A NOTE FROM THE EDITOR

Welfare looks good on paper. A welfare policy can be carefully written. A support system can be put in place. A company can provide training, counselling and channels for raising concerns. But the real test of welfare does not happen on paper. It happens at sea. It happens when a seafarer finishes a demanding watch and needs to recover. When someone is carrying a concern but is unsure whether to speak. When asking for help feels more difficult than simply carrying on.

As the IMO’s 2026 World Maritime Day theme, “From Policy to Practice – Powering Maritime Excellence,” reminds us, standards matter most when they translate into real outcomes for the people working at sea. The IMO has emphasised that seafarers must remain at the centre of implementation.

“Seafarers come first. Always.”
— Arsenio Dominguez, Secretary-General, International Maritime Organization

 

That raises a simple but important question: Are we measuring welfare by what organisations provide, or by what seafarers actually experience? Because people do not experience policies. They experience working days, relationships, workloads, rest, conversations and the moments when they need someone to listen.

Recent 2026 welfare research points to this gap between organisational provision and lived experience. It does not represent the entire global fleet, but it offers an important reminder that having a system in place is only the beginning. This month, we look at that space between what welfare promises and what people experience—from fatigue and isolation to speaking up, trust, leadership and culture. Because perhaps the real measure of welfare is not simply whether support exists. It is whether a seafarer can feel it when they need it most.

Warm Regards,
Ms. Suganya Selvaraj
Marketing & Communications Manager
Strive High Pte. Ltd.

If welfare is about the experience of the person onboard, then we need to look beyond the policy and into everyday life at sea. Because sometimes, everything can look right on paper—and still feel very different onboard.

WHEN WELFARE LOOKS GOOD ON PAPER

The vessel is running as planned. The watch changes on time, procedures are followed and the welfare systems are in place. From the outside, everything may appear to be working exactly as it should. But ask the person finishing a demanding watch how supported they actually feel, and the answer may be different. A company can have a welfare policy, counselling services, grievance procedures and wellbeing training. These systems matter. But they only become meaningful when they reach the person who needs them—and when that person feels able to use them.

The latest 2026 seafarer welfare research highlights this distinction. Among participating companies, welfare practices showed progress across several areas, while separate feedback from seafarers continued to identify gaps around crewing, fatigue, psychological safety and access to support. The datasets are not representative of the entire global fleet, but they raise an important question: are we measuring welfare by what is provided, or by what people experience?

“The true value of these instruments is realized only when they are effectively applied, delivering practical benefits on board ships.”
— International Maritime Organization

 

The same principle applies to welfare. A policy can say that wellbeing matters. A reporting channel can exist. A support service can be available. Yet the real experience depends on what happens when a seafarer is tired, worried, isolated or simply having a difficult day. They experience welfare through the time they have to recover, the way their concerns are received, the behaviour of their leaders and the trust they have in the people around them.

That is why the question “Do we have a welfare system?” is only the starting point.

The more meaningful question is:

“What difference does that system make to the person onboard?”

Because a welfare system is not truly tested when everything is going well. It is tested when someone needs it. And one of the clearest places where the difference between provision and experience begins to show is fatigue. A seafarer may still be working, responding and getting the job done—while quietly running out of the capacity needed to do it well.

THE FATIGUE NOBODY SEES

The watch ends, but the day does not always end with it. There may be paperwork waiting, a maintenance task to finish or another responsibility that cannot simply be postponed. Eventually, a seafarer gets time to rest. On paper, the schedule may look manageable. But the human body does not always recover according to a timetable.

Fatigue can build quietly. Concentration becomes harder, reactions slow and patience becomes thinner. A person may still complete every task expected of them while having less mental capacity to notice something unusual, question an assumption or respond calmly under pressure.

That is what makes fatigue so difficult to see. It does not always look like someone falling asleep. Sometimes it looks like someone who is still functioning, but not functioning at their best.

The IMO recognises fatigue as an important occupational health and safety issue and has guidance addressing its effects on alertness, concentration, decision-making and performance. Its current work also includes examining the relationship between fatigue, workload, crewing and hours of work and rest.

“Rest means rest, not substituting a different form of work.”
— IMO Guidelines on Fatigue

 

Recent 2026 welfare research adds another dimension. Among participating companies, crewing recorded 88% attainment, yet only 49% of surveyed seafarers said there had been enough crew during their most recent contract to work safely without excessive fatigue or breaches of rest hours. The datasets are separate and are not representative of the entire global fleet, but the contrast highlights the distance that can exist between organisational measures and lived experience.

A crewing number tells us how many people are onboard. A work-rest record tells us when someone was officially off duty. Neither tells the whole story of whether that person actually recovered. And people do not always say when they are reaching their limit. They keep going because the operation needs to continue, because everyone else is tired too, or because exhaustion has slowly become part of the routine.

That is where fatigue becomes more than a scheduling issue. It becomes a human-factor issue—and ultimately a safety issue. The question is not only whether someone received rest. It is whether they had a genuine opportunity to recover. But recovery is not only about sleep. A person can be surrounded by colleagues every day and still feel disconnected from the people around them.

Because sometimes, the hardest part of being at sea is not being alone. It is feeling alone while surrounded by people.

SURROUNDED BY PEOPLE, STILL ALONE

There is a particular kind of loneliness that can exist at sea. It is not always the absence of people. There may be colleagues around you throughout the day, meals shared in the mess room, conversations on the deck and familiar faces moving through the same routines.

And yet, you can still feel alone. Life at sea places people in an unusual social environment. Crews are often multinational, contracts can keep seafarers away from home for months, and the people closest to them may be thousands of kilometres away. Technology has made it easier to stay connected with family, but a message or video call cannot always replace being physically present for the moments that matter.

The Mission to Seafarers’ research continues to show how strongly connection, relationships and life away from home shape the seafaring experience. Its 2026 Seafarers Happiness Index has also highlighted the pressures created by time away, workload and limited opportunities for shore leave.

“Seafaring is deeply human.”
— The Mission to Seafarers, reflecting on the 2026 Seafarers Happiness Index

 

Connection is not simply about being around other people. It is about feeling seen, understood and able to be yourself. For a crew member, that might mean having someone who notices when they are unusually quiet. It might mean being able to talk without worrying about rank, nationality or judgement. Sometimes, it may be as simple as knowing that someone would notice if you were not okay.

This matters because loneliness can change how people experience everything else. A demanding day can feel heavier when there is no one to share it with. A concern can grow when it stays inside. Even a supportive environment can feel distant if a person does not feel that they belong within it.

A vessel may be full. A crew may be working well together. And someone can still feel alone. That makes connection more than a welfare benefit. It becomes part of the environment in which people communicate, ask for help and raise concerns. Because when someone is struggling, the next question is not only whether support exists. It is whether they feel safe enough to say they need it.

WOULD YOU FEEL SAFE SAYING SOMETHING?

Imagine noticing something that does not feel right. It may be a safety concern, a problem with workload, inappropriate behaviour, or simply something that has been troubling you for days. You know you should say something. But then another thought appears:

What will happen if I do?

At sea, speaking up is not always as simple as having a reporting procedure. A seafarer may worry about being dismissed, blamed, labelled difficult, or creating tension within the crew. Sometimes the concern itself may seem small enough to ignore—until staying silent becomes the bigger risk. This is where psychological safety becomes part of welfare.

The 2026 Delivering on Seafarers’ Rights progress report found that only 59% of surveyed seafarers said they would feel safe raising a serious concern without fear of consequences. The survey is not representative of the entire global fleet, but the finding highlights an important distinction between having a mechanism to speak up and feeling safe enough to use it.

“Psychological safety, mental health and wellbeing … are issues of serious concern in the maritime sector.”
— International Maritime Organization

 

A reporting channel can exist. A grievance procedure can exist. A Stop Work Authority can exist. But the human decision to use any of them is shaped by trust. People watch what happens to others who speak up. They notice whether concerns are taken seriously, whether questions are welcomed and whether raising an issue leads to support or consequences. Those experiences become signals about what is truly safe to say. And this is especially important onboard, where hierarchy, multicultural teams and operational pressure can influence how freely people communicate.

The goal is not to create a workplace where everyone speaks constantly. It is to create one where people do not have to calculate the personal risk of speaking when something matters. Because welfare is not only about having someone to turn to. It is also about knowing that your voice will not cost you your dignity, your relationships or your sense of belonging. But even when someone feels ready to speak, another question remains:

What happens after they do? Because the response to one concern can quietly teach an entire crew whether speaking up is truly welcome.

WHEN HELP EXISTS BUT TRUST DOESN’T

A number is displayed on a noticeboard. A counselling service is available. A welfare officer can be contacted. There may even be a confidential helpline for seafarers. The support exists. But would someone actually use it? For a person who is already struggling, asking for help can feel like exposing something they would rather keep private. They may worry about being judged, appearing unable to cope, or having their concern reach people they did not intend to involve.

That is why accessibility is only one part of welfare. Trust is the other. The IMO now provides information on confidential support such as SeafarerHelp, while its wider work on seafarer wellbeing has increasingly recognised psychological safety, mental health and wellbeing as important human-element issues.

“No one should feel alone in their struggle.”
— Arsenio Dominguez, Secretary-General, IMO

 

But trust is rarely created by a poster or a policy. It develops through experience. If someone asks for help and is treated with respect, confidentiality and patience, they are more likely to reach out again. If they feel dismissed, exposed or judged, that experience can become a reason to remain silent the next time.

This is especially important onboard, where personal and professional relationships often overlap. A seafarer may have to continue working alongside the people they approach for support. So the question is not simply:

“Is help available?”

It is:

“Do people trust the system enough to use it?”

A welfare programme becomes meaningful when the person who needs it does not have to choose between protecting their wellbeing and protecting their sense of dignity. And even when someone finds the courage to ask for help, the story does not end there. What happens next may determine whether they—and everyone watching—believe that speaking up was worth it.

WHAT HAPPENS AFTER SOMEONE SPEAKS?

The difficult moment is sometimes not finding the courage to speak. It is what happens after. A seafarer raises a concern. A question is asked. Someone admits they are struggling. Perhaps they report behaviour that made them uncomfortable, or point out something that does not feel safe. Then everyone waits for the response.

A leader may listen carefully. They may ask questions, take the concern seriously and follow through. Or the response may be dismissive: “It’s nothing.” “We have always done it this way.” “We are too busy right now.”

That moment matters. People learn about an organisation not only from its policies, but from how those policies are experienced in real situations. When concerns are handled respectfully, people receive a powerful message: speaking up is worthwhile. When concerns disappear without explanation, people learn a different lesson. The IMO has repeatedly emphasised the importance of leadership, listening, respect and accountability in creating safe and inclusive working environments at sea.

“Leadership is vital to creating a safe, inclusive and respectful working environment for all.”
— Arsenio Dominguez, Secretary-General, IMO

 

This does not mean every concern will result in the outcome the person hoped for. Some issues require investigation. Some may involve competing operational demands. Some may not have an immediate solution. But people can still be told what happened next. That follow-through builds trust. And trust is cumulative. One respectful response may encourage someone to speak again. One ignored concern may influence an entire crew—not only the person who raised it.

This is why leadership response is part of welfare. Because support is not only about providing a channel for people to speak. It is about showing them that their voice has somewhere to go. When people experience that kind of response consistently, welfare begins to move beyond programmes and policies. It becomes part of the culture onboard—the everyday way people treat one another, communicate and look after the human side of work.

FROM WELFARE PROGRAMMES TO WELFARE CULTURE

A welfare programme can tell people where to go for help. Culture determines whether they believe they can go there. That difference is easy to miss.

A company may provide counselling, welfare training, connectivity, grievance channels, medical support and other resources. These are important foundations. But welfare is shaped just as much by what happens between those formal provisions—how people speak to one another, how leaders respond under pressure, whether rest is respected, whether concerns are taken seriously and whether asking for help is treated with dignity.

Recent seafarer-welfare research makes this distinction clear. The 2026 Delivering on Seafarers’ Rights report found progress among participating companies, while seafarer feedback continued to show unfinished gaps in areas including wellbeing, psychological safety and access to support. The evidence bases are separate and are not representative of the entire global fleet, but together they underline the difference between organisational provision and lived experience.

“Welfare connects directly to safety, retention, and overall vessel performance.”
— IHRB / SEAFAIRER Roundtable findings

 

Culture is built through repetition. A leader who listens consistently teaches people that speaking matters. A crew that checks on one another makes connection part of everyday life. An organisation that follows through on concerns shows that welfare is not simply a statement of intent. And the opposite is true too.

If people repeatedly see concerns dismissed, fatigue normalised or support treated as an afterthought, those experiences become part of the culture—even when the company handbook says otherwise. This is why welfare cannot belong to one department or one programme.

It lives in everyday behaviour. The real question is no longer simply, “What welfare programmes do we have?”

It becomes: “What kind of experience do our everyday behaviours create for the people onboard?”

Building that kind of culture requires more than awareness. People need to understand the issue—but they also need the skills, confidence and everyday behaviours to respond differently.,That is where awareness has to become behaviour.

FROM AWARENESS TO BEHAVIOUR — THE STRIVE HIGH PERSPECTIVE

Knowing that welfare matters is important. But knowledge alone does not change what happens during a difficult watch, a stressful conversation or a moment when someone needs help. For more than a decade, Strive High has worked with maritime professionals around the behavioural side of safety and performance—recognising that human factors such as communication, leadership, fatigue, stress and teamwork influence how people actually perform onboard.

That is why awareness is only the beginning. A seafarer may understand the importance of mental wellbeing, but still hesitate to ask for support. A leader may know that psychological safety matters, but the real test comes when a junior crew member challenges a decision. A company may have a welfare policy, but its impact depends on how that policy is experienced in everyday working life.

Behaviour is where intention becomes visible. It can be seen in whether people check on a colleague, whether leaders listen before responding, whether concerns are raised early, whether fatigue is taken seriously, and whether asking for help is treated as a responsible act rather than a weakness.

“Human performance influences every voyage.”
— Strive High

This is the space where Human Factors, Behavioural Safety, Psychological Safety, Leadership, Communication and Crew Wellbeing come together. The aim is not simply to give people more information. It is to help turn understanding into habits—and habits into a culture that people can actually feel.

Because welfare becomes meaningful when it changes behaviour. And when behaviour changes consistently, the experience onboard can change with it. So, after everything we have explored—from fatigue and isolation to trust, leadership and culture—we return to the question at the heart of this month’s issue:

What does welfare actually feel like to the person living it?

FINAL REFLECTION — WHAT DOES WELFARE FEEL LIKE?

At the beginning of this issue, we asked a simple question: What happens when welfare looks good on paper, but feels different at sea?

Perhaps the answer is found in the moments that never appear in a welfare report—the seafarer finishing another demanding watch and struggling to recover, the person missing home but choosing not to talk about it, the crew member who notices something unsafe but hesitates before speaking, or someone who needs help but wonders whether asking for it will change how others see them.

These moments remind us that welfare is not simply something organisations provide. It is something people experience.

Policies matter. Procedures matter. Counselling, training and reporting systems matter. But their real value is determined by what happens when a person actually needs them. Does someone feel safe enough to speak? Does someone listen? Is the concern taken seriously? Does anything change afterwards?

The IMO’s 2026 World Maritime Day theme, “From Policy to Practice – Powering Maritime Excellence,” places this very principle at the centre of maritime progress: implementation must ultimately make a difference to the people working at sea. So perhaps the more meaningful question is not simply, “Do we have a welfare programme?” It is, “If I needed it today, would I feel supported enough to use it?”

That is where welfare moves beyond compliance and becomes culture. Because a seafarer should not have to wonder whether support is real when they need it most. The sea will continue to be demanding. Voyages will remain long, pressure will remain part of the work, and circumstances will continue to change. What can change is how people experience those challenges—with stronger connection, greater trust, better communication and the confidence that they do not have to carry everything alone.

Welfare should never stop at the policy. It should reach the person. And perhaps that is the simplest measure of all: If it feels supportive at sea, then it is working where it matters most.

LET’S CONTINUE THE CONVERSATION

What does welfare feel like on your vessel?

Because the conversation about seafarer welfare should never happen only on paper. It should begin with the people who live it.

Learn more about how Strive High works with maritime organisations to strengthen the human side of safety, wellbeing and performance.

Website: www.strive-high.com
LinkedIn: Strive High Pte. Ltd.

A Note from the Editor

There are moments at sea when safety depends on something very simple: someone being willing to speak up.

A seafarer notices something that does not look right. A familiar task begins to feel unsafe. A precaution appears to have been missed. In that moment, the procedure may provide a clear answer: stop the work and raise the concern. But human behaviour is rarely that simple. Will the person feel confident enough to speak? Will they worry about interrupting the operation? Will rank or experience make them hesitate? Will they wonder how their concern will be received?

These questions sit at the heart of this month’s edition.

Stop Work Authority is an important part of a safety system, but its effectiveness depends on more than having a policy in place. It depends on the people expected to use it—and on the environment surrounding them.

A strong safety culture gives people more than permission. It gives them the confidence to question, communicate, and act when something feels unsafe. It also asks leaders to listen without defensiveness and organisations to create an environment where genuine safety concerns are treated as professional responsibility rather than disruption.

This edition of the Strive High Newsletter explores the human factors behind that process. We look at hierarchy, fear, leadership, communication, psychological safety, and the journey from compliance to culture. Because safety is not strengthened simply when procedures are written. It is strengthened when people feel safe enough to use them.

With more than a decade of experience working with maritime professionals, Strive High has continued to focus on the behavioural side of safety—helping people and organisations develop the capabilities that support stronger communication, better leadership, psychological safety, and safer performance.

We hope this edition encourages a simple but important reflection:

If you saw something unsafe today, would you feel confident enough to say, “Stop”?

Warm Regards,

Ms. Suganya Selvaraj
Marketing & Communications Manager
Strive High Pte. Ltd.

When Safety Depends on Speaking Up

A safety procedure can be clear. A Stop Work Authority policy can be written, communicated, and included in the safety management system.

But when an actual risk appears, the most important question is often much simpler: Will someone speak up? Imagine a routine task underway. A seafarer notices that something has changed—a precaution is missing, a condition looks different, or a step does not seem as safe as expected. They know they can raise the concern and stop the work if necessary. Yet there is a moment of hesitation.

The operation is already in progress. Others are busy. The person supervising the task has more experience. Perhaps the concern feels too minor to interrupt the work. That hesitation is a human factor. People do not respond to safety procedures in isolation. Their behaviour can be influenced by pressure, relationships, experience, hierarchy, habits, and what they have seen happen to others who speak up. This is why giving someone formal authority is only the beginning. They also need to believe that using that authority is acceptable.

“The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.”

A seafarer who feels respected is more likely to raise a concern. A leader who responds constructively makes it easier for the next person to do the same. Over time, these interactions shape whether Stop Work Authority becomes a genuine safety behaviour or simply another procedure people know exists.

The difference can be subtle.

A policy says: “You have the right to stop.”

A strong culture says: “We expect you to stop when something is unsafe—and we will support you when you do.”

That distinction matters because safety depends on information reaching the people who can act on it. The person closest to a task may notice something that others cannot. A concern raised early can create an opportunity to reassess before the situation develops further. Speaking up, therefore, is not about challenging authority for its own sake. It is about protecting the operation. And when every person understands that their voice has a legitimate place in safety, Stop Work Authority becomes more than a policy. It becomes part of how the crew looks after one another.

But having a voice does not always mean feeling free to use it. On a ship, rank and authority are essential to effective operations but they can also influence who feels comfortable questioning a decision. To understand why some voices hesitate, we need to look at the role of hierarchy.

When Rank Gets in the Way of a Voice

Hierarchy is essential at sea. Clear responsibilities and defined authority help crews coordinate complex operations and make decisions when time matters. Experience also matters; it allows people to recognise patterns, anticipate problems, and guide others through difficult situations.

But hierarchy can influence something less visible: whether people feel comfortable speaking up. A junior seafarer may notice a potential hazard but hesitate before raising it with a senior officer. An experienced crew member may question a familiar practice but decide that it is better not to challenge the person leading the task.

The concern exists. The knowledge exists. But the voice remains silent. This is not necessarily a failure of competence. It can be a response to the social environment around the person. People naturally consider how their actions might be received, particularly when there is a significant difference in rank, experience, or authority.

They may think: “Perhaps they already know.” “I don’t want to interrupt.” “What if I’m wrong?” “Will this make me look inexperienced?”

These thoughts can take only a few seconds, but those seconds can matter.

“The greatest ability in business is to get along with others and to influence their actions.”
— John Hancock

A healthy safety culture does not require removing hierarchy. It requires making sure that hierarchy does not prevent important information from moving through the organisation. The person with the highest rank may have the authority to make the final decision, but the person closest to the task may have the information needed to make that decision better. That is why speaking up should not be viewed as challenging authority.

It should be viewed as contributing to good judgement. Leaders have an important role in making this possible. When they actively invite questions, acknowledge concerns, and demonstrate that they value information from every level of the crew, they reduce the psychological distance between rank and voice. Over time, something important begins to change.

People stop thinking, “Should I say something?” They begin thinking, “I should say something.” That shift is one of the foundations of an empowered safety culture. But hierarchy is only one reason people remain silent. Even when a person knows they have the right to speak, another question may hold them back: “What will happen if I do?” The next part of our conversation looks at the fears that can turn a valid safety concern into silence.

The Fear Behind Silence

Sometimes, the hardest part of speaking up is not knowing what to say. It is deciding whether it is safe to say it at all. A seafarer may recognise a genuine risk and still hesitate. The concern might seem small. The operation may already be underway. Others may be watching. Or the person may simply worry about being wrong. There can be many reasons for that hesitation: fear of criticism, embarrassment, conflict, delaying the operation, or being perceived as inexperienced. None of these concerns appear in a safety procedure. Yet they can strongly influence behaviour.

“Courage is not the absence of fear, but the triumph over it.” This is why empowerment cannot stop at telling people, “You have the authority to stop the work.” People also need confidence that raising a concern will not result in blame or humiliation. Consider two different responses to the same intervention.

“Why did you stop the job? We have done this many times.”

Or:

“Thank you for raising it. Let’s understand what you noticed.”

The task may be the same. The procedure may be the same. But the lesson the crew receives is completely different. The first response can reinforce silence. The second can strengthen trust. Over time, these experiences shape whether people speak up the next time they notice something. A single interaction may seem insignificant, but repeated interactions become part of the culture.

This is where psychological safety becomes important. People do not need to feel comfortable all the time. Speaking up about a risk can still feel difficult. What matters is knowing that the organisation values the intervention and will respond fairly. And empowerment does not mean encouraging people to stop work without judgement. It means giving them the confidence to raise a genuine concern and the communication skills to explain it clearly.

The goal is not to remove fear completely. It is to ensure that fear does not make the decision for us. If people are more likely to speak when they trust how their concerns will be received, then leadership becomes part of the safety system itself. The next question is therefore simple: what do leaders do when someone speaks up?

When Leaders Listen, Safety Speaks Louder

A seafarer may have the confidence to raise a concern, but the real test of empowerment begins after the words are spoken. What happens next? A leader can respond with curiosity: “Tell me what you noticed.” Or the response can be dismissive: “We’ve done this before. It’s fine.” Both responses take only a few seconds. But they can leave very different impressions.

People remember how their concerns were received. When a leader listens, asks questions, and takes the concern seriously, the message is clear: speaking up is valued here. When concerns are dismissed or met with frustration, people may think twice before raising the next one.

“Listening is an art that requires attention over talent, spirit over ego.”

Good safety leadership does not mean agreeing with every concern or stopping every operation. It means creating enough space to understand the concern before deciding what to do. This becomes especially important when operations are under pressure. Tight schedules, workload, fatigue, or commercial expectations can make it tempting to prioritise keeping things moving. A leader who continues to welcome questions during these moments demonstrates that safety is not conditional on convenience.

There is another important part of leadership: how leaders respond when the person speaking is junior. A question from a cadet or rating should receive the same respect as one from an experienced officer when the subject is safety. The final decision may remain with the person responsible for the operation, but the information needed to make that decision can come from anywhere within the crew.

When leaders consistently listen, something changes. People become more willing to share observations. They become more comfortable asking questions. And gradually, speaking up becomes less of an exceptional act and more of an everyday safety behaviour. That is the kind of environment in which Stop Work Authority can truly work—not because people are simply told they have a voice, but because leadership demonstrates that the voice will be heard.

But confidence to speak and a willingness to listen are only two sides of the conversation. A concern still needs to be communicated clearly enough to be understood and acted upon. In the next section, we look at why speaking up itself is a skill and how the way we communicate can influence what happens next.

Speaking Up Is a Skill Too

Knowing that you have the right to speak up is one thing. Knowing how to do it effectively is another.

When a safety concern arises, the way it is communicated can influence how quickly it is understood and addressed. A rushed statement, an unclear observation, or language that sounds personal can unintentionally create defensiveness. A clear and respectful message can open the door to a productive conversation.

Consider the difference between: “You’re doing this wrong.” and: “I noticed a potential risk here. Can we take another look before we continue?” The concern is essentially the same. But the second approach keeps the focus on the risk rather than the person.

“The single biggest problem in communication is the illusion that it has taken place.”
— George Bernard Shaw

Effective safety communication begins with observation. What have you actually seen or heard? What has changed? What concerns you? Keeping the message specific helps others understand the situation without having to interpret assumptions. It also means choosing the right moment. Raising a concern early, before a task progresses further, gives the team more opportunity to respond. And when someone speaks, listening is equally important. Communication is not complete simply because the message has been delivered; understanding needs to be confirmed.

This becomes even more important within multicultural crews, where differences in language, communication style, and cultural expectations can affect how a message is interpreted. Clear language, active listening, and respectful questioning help reduce these barriers. Speaking up does not require confrontation. It requires clarity, confidence, and professional judgement. When these behaviours become part of everyday communication, raising a safety concern becomes less intimidating. People can challenge an unsafe situation without feeling that they are challenging someone’s dignity or authority.

And when speaking up becomes a normal part of communication, the organisation begins moving beyond individual interventions towards something more powerful: a culture where safety conversations happen before they become necessary.

A procedure can provide the framework. People can develop the confidence and communication skills to use it. But lasting safety depends on what happens repeatedly across the organisation. The next step is moving from compliance to culture—where speaking up is not an exceptional response, but part of how safety is practised every day.

From Compliance to Culture

A procedure can tell people what to do. A safety culture influences what people actually do when the situation becomes difficult.

This is where the difference between compliance and commitment becomes important. An organisation may have a Stop Work Authority policy, provide training, and make the procedure available to everyone. But the presence of a policy does not automatically mean people will feel confident using it. Culture is built through experience.

If a seafarer raises a concern and is listened to, trust grows. If a leader responds respectfully to a challenge, people become more comfortable speaking up. If a genuine intervention is treated as responsible behaviour rather than an inconvenience, the entire crew learns that safety comes before silence.

“What gets measured gets managed.”

But safety culture goes beyond what can easily be measured. It is found in everyday interactions: the questions asked during a toolbox talk, the response to a near miss, the way a junior seafarer is treated when they challenge something, and whether leaders remain open when operations are under pressure. That is why Stop Work Authority should not be viewed simply as a procedure to satisfy.

Its real value lies in creating an environment where people feel responsible for safety and confident enough to act on that responsibility.

The question therefore changes from:

“Do we have a Stop Work Authority policy?” to: “Do our people believe they can use it?”

That is the shift from compliance to culture. A compliant organisation can have the right documents. A strong safety culture creates the right behaviours. And when those behaviours become part of everyday work, speaking up no longer feels like an interruption. It becomes part of doing the job well. Moving from compliance to culture requires more than policies and procedures. It requires people who understand the human factors behind safety—and organisations willing to develop those capabilities. This is where Strive High’s experience of more than a decade in maritime behavioural skills becomes part of the conversation.

Strive High: From Awareness to Behaviour

For more than a decade, Strive High has worked alongside maritime professionals with a simple understanding: safer performance depends on more than knowing the rules. It depends on how people think, communicate, respond, and work together.

This is particularly relevant to Stop Work Authority. People may know that they have the right to intervene. But turning that knowledge into confident action requires more. Seafarers need the communication skills to raise concerns, the confidence to challenge respectfully, and the understanding of how human factors can influence decisions under pressure.

Leaders, in turn, need the skills to listen, respond constructively, and create an environment where people feel safe to contribute. That is where behavioural development becomes part of safety performance. Through our work in Human Factors, Behavioural Safety, Psychological Safety, Maritime Leadership, Communication, and Crew Wellbeing, Strive High focuses on the behaviours that sit behind the procedures. Our approach is not about replacing established safety systems. It is about helping the people within those systems understand, apply, and strengthen them through everyday behaviour.

Because awareness tells someone what matters. Training can show them what to do. But behaviour determines what happens when it really matters. After more than a decade in the maritime space, this remains central to our work: helping organisations move beyond awareness and towards practical behavioural change that supports stronger people, stronger crews, and safer working environments. A procedure can provide the authority. People make that authority work. And when people are equipped, empowered, and heard, safety has a much stronger voice.

The conversation ultimately comes back to one person, one observation, and one decision: Will I speak up? In our final reflection, we bring together the human factors behind that decision—and why creating space for every voice may be one of the most important investments a safety culture can make.

Every Voice Counts

A safety culture is often described through procedures, audits, training, and performance indicators. But beneath all of these is something much more human: what people feel able to say when it matters. A seafarer may notice a risk before anyone else. They may have a question that changes the way a task is approached.

They may be the person who says, “Something doesn’t look right.” That moment matters. Not because the person is necessarily correct every time, but because speaking up creates an opportunity to pause, assess, and make a better decision. Stop Work Authority gives people a formal mechanism to intervene. But trust, leadership, communication, and psychological safety determine whether that mechanism becomes part of everyday behaviour.

The strongest safety cultures therefore do not simply ask people to follow procedures. They create an environment where people feel responsible enough to speak and safe enough to be heard.

“Safety is not a destination. It is a continuous journey.”

For leaders, this means listening even when the message is inconvenient. For crew members, it means having the courage to raise a genuine concern respectfully. For organisations, it means recognising that behavioural capability deserves the same attention as technical competence.

Because every procedure ultimately depends on a person. Every decision depends on judgement. And every safety culture is shaped by the conversations people are willing to have. After more than a decade of working with maritime professionals, Strive High continues to believe that strengthening the human side of safety is not an additional layer—it is an essential part of making safety systems work as intended.

The next time someone speaks up, perhaps the most important response is not: “Why did you stop?” but: “Thank you for noticing. Let’s take a look.” Because when people know their voice matters, they are more likely to use it. And when every voice has a place in safety, the whole crew becomes stronger.

Safety needs a voice. Make sure yours can be heard.

A Note from the Editor

There is a saying among seafarers that no two voyages are ever the same. Even on familiar routes, the sea has a way of reminding us that conditions can change without warning. A calm morning may give way to rough weather by afternoon, and a carefully planned schedule can shift in a matter of hours. For those who work at sea, uncertainty is not an occasional challenge—it is part of everyday life.

While ships are built to navigate changing seas, people must also learn to navigate changing circumstances. The question is not whether plans will change, but how we respond when they do.

This edition explores the human skills that help us meet uncertainty with confidence. Adaptability, flexible thinking, emotional regulation, sound decision-making, and teamwork are more than professional competencies—they are qualities that shape resilient individuals and stronger crews.

As you read these pages, we invite you to reflect not only on the operational side of every voyage but also on the people behind it. Because while we cannot always control what happens around us, we can continue to strengthen the way we respond.

We hope this edition offers insights that encourage reflection, meaningful conversations, and continued growth—both at sea and ashore.

Ms. Suganya Selvaraj
Marketing & Communications Manager
Strive High Pte. Ltd.

Why We Resist Change

Life at sea is built on preparation. Every voyage begins with a plan. Routes are carefully charted, watches are assigned, equipment is inspected, and every crew member understands their responsibilities. These routines do more than keep operations running smoothly—they create confidence. They provide structure in an environment where conditions can change at any moment.

Then, something unexpected happens. A weather system develops faster than anticipated. A port call is postponed. Cargo operations are revised, or a technical issue demands immediate attention. Within hours, sometimes even minutes, the plan everyone has been working towards begins to change.

In moments like these, it is natural to feel unsettled. Many of us assume we dislike change because it disrupts our plans. In reality, what we often struggle with is the uncertainty that follows. Questions begin to surface almost immediately. What happens next? Will this affect the voyage? What should I do now? Until those questions are answered, our minds instinctively search for clarity.

This is not a weakness—it is part of being human.

Our brains are designed to recognise patterns and predict what comes next. Familiar routines reduce mental effort and help us work with confidence. When those routines are interrupted, the brain shifts into a state of heightened awareness. It gathers information, evaluates possible risks, and tries to restore a sense of certainty. This instinct has helped people navigate uncertainty for generations, but it can also make unfamiliar situations feel more overwhelming than they really are.

“Life is about how much you can take and keep fighting, how much you can suffer and keep moving forward.”

For seafarers, uncertainty is not the exception—it is part of the profession. No matter how carefully a voyage is planned, conditions at sea continue to evolve. Weather changes without warning. Operational priorities shift. Equipment requires unexpected attention. New information may arrive at any stage of a journey, requiring crews to reassess and adjust.

The difference between experienced professionals and everyone else is not that they encounter fewer unexpected situations. It is that they understand uncertainty is something to be managed rather than feared. Instead of reacting immediately, they pause. They gather facts before making assumptions, communicate openly with the crew, and focus on the decisions they can influence rather than the circumstances they cannot.

Over time, this approach becomes a habit. It does not eliminate uncertainty, but it changes the way uncertainty is experienced. Instead of becoming overwhelmed by what has changed, attention shifts towards what can be done next. That subtle change in perspective often makes the difference between reacting emotionally and responding professionally.

Perhaps that is one of the greatest lessons the sea teaches us. It reminds us that certainty is temporary, but our ability to adapt can continue to grow throughout our careers.

Understanding why we resist uncertainty is the first step towards overcoming it. The next step is learning how to respond when plans no longer unfold as expected. Adaptability is more than simply accepting change—it is developing the confidence to adjust, learn, and continue moving forward, whatever the voyage may bring.

Cognitive Flexibility: Seeing More Than One Way Forward

Every voyage begins with a plan. Routes are carefully prepared, weather forecasts are reviewed, and operations are organised with precision. Yet every experienced seafarer knows that no plan remains untouched forever. A change in weather, an operational delay, or an unexpected technical issue can quickly alter the course of the day.

When that happens, experience alone is not enough. We also need the ability to think differently.This is where cognitive flexibility becomes essential. Cognitive flexibility is the ability to adjust our thinking when circumstances change. Instead of becoming fixed on one solution, it allows us to consider new information, explore alternatives, and make decisions that fit the reality of the moment. It is not about changing direction without purpose—it is about recognising when a different approach is the wiser one.

Imagine a bridge team navigating deteriorating weather conditions. The original route may no longer be the safest option. Remaining committed to the plan simply because it was the original plan could increase risk. The more effective response is to pause, reassess the available information, and adapt based on current conditions.

The same principle applies beyond navigation. It influences how crews solve problems, communicate under pressure, and respond when unexpected situations arise onboard.

“The measure of intelligence is the ability to change.”

One of the greatest barriers to flexible thinking is the belief that changing our minds means admitting we were wrong. In reality, it often means we have learned something new. As fresh information becomes available, good judgement requires us to adjust our understanding rather than hold on to outdated assumptions.

The most effective professionals are not those who always have the quickest answers. They are those who remain curious enough to ask better questions. They listen carefully, consider different perspectives, and remain open to ideas that may improve the outcome. This approach strengthens not only individual performance but also collaboration within the crew.

Cognitive flexibility also helps reduce unnecessary stress. When we believe there is only one correct solution, every obstacle feels like a failure. But when we recognise that there may be several paths to the same destination, unexpected challenges become opportunities to rethink rather than reasons to panic.

The sea rarely rewards rigid thinking. It rewards those who observe, learn, and adjust with confidence. Every voyage presents situations that cannot be predicted in advance, making flexible thinking one of the most valuable skills a seafarer can develop. Ultimately, cognitive flexibility is not about abandoning experience. It is about using experience wisely—knowing when to rely on what has worked before and when to embrace a different way forward.

Thinking differently is important, but our decisions are influenced by more than our thoughts alone. In high-pressure situations, emotions can shape how we interpret events and how we respond to them. The ability to remain calm without becoming passive is another skill that strengthens performance at sea. In the next chapter, we explore the role of emotional regulation and why staying composed is often the first step towards making better decisions.

Staying Calm Without Standing Still

There is a quiet moment that often separates an effective response from an ineffective one. It happens just after something unexpected occurs. An alarm sounds. A piece of equipment fails. Weather conditions deteriorate more quickly than forecast. In those first few seconds, before decisions are made and actions are taken, our minds and bodies react almost instantly.

Our heart rate rises. Breathing becomes quicker. Thoughts race ahead, searching for answers. These reactions are natural. They are part of the body’s built-in response to stress, preparing us to deal with situations that demand immediate attention.

The challenge is not the emotional response itself. The challenge is what we do next.

Many people believe that staying calm means suppressing emotions or pretending that everything is under control. In reality, emotional regulation is something quite different. It is the ability to recognise our emotions without allowing them to take control of our actions. This distinction is especially important at sea, where decisions made under pressure can influence not only operational outcomes but also the safety and wellbeing of the entire crew.

“You can’t stop the waves, but you can learn to surf.”

Experienced seafarers are not calm because they never feel stress. They remain composed because they have learned how to respond instead of react. They pause before speaking, take a moment to assess the situation, and focus on the information available rather than the emotions they are experiencing.

This ability creates clarity. When emotions take over, our thinking often becomes narrow. We may rush decisions, overlook important details, or misinterpret the actions of others. Under pressure, even simple misunderstandings can grow into larger problems if emotions begin to drive communication. Remaining emotionally regulated does not remove pressure, but it allows us to think more clearly within it. It helps us listen carefully, communicate respectfully, and choose actions based on judgement rather than impulse.

Emotional regulation also influences the people around us. Emotions are surprisingly contagious. A calm leader can reduce anxiety within a team, while panic or frustration can quickly spread through a crew. This is why composure is more than a personal strength—it is a professional responsibility. The way one person responds often shapes how others respond as well.

Like any behavioural skill, emotional regulation develops through practice. It grows each time we choose to pause before reacting, take a steady breath before speaking, or focus on solving the problem instead of dwelling on it. These small habits build resilience over time, making it easier to remain composed when the stakes are higher.

The sea will always present moments of uncertainty and pressure. While we cannot control every challenge we encounter, we can strengthen our ability to meet those challenges with clarity, confidence, and self-control. Sometimes, the strongest response is not the quickest one. It is the calmest.

Staying calm creates the space to think clearly, but clear thinking must eventually lead to action. Every voyage involves choices, some routine and others made under significant uncertainty. In the next chapter, we explore how thoughtful decision-making helps seafarers navigate complexity with confidence and sound judgement.

Making Decisions in Uncertain Moments

Every decision at sea begins with one question:

“What is the best thing to do right now?”

The answer isn’t always obvious.

Weather changes, equipment behaves unexpectedly, and situations evolve faster than anyone anticipated. Waiting until every detail is known isn’t always possible, yet acting too quickly can create new risks. Good judgement lies somewhere in between. It begins by separating facts from assumptions. What do we know? What still needs to be confirmed? What options do we have? These simple questions help us respond with clarity instead of urgency.

“It is our choices that show what we truly are, far more than our abilities.”

Strong decision-makers don’t feel pressured to have every answer immediately. They listen, observe, and are willing to adjust as new information becomes available. They understand that changing course isn’t a sign of weakness—it’s often the wisest decision.

At sea, good decisions are rarely made alone. Open communication allows different perspectives to come together, creating a clearer picture of the situation. A question from one crew member or an observation from another can make all the difference. Ultimately, sound judgement is not about making perfect decisions every time. It is about making thoughtful ones, learning from experience, and staying prepared to adapt when circumstances change.

Good decisions help individuals navigate uncertainty, but great outcomes depend on something more. They depend on people working together. In the next chapter, we explore how trust, communication, and teamwork enable crews to respond confidently when plans change.

When One Person Adapts, the Crew Benefits.

When the Crew Adapts, Everyone Benefits. Life at sea has never been a solo journey. Every safe arrival, successful operation, and challenge overcome is the result of people working together. While technical skills keep a vessel moving, it is trust, communication, and teamwork that help a crew perform when circumstances become unpredictable.

Change rarely affects just one person onboard.

A revised schedule, unexpected weather, or an operational issue often requires everyone to adjust. In these moments, teamwork becomes more than cooperation—it becomes a shared commitment to support one another and work towards the same goal.

“If you want to go fast, go alone. If you want to go far, go together.”

Strong teams are built on open communication. Crew members feel comfortable sharing information, asking questions, and speaking up when something doesn’t seem right. These conversations help prevent misunderstandings and allow better decisions to be made before small issues become larger ones. Trust also plays an important role. Knowing that colleagues will listen, offer support, and work together creates confidence, especially during demanding situations. When people feel respected and valued, they are more willing to contribute ideas and help solve problems.

Perhaps one of the greatest strengths of a crew is its diversity. People from different backgrounds, cultures, and experiences often see situations differently. While these differences can sometimes lead to misunderstandings, they can also become one of a team’s greatest advantages. Different perspectives encourage better thinking, broader solutions, and stronger decisions.

Ultimately, resilience is not built by individuals alone. It grows through crews that communicate openly, adapt together, and remain focused on a common purpose. When one person stays calm, others often do the same. When one person offers support, it strengthens the entire team.

At sea, success is rarely achieved alone. It is built—one conversation, one decision, and one act of teamwork at a time.

Every challenge discussed in this edition points to one simple truth: resilience is not built in a single moment. It is developed through small, consistent behaviours that prepare us for whatever lies ahead. In the next section, we bring these ideas together through five practical behaviours that every seafarer can practise before they are needed.

Five Behaviours to Practise Before You Need Them

The most valuable skills at sea are not developed in the middle of a crisis. They are built through small, consistent habits long before they are needed. Every conversation, every challenge, and every unexpected change is an opportunity to strengthen the behaviours that help us respond with confidence.

As you continue your journey, consider making these five behaviours part of your everyday routine:

Pause Before You React

Unexpected situations often create an urge to respond immediately. Taking a brief moment to assess the situation, gather information, and think clearly can lead to better decisions and more effective actions.

Stay Curious

Change often brings unfamiliar situations. Instead of resisting them, approach them with a willingness to learn. Asking questions, seeking different perspectives, and remaining open to new ideas encourages continuous growth.

Focus on What You Can Influence

Not every circumstance is within our control. Rather than dwelling on what cannot be changed, direct your energy towards the actions you can take. This mindset helps reduce unnecessary stress and keeps attention on meaningful progress.

Communicate Early and Clearly

Sharing concerns, observations, and information at the right time strengthens teamwork. Clear communication builds trust, prevents misunderstandings, and allows crews to respond more effectively together.

Reflect and Learn

Every voyage offers valuable lessons. Taking time to reflect on what went well, what could be improved, and what you’ve learned helps transform experience into future confidence.

These behaviours may seem simple, but together they create the foundation of resilience. They prepare us not only to face uncertainty but to grow through it.

Every voyage leaves us with lessons that extend beyond the destination. As this edition comes to a close, one question remains: What kind of seafarer do we choose to become when the unexpected becomes part of the journey? In our final reflection, we explore how embracing change can become one of the greatest strengths we carry—both at sea and in life.

The Sea Will Always Change

Every voyage eventually reaches its destination, but no journey ends exactly as it began. Along the way, there are lessons that cannot be found in manuals or checklists. They come from unexpected weather, difficult decisions, changing plans, and moments that test both our skills and our character. While these experiences may not always be easy, they shape us into more capable professionals and more resilient individuals.

Throughout this edition, we have explored the behavioural skills that help us navigate uncertainty—understanding why we resist change, adapting to new situations, thinking flexibly, staying calm under pressure, making thoughtful decisions, and working together as a team. These are not qualities reserved for extraordinary moments. They are developed through everyday choices and strengthened with every voyage.

“A smooth sea never made a skilled sailor.”

Perhaps that is the greatest lesson the sea teaches us. Change is inevitable, but growth is a choice. We may not always control the challenges we encounter, but we can choose how we respond to them. Every setback can become a learning experience. Every unexpected turn can become an opportunity to build confidence, resilience, and wisdom.

As the maritime industry continues to evolve, technology will advance, operations will change, and new challenges will emerge. Yet one thing will always remain constant—the importance of people. Behind every vessel is a crew whose ability to adapt, communicate, and support one another is what truly keeps the journey moving forward.

So, as you prepare for your next voyage, carry more than your technical expertise. Carry curiosity when circumstances change. Carry composure when pressure rises. Carry the confidence to learn, adapt, and help those around you do the same.

Because while the sea will always change, so can we. And perhaps that is the greatest strength any seafarer can carry on every voyage.

Let’s Continue the Conversation

At Strive High, we believe that behavioural skills for Seafarer are just as important as technical expertise. By investing in adaptability, resilience, communication, and wellbeing, we help maritime professionals build stronger crews and safer workplaces.

If this edition has inspired a new perspective or started a meaningful conversation, we’d love to hear from you.

Share your thoughts, experiences, or ideas with us—and let’s continue learning together.

Email: support@strive-high.com
Website: www.strive-high.com
LinkedIn: Strive High Pte. Ltd.

Because every conversation has the power to strengthen the people who keep the world moving.