Media Release Articles

As the pace of decarbonisation and technological advancements accelerates, the maritime industry finds itself at a turning point. To meet the demands of a rapidly transforming world, upgrading ships and infrastructure is only half the story. The evolution of human capital to meet these changing needs is the oft-unspoken half that is gaining traction and attention. For leaders in the maritime industry, it is becoming clear that the success of our energy transition hinges on the recruitment, retention, and upskilling of both onshore and offshore personnel.

At the Singapore Maritime Week (SMW) 2025 Maritime Manpower Forum, industry leaders underscored the importance of preparing the maritime workforce to manage the twin challenges of adopting alternative fuels and integrating artificial intelligence (AI) into operations. This evolution will not only shape the future of shipping but also drive broader global transformations. Four key areas emerged from the discussions: training for alternative fuels, preparing manpower for AI, addressing the global talent crunch, and fostering a culture of innovation within organisations.

Alternative Fuels: The Need for Global Training Efforts

Shipping connects the world’s economies, making the impact of maritime decarbonisation felt across multiple industries. Regardless of which alternative fuels become dominant in the future, their adoption will fundamentally alter ship operations, requiring maritime professionals to learn new processes and safety protocols. The shift is not just about fuel—it’s about preparing people to operate a new generation of vessels.

As new fuels enter the market, the maritime workforce—both onshore and offshore—will need comprehensive training to ensure safe and efficient operations. Experts estimate that over 800,000 maritime personnel will need retraining in the next few years to meet the growing demand for skilled operators of green-fuel vessels.

Guy Platten, Secretary General of the International Chamber of Shipping, acknowledged this challenge at Singapore Maritime Week 2025, but urged the industry to see it as a chance for progress. “Some say up to 800,000 people will need training in the coming years. But we should see this as an opportunity, not as a problem.” He also stressed the urgency of action, noting, “Now is the time to act. We must upskill our workers to face the future, and we must invest in alternative fuels to make them viable.”

By positioning training as a strategic imperative, the maritime sector can future-proof itself while contributing to a more sustainable global economy.

Preparing Maritime Manpower for the AI Revolution

Artificial intelligence is already transforming industries, and maritime is no exception. The industry is currently navigating the generative AI phase. Still, the next wave of Agentic AI is already set to usher in a paradigm shift that will radically alter how work is done across the sector, and the world.

What is Agentic AI?

Unlike generative AI, which generates content or suggestions, Agentic AI goes a step further by autonomously acting on behalf of users. It performs complex tasks, initiates actions, and makes decisions in real-time, amplifying operational efficiency and freeing up human talent for higher-order thinking. Marco Maimone, Head of Innovation at Microsoft ASEAN, described this shift succinctly: “I believe that Agentic AI is the quantum shift that will trigger organisations to change a lot of the processes that they currently use.”

AI as Augmenter, Not a Replacement

AI will not replace humans in the maritime industry. Instead, it will augment crews and shore-side teams, enhancing their decision-making capabilities and improving safety.

AI empowers crew to concentrate on advanced cognitive tasks like strategic decisions (analyzing AI insights for navigation, route optimization, efficiency), complex troubleshooting (using AI diagnostics), safety oversight (supervising autonomous systems, intervening in critical situations), crew coordination, innovation (leveraging AI for improvements), human interaction, and environmental stewardship (implementing sustainability, overseeing AI monitoring, responding to incidents).

However, as AI becomes an integral part of maritime operations, organisations must ensure that employees know how to work alongside these systems without being afraid of it.

Mark O’Neil, CEO of Columbia Group, echoed this sentiment: “We have to educate our people on how to use AI responsibly and encourage them to use it without fear that they are going to be replaced by it.” AI should be seen as an enabler, not a threat—one that augments human capabilities rather than diminishing them.

Upskilling and Mindset Shifts

Training maritime personnel to communicate effectively with AI systems is essential for maximising efficiency. This involves teaching employees how to ask the right questions, interpret AI-generated insights, and act on them appropriately. Marco Maimone stressed the importance of investing in AI literacy: “Investing in the skilling of your people, and their ability to interact with AI, is key. AI will permeate every facet of what we do, so it is critical to be able to harness and instruct this AI.”

Adapting to AI is not just a technical challenge—it’s a mindset shift. As Mark O’Neil highlighted, “In maritime, our people need to be on the wave of change, and possess a project-led, can-do attitude. In that environment, AI will fall on a very fertile field.” Staying nimble and embracing continuous learning are critical for organisations seeking to stay ahead of technological disruption.

The Economics of Talent: A Global Contest for Maritime Manpower

Globally, a growing shortage of maritime talent makes it harder to find suitable personnel to fill key roles. This shortage is not confined to one region but is a global challenge that affects both developed and developing nations.

In developed countries, ageing population are shrinking the available talent pool, making recruiting and retaining maritime professionals harder. While automation and AI can offset some of these demographic challenges, human oversight and expertise remain essential in maritime operations.

Flexible Manpower Models & Strategic Government Policy

To address these challenges, maritime companies are shifting to a more project-based approach to talent management. Hiring models are becoming more flexible, allowing companies to scale their workforce based on evolving project needs. Jotaro Tamura, Managing Director of MOL, noted, “The fundamentals of shipping are global and dynamic. Dynamic is what defines our approach to manpower. It is more project-led.”

Good government policies can also play a pivotal role in addressing the talent crunch. A prime example is MOL, which shifted its headquarters to Singapore in 2012. Thanks to Singapore’s progressive manpower policies, MOL has been able to tap into a diverse, highly skilled workforce. Tamura remarked, “What MOL has done is to shift headquarters function to Singapore, and there’s a reason to do that: The talents that Singapore can provide to our industry. Singapore understands shipping, and there are a lot of policies and actions that have led to the success of shipping here. So it is a win-win situation for us.”

Building a Company Culture for Transformation

At the crossroads of decarbonisation and digital transformation, company culture plays a critical role in ensuring the successful adoption of new technologies and operational processes. Without a supportive culture, even the most advanced technologies can fail to deliver their intended benefits.

Encouraging Innovation and Job Redesign

Companies need to consider driving innovation from the ground up. Dedicating a portion of their employees’ time to rethinking how their roles can be done differently is one good way to do this. Marco Maimone underscored this point: “Having a part of your employee’s workday dedicated to doing their jobs differently is important. Collecting those ideas, then investing in them, will be the catalyst to bring companies forward.” Encouraging employees to explore innovative approaches and experiment with new workflows fosters a culture of continuous improvement.

A culture that embraces failing fast and learning quickly is key to thriving in a rapidly evolving industry. Max Lim, Managing Director at DBS Bank, highlighted how this shift in mindset helped DBS transform its operations: “We focused on changing the risk-averse mindset to get our team members to change the way we did things. Allowing them to fail fast, and learning how to build guardrails for that as well.” Employees who are empowered to take calculated risks are more likely to innovate and drive organisational transformation.

AI and Employee Experience: A Thoughtful Approach

The integration of Artificial Intelligence (AI) into the maritime industry presents a transformative opportunity to enhance operational efficiency and innovation. However, the successful adoption of AI requires a deliberate focus on its impact on employees. As Max Lim, Managing Director at DBS Bank, aptly noted, “When people talk about AI, they talk about efficiency and productivity. But it is also important to set out what it means for the employees and what they should be getting out of using this technology.” This insight underscores the necessity of aligning AI implementation with the needs and expectations of the workforce to ensure a harmonious and productive transition.

To fully harness the advantages of AI, investing in comprehensive training programs is essential. These programs should focus on equipping employees with the skills necessary to effectively interact with AI systems, interpret AI-generated insights, and apply them in their daily tasks. Such initiatives not only enhance technical proficiency but also empower employees, reducing resistance to change. As noted by Marco Maimone, Head of Innovation at Microsoft ASEAN, “Investing in the skilling of your people, and their ability to interact with AI, is key. AI will permeate every facet of what we do, so it is critical to be able to harness and instruct this AI.”

Future-Proofing Maritime Manpower

The maritime industry's future rests not only on cleaner fuels and more innovative technologies but also on the people navigating these changes. As the industry embraces alternative fuels, integrates AI, and navigates the evolving talent landscape, investing in developing a skilled, adaptable workforce is critical.

Guy Platten captured the essence of this challenge, stating, “We stand at a crossroads right now, of digitisation and decarbonisation.” By viewing these challenges as opportunities, maritime companies can future-proof their operations and play a pivotal role in shaping the global energy transition. An empowered, skilled, and culturally aligned workforce will be the true driver of sustainable progress in the maritime industry.