From ship command to maritime governance, Captain Hari Subramaniam has spent more than four decades shaping the industry through leadership, safety, and human factors. In this Seafarer Month conversation with Preeti Dubey, he reflects on the lessons that have defined his journey from growing up under the influence of his father, Captain Harry Subramaniam, to navigating personal loss, championing seafarer wellbeing, and preparing the next generation for a rapidly changing maritime world. This conversation reflects on the values that continue to anchor the people behind global shipping.
The Legacy He Inherited
For Captain Hari Subramaniam, a life at sea almost seemed inevitable. Born into a maritime family, he grew up watching the profession through the eyes of his father, Captain Harry Subramaniam, one of the industry’s most respected leaders. Smiling as he looked back on those early years, Captain Hari recalled that when he was born, his father jokingly announced, “Okay, new cadet.” It was a light-hearted remark, but it reflected how naturally shipping became part of his life.
Following in his father’s footsteps, however, was never as straightforward as it appeared.
“People knew me as Captain Harry Subramaniam’s son before they knew me as Hari,” he reflected. Carrying a respected surname brought opportunities, but it also came with expectations. As a young officer, he often found himself being compared to his father before he had the chance to establish his own identity.
He also admitted that, growing up, he was intimidated by his father. It wasn’t until after completing his first voyage, when they shared a quiet drink together, that their relationship began to change. The father he had always respected gradually became someone he could speak to openly—not only as a parent, but as a mentor who understood the realities of life at sea.
Looking back today, Captain Hari no longer sees his father’s legacy as something he had to live up to. Instead, he sees it as something that shaped his values. There came a point when he stopped worrying about comparisons and accepted that carrying his father’s name was something to be proud of.
“One day I thought, ‘So what? Yes, I’m his son. Why shouldn’t I be proud of that?'” he recalled.
That shift in perspective gave him the confidence to stop trying to prove himself against someone else’s achievements and instead focus on building a career guided by integrity, humility, and service. While his father’s legacy opened the first chapter of his journey, the chapters that followed would be written through his own experiences, his own leadership, and his own commitment to making a meaningful contribution to the maritime industry.
A Question That Changed Everything
Every career has defining moments. For Captain Hari, one of the most significant did not happen onboard a ship or in a boardroom. It came through a simple conversation with his father.
By then, he had already established himself professionally. Like many people, he believed that working hard, progressing in his career, and providing for his family were the measures of success. His father challenged him to think differently.
“He asked me, ‘What are you doing for society?'” Captain Hari recalled.
The question stayed with him long after the conversation ended. His father explained that success should not only be measured by personal achievements, but also by the impact we have on people we may never meet. Helping others, expecting nothing in return, and leaving the world a little better than we found it were values he believed every professional should carry throughout their career.
Looking back, Captain Hari describes that conversation as a turning point. It changed the way he viewed leadership, influence, and responsibility. Instead of asking, “What have I achieved?” he found himself asking, “What difference have I made?”
That philosophy has guided much of his work ever since. Whether mentoring young professionals, supporting industry initiatives, or advocating for safer and healthier workplaces, his focus has always been on creating value beyond his own role.
One lesson from his father continues to stay with him.
“It’s more important to be nice than it is nice to be important.”
For Captain Hari, those words have become more than advice. They have become a way of leading. Titles, positions, and achievements may define a career, he believes, but it is kindness, humility, and the willingness to serve others that define a person’s legacy.
When Loss Became the Greatest Teacher
Not long after that life-changing conversation, Captain Hari faced one of the most difficult periods of his life. During the COVID-19 pandemic, his father passed away. Like so many families around the world, they were forced to navigate grief under extraordinary circumstances. Restrictions meant that the usual gatherings, rituals, and opportunities to mourn together were no longer possible. It was a deeply personal loss, made even more difficult by the isolation that defined that period.
Looking back, Captain Hari reflected that it was only after his father’s passing that he fully understood the depth of the lessons he had been given over the years.
“That was my game changer,” he said. “Everything he had been trying to teach me suddenly made sense.”
The conversations they had shared about service, humility, and giving back took on a completely different meaning. They were no longer simply words of advice from a father to his son—they became principles that would guide every aspect of his life and leadership. As he reflected on that period, Captain Hari spoke about accepting the things we cannot control while focusing our energy on the things we can. Every challenge, he believes, presents an opportunity to learn, grow, and become a better version of ourselves. The experience also reinforced something he now shares with many young professionals. Careers, achievements, and titles are important, but they are temporary. What endures is the impact we have on others—the respect we earn, the people we help, and the values we leave behind.
Despite the personal loss, Captain Hari found comfort in seeing the extraordinary respect the maritime community had for his father. Professionals from across the world came together to honour a man who had spent his life serving the industry and supporting others. It was a powerful reminder that a person’s greatest legacy is not measured by the positions they hold, but by the lives they touch.
Today, when Captain Hari speaks about leadership, there is a quiet conviction in his words. It is shaped not only by decades of professional experience, but also by one of life’s most profound lessons—that true success is measured less by what we achieve for ourselves and more by what we leave behind for others. That feeling, he believes, is what good leadership should create. Psychological safety is not simply about preventing accidents or encouraging people to speak up. It is about creating an environment where individuals feel trusted, supported, and confident enough to exercise their judgement without fear.
As shipping becomes increasingly digital, Captain Hari believes this human element will become even more important. Technology should support good decisions, not replace them. Procedures provide consistency, but leadership builds confidence. Ultimately, organisations that empower people to think, take responsibility, and learn from experience will always be stronger than those where every decision depends on someone else.
The Human Side of Shipping
Throughout our conversation, Captain Hari returned repeatedly to one theme: shipping has always been about people. While the industry has made remarkable advances in technology, regulations, and digitalisation, he believes the greatest challenge today is preserving the human connection that has always been at the heart of life at sea.
Looking back on his own years as a seafarer, he recalled a very different onboard environment. Crews spent more time together, conversations happened naturally, and there was a stronger sense of community. Today, ships are better connected than ever before, but that does not necessarily mean people feel more connected to one another.
“Too much connectivity causes disconnect,” he reflected.
For Captain Hari, the issue is not technology itself. The ability to stay in touch with loved ones has transformed the lives of seafarers for the better. However, when every free moment is spent looking at a screen, opportunities to build relationships onboard can gradually disappear. At the same time, reduced manning levels, increasing workloads, and operational pressures have left crews with less time to simply talk, learn from one another, and build the trust that strengthens teams.
He also believes these changes have influenced the way people think and perform. Despite having more training resources, better technology, and easier access to information than ever before, the industry continues to see basic human errors. In his view, this is not always a question of competence. It is often about focus, distraction, fatigue, and the environment in which people are expected to work.
When discussing seafarer wellbeing, Captain Hari was clear that support goes far beyond policies and programmes. Respect, appreciation, and genuine human connection matter just as much. Seafarers want to know that their contribution is recognised and that the sacrifices they make are understood—not only during times of crisis, but every day they step onboard.
As the maritime industry continues to evolve, Captain Hari believes that investing in people remains the industry’s most important investment. Ships will become smarter, systems will become faster, and regulations will continue to change. But the success of every voyage will still depend on the people onboard, their ability to trust one another, and the culture that surrounds them. Protecting that human side of shipping, he believes, is one of the industry’s greatest responsibilities.
Preparing Seafarers for Tomorrow
The maritime industry is entering a period of transformation unlike anything seen before. From artificial intelligence and digitalisation to alternative fuels and autonomous technologies, the pace of change continues to accelerate. Yet, when asked about the future, Captain Hari was less concerned about technology replacing people and more focused on whether people are preparing themselves for change.
He believes the modern seafarer must embrace continuous learning. The skills that were sufficient a decade ago may not be enough for the years ahead, and future maritime professionals will need to develop competencies beyond traditional navigation and engineering. As new technologies emerge and the industry transitions towards greener operations, adaptability will become just as important as technical expertise.
Captain Hari also acknowledged that uncertainty can be unsettling, particularly for younger seafarers entering the profession. With discussions around automation and artificial intelligence becoming more common, many are questioning what the future of their careers might look like. His advice, however, is not to fear change but to prepare for it.
“The only constant is change,”
he reflected, encouraging seafarers to remain curious, invest in their own development, and never stop learning.
Rather than waiting for regulations or organisations to define the future, he believes individuals should take ownership of their own growth. Every new skill acquired, every course completed, and every opportunity to learn strengthens not only personal careers but also the resilience of the industry itself.
For Captain Hari, the future of shipping will not be determined solely by smarter ships or more advanced technology. It will depend on people who are willing to adapt, think critically, and continue growing throughout their careers. In an industry that has always evolved, he believes the greatest advantage will belong to those who never stop learning.
Turning Compassion into Action
Throughout our conversation, Captain Hari spoke about the importance of caring for people—not only while they are at sea, but throughout their entire maritime journey. That philosophy is reflected in his current work with Howden, where one of the key areas of focus has been finding practical ways to strengthen support for seafarers and their families.
One issue he highlighted is a gap that often goes unnoticed. While many seafarers are protected by insurance during their period of employment, that protection may not always continue when they return home between contracts. It is during these periods, when they are with their families, that unexpected medical emergencies can create significant financial and emotional strain.
Recognising this challenge, Howden introduced the SAFER at Home (Seafarer and Family Enhanced Resilience) initiative, designed to provide affordable medical protection for seafarers and their families beyond their time onboard. Captain Hari explained that the objective was never simply to create another insurance product, but to address a genuine need within the maritime community by providing greater peace of mind for those who dedicate their lives to the sea.
Captain Hari spoke about creating a wider culture of care, where supporting seafarers extends beyond regulatory compliance or contractual obligations. He also shared that part of the initiative supports organisations such as The Mission to Seafarers, reinforcing the belief that improving wellbeing is a shared responsibility across the maritime industry.
For Captain Hari, initiatives like SAFER at Home are an extension of the values that have shaped his career. Leadership is not only about solving operational challenges; it is also about recognising the human realities behind every voyage. Whether through mentorship, advocacy, or programmes that provide meaningful support to seafarers and their families, he believes the industry’s greatest responsibility is to ensure that the people who keep global trade moving never feel forgotten.
As our conversation progressed, it became increasingly clear that compassion is not simply a principle Captain Hari speaks about—it is something he believes should be translated into action. For him, the future of maritime leadership will be measured not only by innovation or efficiency, but by the commitment to building an industry that genuinely cares for its people.
One Final Conversation
As our conversation drew to a close, Preeti asked Captain Hari one final question.
If you could sit down with every ship captain and chief engineer in the world for five minutes, what is the one message you would want them to hear?
His answer came without hesitation.
“Thank you.”
Not because leadership is easy, but because he understands the responsibility these men and women carry every single day. They are expected to make critical decisions, protect their crews, safeguard the environment, meet commercial expectations, and lead by example—often while working far from home under immense pressure.
For Captain Hari, appreciation is something the maritime industry does not express often enough. Throughout our conversation, he returned repeatedly to the importance of recognising people—not just for what they achieve, but for the responsibility they shoulder and the sacrifices they make.
His message was simple. Before asking more of our leaders at sea, we should first acknowledge what they already give.
As our conversation ended, it was difficult not to reflect on the journey we had just taken. We had spoken about family, loss, leadership, psychological safety, lifelong learning, seafarer wellbeing, and the future of shipping. Different topics, yet all connected by a single belief—that shipping has always been, and will always remain, a people business.
Captain Hari’s career has spanned decades of change, but the values that guide him have remained remarkably constant. Respect. Humility. Trust. Kindness. Service. They are the lessons he inherited, the principles he has lived by, and the legacy he hopes to leave for the next generation of maritime professionals.
Perhaps that is why his final answer carried so much weight.
Sometimes the most meaningful leadership message is also the simplest.
“Thank you.”
