The Social Dimension: Industry action for crew welfare and resilience

While safety and welfare are widely acknowledged, they are often inconsistently measured and weakly linked to financial and operational outcomes. In its revised strategy, SSI emphasizes the need to close this gap by strengthening how “people risk” is assessed, compared, and acted upon across vessels and asset lifecycles.

This disconnect is no longer sustainable. As regulatory frameworks evolve, the integration of social factors into business strategy is becoming a requirement rather than a choice. VIKAND highlights that seafarer wellbeing is now a key element of the double materiality assessment mandated by the Corporate Sustainability Reporting Directive (CSRD).

In parallel, the Corporate Sustainability Due Diligence Directive (CSDDD) reinforces the obligation for companies to address human rights and social impacts across their value chains. Together, these frameworks are reshaping maritime priorities, placing crew welfare and human sustainability at the core of ESG strategies.

Welfare under pressure: Geopolitics and mental health

Recent geopolitical developments have underscored the fragility of seafarer welfare. In the Strait of Hormuz, ongoing tensions have left approximately 20,000 seafarers affected by restricted movement, heightened security risks, and operational disruptions. Although assurances for safe passage exist, transit remains tightly controlled, prolonging uncertainty for crews.

This environment has intensified mental health challenges. Reports indicate that prolonged exposure to high-risk conditions, combined with limited mobility and safety concerns, has led to significant psychological strain. The situation echoes the pressures experienced during the COVID-19 crew change crisis, albeit on a smaller scale.

Defining social sustainability onboard

Addressing social sustainability requires a structured approach to the factors that shape seafarers’ daily lives. Physical wellbeing, mental health, and access to healthcare are central components. Industry guidance increasingly points to practical measures.

Regular mental wellness checks, targeted training, and awareness programs can help identify and manage challenges early. Equally important are onboard conditions: food quality, rest, and opportunities for social interaction directly influence both physical and psychological health.

Creating a supportive onboard culture – where crews feel connected and valued – has been shown to improve morale, retention, and safety outcomes. These measures are not only ethical imperatives but also align with regulatory expectations under CSRD, reinforcing the link between social responsibility and compliance.

Human rights at sea: A governance challenge

Human rights remain a critical – and often complex – dimension of maritime ESG. Seafarers, port workers, and subcontracted crews frequently operate across jurisdictions, where uneven enforcement can expose them to significant risks.

As emphasized by organizations such as Human Rights at Sea, the rights set out in the Universal Declaration of Human Rights must apply equally at sea. Awareness, education, and access to remedies are essential to ensure accountability.

Several organizations are actively working to address these challenges, including the International Transport Workers’ Federation (ITF), the Institute for Human Rights and Business (IHRB), and the Global Maritime Forum (GMF). Their initiatives range from policy advocacy to the development of industry standards and codes of conduct.

Each year, IHRB’s “Top 10 Business and Human Rights Issues” highlights emerging pressure points. According to IHRB, companies are currently facing a complex landscape marked by geopolitical instability, regulatory fragmentation, and a growing backlash against ESG commitments. At the same time, public expectations are rising, with the vast majority of stakeholders continuing to demand action on sustainability and ethical business conduct.

Crew abandonment: A persistent systemic failure

Despite regulatory progress, crew abandonment remains one of the most severe human rights challenges in shipping. Abandoned seafarers are often left stranded without wages, food, or medical care, relying on charities for survival.

According to ITF, more than 2,280 seafarers were abandoned across 222 vessels in the first half of 2025 alone, with $13.1 million in unpaid wages; a 30% increase year-on-year. The ITF has repeatedly stressed that weak enforcement by flag and port States, insufficient insurance coverage, and lack of accountability among shipowners are key drivers of the problem.

Recent amendments to the Maritime Labour Convention, effective in December 2024, further reinforce protections for abandoned seafarers. mHowever, as ILO data indicates, the persistence of abandonment cases highlights ongoing gaps in enforcement and accountability.

Governance as the driver of welfare outcomes

A joint report by SSI and IHRB Institute, titled ‘’Delivering on Seafarers’ Rights 2025 Progress Report’’, provides critical insight into the relationship between governance and welfare outcomes.

Drawing on data from 710 companies and more than 13,000 vessels, the report found that welfare outcomes improve significantly when responsibilities are clearly defined and embedded into commercial decision-making. Conversely, when accountability is fragmented, the cost is borne by seafarers.

“Outcomes improve when welfare is embedded into commercial decision-making. When it is not, the cost is borne by seafarers. Closing this gap now requires coordinated action across the value chain,” said Ellie Besley-Gould, CEO, SSI

The report highlighted several key trends, including a strong link between seafarer welfare, safety, and operational resilience, with fatigue and stress posing direct risks to safe shipping. It identified improved outcomes where expectations and accountability are clearly defined, particularly in areas such as safe manning and medical care, while pointing to persistent gaps in connectivity, family support, and recruitment practices.

Furthermore, it revealed wide variation in welfare performance between vessels, even within the same company, underscoring inconsistencies in implementation. “We continue to work for improved seafarer rights and welfare through the Code of Conduct and collective action,” noted Francesca Fairbairn, Oceans Programme Manager, IHRB.

At the same time, the SEAFiT Crew Survey further underscored these pressures, with the 2025 SEAFiT Index falling to 70.1%, down from 72.5% in 2024, indicating a decline in overall wellbeing.

Human sustainability as a strategic imperative

The concept of human sustainability is gaining traction across the maritime sector. As the Global Maritime Forum has stated, “There is humanity in taking care of people and profitability in doing it wisely,” highlighting the direct link between workforce wellbeing and long-term business performance.

Historically, maritime sustainability has focused heavily on environmental issues, often overlooking the human dimension. However, the COVID-19 pandemic marked a turning point, exposing systemic vulnerabilities in crew welfare and accelerating the integration of social considerations into sustainability strategies and several industry initiatives reflect this shift.

A collective call to action

The path forward requires coordinated action across the maritime value chain. Shipowners, charterers, cargo owners, regulators, and service providers all play a role in shaping welfare outcomes.

The priorities are clear:

• Eliminate recruitment fees and exploitative practices
• Protect shore leave and mobility rights
• Ensure safe manning and adequate rest
• Provide reliable onboard connectivity
• Support seafarers’ families
• Strengthen enforcement of existing regulations

Ultimately, the social dimension of ESG is about delivering tangible improvements in the daily lives of seafarers. Policies and commitments must translate into measurable outcomes onboard.