Annual Review & Outlook 2025
Maritime
Executive Commentary have been resolved . However , the ongoing challenges will be how US ports employ new technologies to remain competitive with European and Asian ports , and if US port operations can expand by adopting additional shifts or 24 / 7 schedules to increase capacity .
On the other side of the labor equation are the seafarers that crew the container vessels . The COVID pandemic profoundly impacted how seafarers see their role within the industry and led to an exodus of seafarers . This resulted in a growing labor shortage as seafarers evaluated issues such as separation from family , internet access , safety and training around new fuels and technologies , and access to shore leave . As the industry endeavors to recruit employees in their late teens and early twenties , there is a stark difference between that generation ’ s expectations and those of their parents ’ generation .
Of the 16 proposed amendments to the Maritime Labour Convention , 2006 — known as “ the seafarers ’ Bill of Rights ”— two address expanding the current provision regarding shore leave while in port . Proposal # 3 is a joint amendment proposed by both seafarers ’ and shipowners ’ groups , while Proposal # 14 is an amendment proposed by 26 countries . Despite the differences , the goal of each proposal is to reduce challenges for seafarers to be granted shore leave while in port . Studies conducted during and since COVID have noted mental health decline when shore leave is not available for extended periods of time , as well as the positive impact shore leave has on mental health and overall crew morale .
Strengthening shore leave provisions will advance seafarer recruitment and retention and assist shipowners in having the workforce needed to crew their vessels for the benefit of global trade and well-being .
Shey-Harding Executive Search
Susan Shey Dvonch
Managing Partner www . shey-harding . com
From a recruiter ’ s perspective , the major challenges facing container lines , ports and terminal operators in 2025 may include a competitive job market ; candidates ’ reluctance to relocate ; and the necessity for organizational culture , values and team dynamics to align with candidate expectations .
As of this writing , US unemployment remains low , resulting in a candidate-driven job market where job seekers for key leadership positions have a distinct advantage in the hiring process . As is common in the maritime industry , the pool of highly qualified candidates for executive and specialized roles is limited , requiring employers to be flexible , assertive and swift in attracting top talent . In response , the port and terminal sectors have become increasingly competitive in terms of compensation and benefits . www . joc . com January 6 , 2025 | Journal of Commerce 51