A year of progress, setbacks, and growing divides
By Steven Jones
Over 2024, the Seafarers Happiness Index revealed a rather mixed set of emotions and experiences at sea. On a positive note, the first three quarters of the year saw a steady rise in happiness levels, peaking at an impressive 7.16 in Q3. However, this upward trend did not last, with Q4 bringing a sharp decline to 6.91 – a steady ascent followed by a steep fall, heightened by challenges that included rising workloads, crew shortages, and difficult port experiences. This shift symbolises the volatility seafarers face in their working conditions and welfare – and serves as a reminder of how fragile improvements to wellbeing can be.
As we reflect on last year, 2024 brought both progress and ongoing challenges for seafarers. On the upside, seafarers spoke of a number of positive aspects which need to be built upon. The happiest seafarers enjoyed financial security, proving that it resonates well when employers pay the expected amounts on time. Conversely, when payments are missed, or when there are spurious charges made against salaries, then this is, hardly surprisingly, a cause of immense frustration.
We heard from seafarers who really do feel a strong sense of job satisfaction and who have careers that they are excited to be progressing in. The happiest seafarers were those who felt they were on a good pathway, supported by their companies in their aspirations.
Such seafarers also tended to speak in strongly positive terms about the interactions they have on board, and the value of strong, committed and calm leadership. As an aside, this issue of ‘calm’ came up a number of times, which suggests serving on vessels which are led with certainty, fairness and consistency fosters a sense of security and wellbeing among crew members. Indeed, seafarers repeatedly highlight the importance of leaders who remain composed under pressure, handle challenges with a steady hand, and treat their teams with respect. This calm and fair approach not only improves daily operations but also enhances morale, reduces stress, and creates a more cohesive and resilient crew. In such environments, seafarers feel more confident in their roles, trust their leaders to guide them through difficulties, and are more likely to perform at their best.
Another upside: we heard again in 2024 about connectivity improvements, although these came with certain caveats about performance, real conditions, and consistent access. Seafarers spoke of being granted generous data allowances, but in reality when they came to try and use them, often bandwidth was an issue.
More work to do
Familiar challenges persisted, and even worsened as the year progressed. Long working hours, fatigue, inadequate rest, poor living conditions, and stagnant wages remained significant sources of dissatisfaction.
In some cases, poor management and limited shore leave exacerbated the struggles, creating a tough and demoralising environment for many seafarers. Moreover, a divide between well-managed vessels and those operating with substandard conditions became more apparent, creating a two-tier industry.
On one side sit vessels with good connectivity, appropriate manning levels, fair pay, and regular shore leave, creating an environment where seafarers felt respected and supported.
On the flip side, those working for ‘bad owners’ revealed a far darker reality: seafarers facing limited or expensive connectivity, skeletal crew levels, poor living conditions, and scarce training opportunities.
This divide also highlighted the underreporting of working hours – a persistent issue driven by fear of punishment and operational pressures. The lack of transparency in work-hour reporting continues to impact safety and mental health, perpetuating a dangerous cycle that must be addressed with better mechanisms that encourage honesty without fear of repercussions.
Technology and emerging risks
Technology, often seen as a solution to many industry challenges, proved a double-edged sword in the responses in 2024. The push toward remote operations raised concerns about safety, accountability, and the future of maritime careers. There were some respondents who feel increasingly concerned about the future and what changes will mean for them. This sentiment was prevalent among 25-35-year-old seafarers.
Furthermore, the elimination of certain crew positions, such as 4th Engineer and Electrician, further reduced onboard crew sizes, increasing workloads and diminishing opportunities for mentorship and knowledge transfer. There is a sense that cuts to crew sizes are being made ahead of the capabilities of technology to make up the shortfall in resources. This makes the issue of workload even harder to manage.
There was also much uncertainty in 2024 as Houthi forces targeted vessels, although there was an unexpected silver lining to this. We heard from multiple respondents that the rerouting of vessels due to Red Sea security concerns led to longer voyages, which allowed for more social activities, better crew relationships, and enhanced training opportunities. This clearly illustrates the positive outcomes that emerge when seafarers are given the time and space they need to thrive. There was a strong sense that the extra time at sea made for a more conducive atmosphere, with some opportunities to rest and also enjoy activities such as barbecues and sports.
As hostilities ease and a return to Red Sea routing appears imminent, this brief respite seems to be coming to an end. Hopefully some lessons can be learned and applied going forward.
Port treatment and persistent problems
A significant theme throughout 2024 was the treatment of seafarers in ports, where small indignities often added up to profound frustration and demoralisation. Stories of unwelcoming environments, denial of shore access, and rude or neglectful port personnel were common.
Seafarers frequently faced bureaucratic barriers, long waits, and logistical challenges that made shore leave difficult, expensive, or even impossible. The issue was further exacerbated by poor policies and disjointed port management. In many ports, access gates remained closed, forcing seafarers to use inconvenient and time-consuming routes, sending a powerful message about how little their wellbeing was prioritised.
Seafarers also raised concerns about the blatant lack of respect shown by port gate personnel. There seems to be a glaring disconnect between some port managers and the needs of a key stakeholder: seafarers.
As we head into 2025, there are many opportunities to improve the life and experiences of seafarers. It is clear from the year past that improving transparency in working hours, ensuring fair treatment in ports, and addressing the growing divide between well-supported and poorly managed vessels are all pressing issues.
Additionally, automation and technological advances must be carefully balanced with the wellbeing of seafarers, and the industry must do more to address the training gap for future fuels and new technologies.
Ultimately, seafarer happiness depends on creating an environment where all seafarers feel valued and supported.
Steven Jones is the founder of the Seafarers Happiness Index.
