Raal Harris, Chief Creative Officer at OCEAN Technologies Group, was a moderator on the “Moving the World’s Energy” panel at the Emirates Shipping Congress on 6th May. He shares his perspective on human capital management below.

In maritime, the phrase “our people are our greatest asset” is often heard but too rarely does it translate into meaningful action. We stand at a pivotal moment, at a time of significant change in which the twin challenges of digitalisation and decarbonisation, along with the accompanying shifts in regulation, have intensified pressures on ship operators.

Moreover, long-standing issues such as safety, compliance, charterer demands, and a shortage of well-trained, experienced crew have not gone away. These too are changing, becoming more complex in a world where the global order continues to shift beneath our feet.

Amidst all this complexity, our maritime professionals, both at sea and ashore, remain central to our success.

Why then, do we so frequently see people as an OPEX cost on the balance sheet and not an investment that contributes directly to the profitability of our bottom line?

Human Capital Management (HCM) offers a strategic approach that instead of treating people as a cost to control, views them as strategic assets to develop, support, and retain over the long term.

A Strategy Across the Maritime Value Chain

HCM brings together all aspects of workforce management: recruitment, onboarding, development, performance, and retention. But what sets it apart is the way these elements are connected.

Each area influences the others. HCM encourages a combined strategy, supported by data, that connects these moving parts to deliver better outcomes across the board.

Ship operators face real human capital challenges. The global shortage of qualified seafarers is at a 17-year high. Competition for top talent is fierce, and younger generations with the skills and aptitude needed are increasingly hesitant to pursue careers at sea.

Shoreside roles are also under pressure. Fleet operations require increasingly specialised skills and experience that is in short supply. When experienced personnel leave, they take critical knowledge with them. Replacing them is neither quick nor easy.

Why Investment Matters

Just as physical capital depreciates without care, human capital also deteriorates when neglected. Investing in people through well-designed onboarding, targeted development, and opportunities for career progression doesn’t just improve morale, they deliver real returns in performance across safety, compliance, efficiency, and reputation.

This is especially true in training. With new fuels, automation, and regulations reshaping how ships operate, seafarers and support staff alike must adapt fast.

A strong HCM approach allows training to be personalised, continuous, and aligned with business goals. It shifts training from a box-ticking exercise to a tool that helps people contribute to the metrics that matter most.

From Data to Decisions

Of course, that also means having a tangible means to measure your return on investment. One of HCM’s most powerful enablers is data. By breaking down silos and unifying information across HR, training, and operations, companies can make better workforce decisions.

By connecting the dots between human and vessel performance, it becomes far easier to see opportunities to improve and where investment is needed to achieve results.

Modern software ecosystems make it possible to align crewing, competency, and compliance strategies, ensuring the right people are in the right roles — and that gaps are identified and addressed proactively.

Culture Counts

A successful HCM strategy is rooted not just in systems and processes, but in values. Culture plays a critical role in engaging employees, building trust, and aligning behaviour with company goals. Retention, ultimately, is the clearest sign of whether an HCM strategy is working. If people feel valued, supported, and given opportunities to grow, they stay and they perform.

The Bottom Line

The maritime industry can no longer afford to treat people as an afterthought. Safety, performance, and sustainability all depend on the quality and commitment of the individuals who operate, maintain, and manage vessels.

Human Capital Management provides a blueprint for investing in those individuals not as a cost, but as the engine of long-term success. For ship operators ready to take a more holistic, strategic approach to their workforce, HCM is not just the future of crewing – it’s the future of maritime.