened restrictions, can all take their toll”
“V.Group worked in collaboration with industry associations, including the International Chamber of Shipping and The Food and Drink Federation to highlight the issues facing crew and call for international keyworker status to allow crew changes,” he said.
“In order to provide practical support, V.Group teamed up with the Sailors’ Society to produce a wellbeing guide and supported The Flying Angel fundraising campaign, organised by The Mission to Seafarers.
“V.Group implemented many initiatives to address the day-to-day challenges facing crew,” said Mr Taylor. “To address mental fatigue, seafarers have access to over 80 e-learning courses, with modules including the Resilience programme, developed to provide tools to handle stress and anxiety. All seafarers and shore-based staff also have access to V.Group’s Support Centre, which provides 24/7 access to helplines and chat support,” he added.
Increased communication – both physical and virtual – between shore and ship have been critical, noted Mr Schou. “Where possible, we will schedule vessel visits that enable our office personnel and management to go onboard and speak with the crew.” These physical visits are combined with frequently scheduled management calls to speak with the crew onboard and gauge the atmosphere onboard. “I have conducted such open sessions with our crew onboard regularly and this interaction has been very valuable for us to improve our operations and environment onboard, said Mr Schou.
Other stress-relief measures include competitions and quizzes for WSM crew to compete amongst the vessels.
Mr Schou emphasised that transparency is essential. “We keep a regular update on the progress of the crew change situation and our measures taken, so that they can be relieved on time.”
Against the background posed by the crew change crisis and the pandemic, strong growth is projected in the LNG trade as part of a global energy transition. This, in turn, has led to a robust order book of close to 200 LNG carriers, creating an urgent need to attract the next generation of seafarers in the years ahead.
“Today, we can say with somewhat certainty that there are not enough crew to go around – especially with the stringent requirements which oil majors/charterers impose,” said Mr Schou. “Unfortunately, there is no quick fix to this potential challenge,” he added, noting that companies must quickly develop strategies to build LNG-experienced crew.
© 2023 Riviera Maritime Media Ltd.