Henrik Jensen, the CEO of Danica Crewing Services, says we should avoid framing shipping as uniquely worse than other industries.
The recent warnings from the World Maritime University about a looming global seafarer crisis deserve serious attention. Surveys suggesting that up to half of seafarers may leave the industry within five years cannot be ignored.
But we must also be careful not to create a narrative that unintentionally paints shipping as uniquely worse than any other industry.
When we read that women seafarers score low on happiness, or that job satisfaction “plummets” for the 16–25 age group, the immediate reaction is concern. Taken in isolation, this is worrying but how does it compare? Are young people ashore more satisfied in their jobs? Are women in shore-based industries significantly happier than those at sea? Without that context, we simply don’t know.
A recent survey in Germany showed that around 50% of employees are unhappy with their jobs. If half of German seafarers express dissatisfaction, that does not make the situation acceptable, but it does suggest they are not uniquely worse off. Context matters. Without it, we risk creating a distorted picture in which shipping appears fundamentally worse than working in other sectors.
This is not an argument for complacency. There is clearly a need for improvement. At the same time, it’s unrealistic to believe that any industry can create a perfect workplace for everyone. That has not been achieved ashore or at sea. Despite this, there are many owners and employers who genuinely value their employees and invest in their wellbeing.
Another reason cited is that connectivity itself has become a problem. But suggesting that seafarers would be better off working in isolation is not the answer either. Stress from bad news, difficult conversations, and global uncertainty is part of modern life for everyone. Ship owners could address this by providing better staff support systems, stronger leadership, and a more understanding approach to mental health awareness.
What these surveys do show is that if even a small percentage of seafarers leave the industry, shipping faces serious issues. Many believe there are enough crew today. What is far less certain is whether there will be tomorrow. In my view, the shortage will soon become very real.
At Danica, we see crew shortage as a risk that must be managed and mitigated like any other operational or commercial risk. That means shipowners must develop long-term sourcing and recruitment strategies. It means widening recruitment beyond traditional labour pools and treating crewing not as a transactional function, but as a strategic one.
This is why we have built a strong international network in key seafaring hubs and expanded into new regions, most recently opening our office in Turkey and investing in crewing opportunities in Africa. Not simply to fill vacancies, but to help owners build resilient, diversified crewing pipelines for the future.
The maritime industry does need to address the challenges it faces but this must be a balanced approach. It’s right to say that conditions must improve and that poor practices must be addressed. I would add that retention and recruitment must also become strategic priorities.
Instead of reacting to alarming headlines that portray the shipping industry as being uniquely ‘bad’, the real challenge is not just recognising the problem but managing it with a realistic approach and longer-term thinking. The future crewing crisis will be addressed by treating seafarers not as commodities, statistics, or problems, but as the foundation on which the maritime industry is built.
