Throughout his career, Larry Gwee Guo Duan has believed that the maritime industry is strongest when every voice is heard.
As Assistant General Secretary, Singapore Maritime Officers’ Union (SMOU), he has spent years working alongside seafarers, employers, government agencies, and industry partners to strengthen one of Singapore’s greatest maritime strengths—its people. His work extends far beyond collective bargaining and negotiations. It is about building trust, fostering collaboration, supporting lifelong learning, and ensuring that seafarers remain at the heart of every conversation that shapes the future of the industry.
In a profession where those at sea often work quietly behind the scenes, Larry believes their contributions deserve not only recognition, but genuine representation. Whether advocating for better welfare, preparing maritime professionals for technological change, or strengthening partnerships across the industry, his approach is guided by one principle: meaningful progress begins by listening.
In this Seafarer Month feature, Larry shares his reflections on leadership, empathy, tripartism, the future maritime workforce, and why giving seafarers a genuine voice is essential to building a stronger, more resilient, and more sustainable maritime industry.
Some people measure a career by the ships they’ve commanded or the companies they’ve led. Yours has been measured by the people you’ve served. Looking back, what has that journey taught you about service, leadership, and the responsibility of giving seafarers a voice?
Looking back, this journey has taught me that service is not about position or title—it is about responsibility.
In the maritime industry, much of what seafarers contribute is not always visible to the public. They spend long periods away from home, work under demanding conditions, and carry the weight of global trade on their shoulders. Yet, very often, their voices are heard only when problems arise.
For me, leadership means listening before speaking, understanding before deciding, and standing up for people even when it is inconvenient. It also means recognising that every policy, convention, or Collective Bargaining Agreement (CBA) ultimately affects a real person and their family.
Giving seafarers a voice is not simply about representing their complaints. It is about ensuring that their dignity, welfare, aspirations, and future are considered in every conversation.
“Leadership means listening before speaking, understanding before deciding, and standing up for people even when it is inconvenient.”
This journey has taught me that trust is earned over time through consistency, sincerity, and the courage to speak up when it matters. It is also a principle that our tripartite system has long upheld and encouraged.
In your experience, what do seafarers wish shore management understood better about life at sea—and what do you think seafarers sometimes misunderstand about the realities and pressures faced ashore?
I believe many seafarers wish shore management understood that life at sea is not only physically demanding, but emotionally and mentally challenging as well. Being away from family, working across time zones, dealing with operational pressures, and sometimes feeling isolated can take a heavy toll. Decisions made ashore may appear straightforward on paper, but when implemented onboard, they can have very real consequences for workload, rest hours, morale, and safety.
At the same time, I also believe seafarers may not always fully appreciate the pressures faced ashore. Shore management must balance commercial demands, regulatory requirements, charterers’ expectations, port schedules, cost pressures, and manpower constraints. Many decisions are made not out of disregard for seafarers, but because the operating environment is increasingly complex.
The key is not to decide who has it harder. The key is to build greater empathy on both sides. When shore and sea understand each other better, trust grows stronger, communication becomes more honest, and solutions become more practical.
When seafarers speak honestly about their biggest concerns today, what is the one issue they believe the industry understands—but still hasn’t addressed effectively? Why do you think meaningful change has been so difficult?
One issue many seafarers feel the industry understands, yet has not fully addressed, is shore leave and meaningful access to welfare. Everyone recognises that shore leave is essential. It supports mental wellbeing, allows seafarers to rest, reconnect with family, attend to personal matters, and simply feel human again after long periods at sea. Yet in practice, operational constraints, port security, transport limitations, short turnaround times, and cost considerations often make it difficult.
The challenge is that welfare is frequently acknowledged in principle but treated as secondary when operational pressures intensify, as we saw during the COVID-19 pandemic. Meaningful change is difficult because the solution cannot rest with a single party. It requires coordinated effort from port authorities, employers, agents, unions, welfare organisations, and governments working across the global maritime ecosystem.
“What seafarers are asking for is not luxury, but fairness: practical access, dignity, and consideration.”
They are the people who keep global trade moving. If we truly recognise seafarers as essential workers, then their ability to rest and access basic welfare should be built into the system—not left to chance.
Much of your work involves bringing together people with very different priorities—workers, employers, government, and industry leaders. Has there been a negotiation or situation where you genuinely thought common ground was impossible—and what happened?
There have been moments where common ground felt almost impossible, especially during the COVID-19 pandemic, when global crew changes came to a standstill. Borders were closed, restrictions were tight, and every country understandably acted to protect its own people. Yet this also created a humanitarian challenge for thousands of seafarers who were unable to return home.
What no single country could solve became achievable through collective effort. Governments, unions, employers, and international partners worked together to align protocols, navigate restrictions, and gradually restore crew changes across borders.
“Trust built before a crisis becomes critical during a crisis.”
That experience reinforced an important lesson: when relationships are grounded in respect, people are more willing to listen, adapt, and find solutions together. Common ground is rarely immediate—but it can always be built through dialogue and a shared commitment to doing what is right.
Over the years, have you found that seafarers are becoming more willing to speak openly about their challenges, or do many still suffer in silence? What has changed—and what hasn’t?
I believe seafarers are becoming more willing to speak openly, but too many still suffer in silence.
Compared with the past, there is greater awareness today around mental health, fatigue, welfare, harassment, bullying, and career uncertainty. Younger seafarers are also more willing to ask questions and express their expectations. Digital communication has made it easier for them to seek advice or raise concerns.
However, some barriers remain. Many seafarers still worry that speaking up may affect their employment, reputation, or future opportunities. Some come from cultures where discussing personal struggles openly is uncommon, while others simply feel that nothing will change even if they speak.
This is why trust is so important. A union cannot simply wait for problems to be reported. We must create safe channels, build relationships, listen without judgement, and follow through when concerns are raised. Speaking up should never be seen as complaining—it should be seen as part of building a safer and better industry.
Many people only hear about unions during disputes or negotiations. In reality, much of your work happens long before problems arise. What does that unseen work look like—and why is it so important?
Many people associate unions with disputes, but much of our work takes place long before matters ever reach that stage.
The unseen work includes regular engagement with members, ship visits, building strong relationships with companies, staying attuned to evolving welfare concerns, and understanding industry shifts—particularly in areas such as decarbonisation and Artificial Intelligence. Equally important is maintaining close and meaningful relationships with our tripartite partners beyond formal engagements.
Prevention is always better than cure. When concerns are identified early, they can often be resolved before they escalate into disputes. When employers understand seafarers’ feedback early, policies can be adjusted in a timely and practical way. Likewise, when seafarers understand where the industry is heading, they are better prepared for what lies ahead.
Strong industrial relations are not built during conflict, but through continuous dialogue, mutual understanding, and trust.
Unions also play an important role in preparing members for the future through training, upskilling, welfare support, and career guidance. Much of this work is not always visible, but it is essential in keeping communication open, preventing misunderstandings, and ensuring that seafarers’ interests remain part of industry decision-making.
Singapore is recognised as one of the world’s leading maritime nations. Beyond its ports and infrastructure, what do you believe has been Singapore’s greatest strength in developing and supporting its maritime people?
Singapore’s greatest strength has always been its ability to bring people together with a shared sense of purpose.
Our port infrastructure, efficiency, and connectivity are recognised around the world, but behind that success is a strong culture of tripartism, where unions, employers, and government work together to solve problems pragmatically.
This approach has enabled Singapore to respond to industry changes without losing sight of its people. Whether the focus is on training, manpower development, welfare, productivity, or future skills, there is a willingness to sit down, discuss difficult issues, and work towards practical solutions.
Maritime is ultimately a people industry. Ships, ports, and technology are important, but it is people who operate, manage, maintain, and lead the sector.
Industry competitiveness and worker welfare are not opposing goals. When maritime professionals are trained, respected, and supported, the entire industry becomes stronger. The strength of our tripartite foundation is what keeps Maritime Singapore resilient, relevant, and future-ready.
The world around SMOU has changed enormously—new technologies, new generations, and new expectations. How has SMOU evolved its thinking, approach, and priorities to remain genuinely relevant to today’s maritime professionals?
SMOU has had to evolve because today’s maritime professional is very different from those of the past. Seafarers are navigating new technologies, tighter regulations, decarbonisation, digitalisation, changing family expectations, and increasingly complex career decisions. As such, our role can no longer be limited to traditional industrial relations alone.
While we remain committed to protecting our members’ rights and welfare, we also have a responsibility to prepare them for the future. This means placing greater emphasis on training, career development, mental wellbeing, financial resilience, and providing meaningful pathways for those who wish to transition ashore.
“Remaining relevant means being proactive, not reactive.”
It also requires us to communicate differently through more accessible platforms and by listening more closely to what younger maritime professionals value, while continuing to support our senior members.
Ultimately, the best welfare is a good and sustainable job.
Remaining relevant means understanding industry transformation early and ensuring that no seafarer is left behind. SMOU’s role is to be a bridge, helping our members overcome obstacles and move confidently towards the future of shipping. Our mission remains unchanged, but our approach must continue to evolve.
Imagine a young maritime professional joins SMOU today and remains a member for the next twenty years. What do you hope they will say the organisation helped them achieve—not just professionally, but personally?
If a young maritime professional joins SMOU today and remains with us for the next twenty years, I hope they will say that SMOU walked alongside them through every stage of their life and career—not only when they needed help, but also when they needed guidance, encouragement, training, or simply someone who understood their journey.
Professionally, I hope they will feel that SMOU supported their growth from a young officer finding their footing to becoming a confident maritime professional equipped with the skills, knowledge, and opportunities to succeed. Whether they continue sailing, transition ashore, or take on leadership roles, I hope SMOU has played a meaningful part in shaping that journey.
Personally, I hope they will say that SMOU gave them a true sense of belonging—that they were never alone in facing challenges and that their welfare genuinely mattered.
I always find it meaningful when members bring their families to SMOU events. It reflects the wider community we are building together.
Ultimately, I hope they feel proud to be part of SMOU and inspired to pay it forward by contributing to the next chapter of Singapore’s maritime story.
How do you think the definition of a successful maritime career has changed over the past two decades—and what does success look like for today’s generation of seafarers compared to those who came before them?
In the past, success in a maritime career was often measured by rank, years at sea, command experience, or the ability to provide for one’s family. These remain important, and we should continue to respect the sacrifices and achievements of earlier generations of seafarers.
Today, success has become broader. Younger maritime professionals still aspire to career progression, but they also place greater emphasis on work-life balance, mental wellbeing, family time, continuous learning, and the opportunity to contribute meaningfully to the world.
I hope that, with continued advancements in decarbonisation and technology, seafarers will increasingly see themselves not just as operators, but as active contributors to a more sustainable and responsible global industry.
“A successful maritime career is no longer a single, linear path. It is a journey with different stages, transitions, and opportunities to contribute.”
Our role is to support seafarers in building careers that are meaningful, sustainable, respected, and—most importantly—careers they can truly take pride in.
Technology and automation are reshaping maritime faster than most people anticipated. What is your biggest concern about how that transformation could go wrong for the very people it is supposed to benefit?
My biggest concern is that technology may be introduced faster than people are prepared for it.
Automation, digital systems, Artificial Intelligence, and new fuels have the potential to improve safety, efficiency, and create new career opportunities. However, if transformation is driven only by cost or productivity, without considering its human impact, then the very people it is meant to support may feel displaced or left behind.
Seafarers must never become an afterthought in technological change. They need training, time to adapt, clear communication, and confidence that their experience continues to be valued. While new systems may reduce certain tasks, they also create new responsibilities and new risks. If training does not keep pace, both safety and morale may be affected.
“Technology should empower maritime professionals—not make them feel irrelevant.”
The challenge is not technology itself. The challenge is ensuring that people are prepared for it. Seafarers should be part of the conversation from the beginning, not simply informed after decisions have already been made.
If a talented young Singaporean came to you genuinely uncertain about whether to pursue a maritime career, what would you want them to consider, understand, and perhaps even experience before making that decision?
If a young Singaporean came to me uncertain about pursuing a maritime career, I would first encourage them to understand the industry honestly.
Maritime is not always glamorous. Life at sea demands discipline, resilience, and adaptability. Time away from family and friends is a reality, and the working environment can be challenging. At the same time, it offers meaningful opportunities, particularly in Singapore, where there is strong demand for maritime talent.
Maritime also offers something few industries can: global exposure, significant responsibility at a young age, a strong technical foundation, and the opportunity to be part of an industry that quite literally keeps the world moving. Leadership is not learned from textbooks—it is developed through real experiences and the decisions made every day.
I would also reassure them that the Union will walk alongside them throughout this journey, offering guidance, support, and opportunities to grow.
Maritime is more than a job. It is a journey grounded in purpose for those who want to connect people, economies, and nations.
After years of sitting across the table from employers, governments, and industry bodies on behalf of seafarers, what is the one shift in how those relationships work that you believe would make the greatest difference to the people you represent?
The greatest shift would be ensuring that seafarers’ voices are included earlier in decision-making, rather than only after policies or operational changes have already been decided. Too often, the people most affected are consulted only when implementation challenges arise.
Whether we are discussing port operations, training requirements, new technologies, welfare access, or manpower policies, seafarers and their representatives should be part of the conversation from the outset. This does not mean every request can be accepted, but it does ensure that decisions are grounded in operational realities.
More recently, I saw this in action during the MLC Special Tripartite Committee 2025, where shipowners and seafarer representatives worked closely together on issues that truly matter to seafarers.
“Moving from consultation to genuine co-creation would make a meaningful difference.”
Early engagement builds trust, reduces misunderstandings, and creates shared ownership. Seafarers do not expect every problem to be solved overnight—but they do want to know that their experiences are recognised.
If you could change one misconception that people have about unions and the role they play in today’s maritime industry, what would it be—and why has that misconception been so difficult to correct?
One common misconception is that unions exist only to oppose employers or step in when conflicts arise.
In reality, the role of a modern union is far broader. While protecting workers’ rights and negotiating agreements remain important responsibilities, we also work closely with employers, government agencies, and industry partners to strengthen trust, improve welfare, support training, and ensure the long-term sustainability of the maritime workforce.
This misconception persists because disputes are far more visible than prevention. When disagreements occur, they attract attention. But when a union quietly resolves issues early, strengthens agreements, supports members, or contributes to policy discussions, that work often goes unseen.
“A strong union is not one that creates conflict, but one that gives workers a credible voice, builds constructive relationships, and helps the industry move forward without leaving people behind.”
In today’s maritime industry, unions are not simply problem-solvers—they are partners in shaping the future of work and creating shared value for employers, employees, and Singapore alike.
To conclude, we’d like to ask you to complete this sentence:
“No seafarer should ever feel __________________________.”
Invisible, unheard, or left behind in the industry they have helped to carry.
Every seafarer deserves to be treated with dignity, listened to with respect, and supported throughout every stage of their career. Their contributions extend far beyond the ships they serve on—they are essential to global trade, economic resilience, and the lives of millions of people around the world.
When seafarers feel valued, heard, and empowered, the entire maritime industry becomes stronger.
The maritime industry continues to evolve, shaped by new technologies, changing regulations, and an increasingly complex global environment. Yet, as this feature illustrates, progress is ultimately measured by how well we support the people behind every voyage.
Larry Gwee Guo Duan’s reflections reinforce the importance of trust, collaboration, and ensuring that seafarers have a meaningful voice in shaping the future of the industry. They remind us that lasting progress is built not only through innovation and policy, but through listening, understanding, and working together.
As the maritime community looks ahead, one message stands above all: when people remain at the heart of every decision, the industry moves forward together.
