Amid rising pay and shrinking shore leave, industry leaders tell Splash what it really takes to keep crews loyal Retention has quietly become one of shipping’s biggest business headaches. Global pay packets may have risen across most ranks this year, but the data tells a starker story — only four in ten shipmanagers report any improvement in keeping crew. Wages are up, yet the exodus continues. At the heart of the problem is a changing value equation. For a new generation of officers and ratings, loyalty no longer comes from a payslip — it comes from being seen, supported and connected. “The salary and benefits of seafarers have been stagnant for the last two decades,” says Chirag Bhari from the charity ISWAN. “You rarely find people from big cities joining merchant shipping now — there are too many other options. But there’s still real passion among young people. We need to tap into that and give them opportunities.” That optimism collides with tougher realities at sea. Tim Hill, CEO of Stella Maris, says the long shadow of covid-era practices remains. “Extended contracts, lack of shore leave and insufficient rest are still pressing issues,” he says. “As economies improve in traditional seafaring nations, the financial appeal of working at sea will fade. Quality of life will matter more.” Peter Rouch, secretary general of The Mission to Seafarers, has seen the same pattern. “Pay alone is far from the only factor,” he says. “Minimum crewing used as default, more admin, and the near-disappearance of shore leave — it’s a recipe for fatigue. Most seafarers I speak to say they joined for financial necessity, not pride. And many aspire to move ashore as soon as they can.” The message is strikingly consistent. Money still matters — but it’s not the glue that keeps people at sea. “Seafarers want conditions that demonstrate respect,” says Oren Saar, CEO of agri-tech firm Agwa. “Healthy food, reliable connectivity, fair time off. Without those, pay rises won’t retain talent.” You can’t expect 21st century talent to accept 20th century conditions Marlon Roño at Magsaysay agrees flexibility now counts more than ever: “Young people want shorter contracts and competitive salaries. That combination is what will keep them interested.” Even the basics, some argue, aren’t universal. “Fast crew internet still isn’t installed by some owners, even though it’s far cheaper now,” notes Lars Gruenitz of Norstar Ship Management. For Captain Tanuj Balani of Stag Marine, the gap between expectation and reality is widening. “We can’t compete on wages alone,” he says. “We have to focus on career continuity, mental health, fair rotation and family inclusion.” That sense of mismatch runs through the sector. Ryan Kumar of Singapore-based Direct Search Global puts it succinctly: “You can’t expect 21st century talent to accept 20th century conditions. Shipping is still built on a model from another era. Isolation, fatigue, months away from family — that’s a hard sell when other industries offer flexibility, wellness and clear growth paths.” His verdict: “It’s not about hardship as a badge of honour. Resilience doesn’t mean neglect. The best companies will treat seafarers not as a cost centre but as their competitive edge.” Pressure points While cultural change is vital, practical fixes still count. Vikrant Gusain, CEO of shipmanager Dockendale, says retention is being undermined by “budget constraints from owners, excessive reporting and zero tolerance for error.” Add d