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The state of mental health in maritime

Mental wellness involves maintaining a positive outlook, building meaningful relationships, managing stress effectively, and seeking support when needed—all essential for coping with the unique challenges of life at sea.

Awareness of mental health has grown significantly in recent years, evidenced by the widespread introduction of mental health hotlines, now considered industry standard. Yet, as Capt. Parani stressed, awareness alone is not enough:

What we still need is standardized mental health processes, applied consistently across the industry.

Pam Kern agreed, noting that while progress is evident, change at sea remains slower than onshore: “Leaders want to make change, but change is very hard—especially in maritime, because we’ve always done things in a certain way.” Stella Kiss added that while mental health is now firmly “on the map,” crews need more support in recognizing psychological red flags.

For Capt. Badri, the post-COVID era marks a turning point, yet little has changed in practice: “The main framework is still the regulation on hours of work and rest, which everyone knows is inadequate. This deserves deeper discussion.”

Rob Gale reminded the audience of a critical perspective:

We always need to remind ourselves of the voice of the seafarer—how do they feel as an individual? Do they feel isolated?

Fatigue and the impact of sleep

Research at the World Maritime University has shown the severe consequences of chronic sleep deprivation at sea, linking limited rest to both physical and mental health risks.

Drawing on his research, Capt. Badri explained:

At sea, eight hours of sleep is unrealistic. Studies show seafarers average only four hours per day—sometimes for months on end. Over time, this destroys people. The real question is: why is this happening—and who is allowing it?

Captain Badri questioned why, despite being a highly educated industry, meaningful change has not been initiated to improve seafarers’ conditions. He pointed to the paradox of shipping, where practices like registering vessels under “flags of convenience” allow shipowners to bypass stricter regulations and reduce costs. This often results in minimal manning levels, heavier workloads, and inadequate rest for crew.

He shared an example from his own experience: when an electrician was removed from his ship, the workload was simply shifted to another officer, increasing fatigue. Shore leave, which could provide essential relief, is also limited by regulatory gaps and administrative barriers, leaving seafarers with little opportunity to recover.

Capt. Badri argued that these interconnected issues—weak regulations, cost-cutting practices, and disregard for crew welfare—continue to leave seafarers suffering, despite broad awareness of the problem.

“Maritime has charities to help support this profession, but in other industries you don’t see that. So, it begs the question—why? It’s about value. The more we elevate the value of the seafarer, considering that they transport 80 to 90% of the world’s goods, the more we see the disparity: their value does not equate to their contribution. There’s a gap, and it’s important to close it by raising their value. Once we bring their value up, the resources will follow,” he concluded.

Why leadership is vital

According to Capt. Parani, leadership at sea directly influences both safety and wellbeing. Yet leadership training is often ad hoc, limited to one-off courses rarely reinforced in practice. True leadership, he argued, must be lived daily—from company offices through shipmasters and crews. Effective leaders not only set the right tone but also address practical needs, such as manning and living conditions. When leaders show genuine care, morale and performance rise; when they fail, negativity spreads.

Pam Kern echoed this:

Everyone knows when the good captain is coming onboard—and the disembarkation date of the bad one. The captain shapes the environment.

While captains are thoroughly trained in technical skills—like navigation, safety, and regulations—they often receive little or no formal training in leadership, communication, or emotional intelligence, Pam Kern commented and said that if maritime schools don’t prioritize “soft skills” such as managing people, supporting crew, and fostering wellbeing, then effective leadership is left to chance.

She further explained leadership is not just about authority—it’s about the captain’s capacity to connect with and support the crew. Research supports this view, showing that transformational and responsible leadership improves seafarers’ wellbeing and, in turn, benefits the company’s performance

Stella Kiss added:

A good captain creates a safe psychosocial environment on board—because the ship is both workplace and home.

But too often, she warned, leadership style is shaped by personal experience rather than formal training. Poor leadership can spread “like an infection,” undermining morale, wellbeing, and ultimately the captain’s own authority.

She emphasized that captains should be not only leaders but also teachers and mentors, supporting mental health alongside operational duties. Yet in many cases, as long as the cargo is delivered and the voyage completed, crew welfare is overlooked.

Leadership at sea is not just about moving a ship from point A to point B. It is about shaping the daily lives, morale, and mental health of the people onboard. Strong, compassionate leadership is essential if the maritime industry is to match its awareness of mental wellbeing with meaningful action.

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