Anglo-Eastern chief executive Bjorn Hojgaard has a very blunt assessment of the shipping industry's immediate prospects to recruit and retain seafarers.
- Shorter contracts
- The certainty of timely relief worldwide
- Extension bonus schemes where timely relief may not materialise
- Internet with higher data limits
- Access to medical facilities ashore
- Extended medical insurance for family
- Assistance in certification extension as training centres are closed
"It is a very hard sell to convince someone to choose a long-term seagoing career, based on the offerings today alone," he told TradeWinds.
It is not the kind of comment one would usually expect to hear from the chief executive of a large ship management company.
But Hojgaard is not alone. Senior managers from other ship management companies and shipowners gave similar assessments on the future prospect of crewing, not only as a result of Covid-19, but also in the long run.
Sanjay Ramnathan, who heads IMC Shipping's MSI Ship Management, said the only way to correct course on crewing issues caused by the pandemic is through a concerted effort on the part of industry and governments.
"As a start, governments must recognise and acknowledge the transient nature of seafarers and their importance in facilitating global trade," he said.
"Industry also must band together to further advocate a pragmatic approach to seafarer movement restrictions and standardising Covid-19 protocols and procedures."
Progressive employers began taking significant steps to attract and retain quality seafarers on board their ships long before the pandemic.
The Life at Sea Programme at Eastern Pacific Shipping includes reimagined accommodations, state-of-the-art gyms with virtual coaches, increased connectivity, an internal social media platform, access to a culinary consultant and a dedicated clinical psychologist to help normalise mental health.
"With globalisation, the use of technology, and the emergence of the gig economy, people generally have more options today. Even before Covid, the ability to attract and retain seafarers was becoming a rising concern across the industry," explained Eastern Pacific chief executive Cyril Ducau.
"These initiatives intend to make life on board an inclusive, enjoyable and safe experience. This programme has played a key role in supporting our rapid growth, where attracting and retaining talent is necessary," he added.
Carl Schou, president and chief executive of Wilhelmsen Ship Management, said that resolving the crewing issue in the long-term needs to be an industry-wide, collaborative effort.
"We have seen how the industry has made leaps and bounds in the decarbonisation agenda when it is driven by regulators with clear goals. Such measures are missing for the human element side of shipping," Schou explained.
"We need to have industry goals that are above the bare minimum, and treatment that would lift the welfare of our crew. … As an industry we need to lift the image of shipping and make it into an exciting career opportunity."
The executives that TradeWinds spoke with when compiling this article all stressed the need to offer incentives for good performance and encourage seafarers to undergo training and development for upskilling and career progression.
Equally as important is providing seafarers with an outline showing how they can progress their careers within the organisation, while feeling part of a community both at sea and ashore.
"With or without a pandemic, if you want the right talent at sea, you need to focus on building company culture, provide career growth opportunities and take care of your employees," Ducau concluded.
