Crew Welfare Week: Connectivity onboard can’t be optional

Beyond compliance: From obligation to culture

For years, seafarer welfare was treated as secondary to safety and environmental performance. But with the advent of the Maritime Labour Convention (MLC), often called the “fourth pillar” of international maritime regulation, crew welfare has been elevated to the same level of importance as SOLAS and MARPOL.

Tim Springett noted that the shift has been profound: “Whereas seafarers were often an afterthought, seen as a commodity, there is now a much greater tendency to see them as human beings like the rest of us.”

Yet regulatory compliance alone will not build trust or loyalty among crews. David Parmeter underlined the point:

Welfare shouldn’t be seen as charity; it’s a duty of care. It goes to corporate social responsibility and good commercial business sense. If you want to retain your staff, if you want fit, enthusiastic seafarers, you must invest in their welfare.

The struggle for shore leave

One area where the gap between aspiration and reality remains wide is shore leave. The COVID-19 pandemic accelerated restrictions, and in many ports those restrictions have not been lifted to pre-pandemic levels. Automation and pressure for quick turnaround times compound the problem.

Ian Stokes offered an on-the-ground perspective: “Since COVID, we haven’t quite come back to the levels of shore leave we’d like to see. Increasing pressures of time mean vessels get in and out as quickly as possible, which doesn’t leave room for rest or relaxation.”

The consequences are tangible. Surveys such as the Seafarers’ Happiness Index show that denial of shore leave consistently drags down morale. Without opportunities to step ashore, seafarers are left feeling trapped, with no respite from the physical and mental demands of shipboard life.

Connectivity as a right, not a privilege

If shore leave has historically been the foundation of welfare, connectivity is now its modern counterpart. Panelists agreed: denying crews reliable internet access is no longer acceptable.

Ian Stokes was unequivocal: “We wouldn’t work anywhere without Wi-Fi and connectivity. So why should they?” His organization, Stella Maris, often fills the gap by bringing mobile Wi-Fi units and SIM cards onboard to ensure seafarers can stay in touch with their families.

Connectivity is not just about personal contact. Telehealth services, online counseling, and virtual welfare support are increasingly lifelines for crews, particularly on remote voyages. David Parmeter emphasized that connectivity also has safety implications:

If you’re using technology in a constructive way, the workplace should be a safer place. We think it can improve the lives of seafarers.

For younger generations entering the workforce, constant connectivity is not an expectation but a given. Companies that fail to provide it risk being left behind in the battle for talent.

Seeing welfare as an investment

George Pitaoulis offered a business perspective that cut through the outdated notion of welfare as an expense:

Our crew is something we invest into. It’s not a cost center. It’s something we invest into.

As he explained, Nakilat employs seafarers from 41 different nationalities. While expectations may vary, certain fundamentals, such as shorter contracts, decent food, proper rest, and strong connectivity, are universal. By meeting these needs, Pitaoulis argued, companies not only improve morale but also strengthen commercial relationships.

“When a vessel goes into port, the charterer sees the vessel and her crew. Your crew becomes your ambassador. So, you want them to represent you in the best possible way.”

The commercial case is undeniable. Retention is cheaper than constant recruitment, and motivated seafarers are better representatives of their companies.

Balancing technology and human contact

While connectivity is essential, it cannot replace human connection. Panelists emphasized the importance of creating opportunities for seafarers to socialize with one another onboard. Some companies are investing in shared entertainment, such as streaming TV channels in common areas, to encourage crews to spend time together outside their cabins.

At the same time, welfare organizations remain critical. Their ship visits provide one-to-one support and advocacy, offering a human touch that technology cannot replicate.

Tim Springett dismissed the outdated idea that internet access increases isolation: “Not knowing what’s happening at home isn’t going to make you worry less about it. In fact, it makes you worry more.” But he also noted that employers must design ships and schedules in ways that support both digital and human forms of connection.

Looking ahead

The conversations at Crew Welfare Week underscored a simple truth: the industry is on a journey, but there is still a long way to go. Regulations like the MLC laid the foundation, but lasting progress requires embedding welfare into company culture, operational design, and commercial strategies.

Shore leave, mental health services, opportunities for social interaction, and—above all—reliable connectivity are not optional extras. They are essential elements of a sustainable shipping industry.

Neglecting them will not just harm seafarers; it will undermine the industry’s ability to recruit, retain, and operate safely. The future of global shipping depends on recognizing that welfare is not an afterthought, nor a regulatory burden, but the very backbone of a resilient workforce.

For today’s seafarers, welfare means dignity, respect, and the ability to remain connected to their lives ashore. And for shipping companies, it means understanding a simple equation: investing in welfare is investing in success.

Explore more by watching the video below