Splash247: Bridging human and machine

Artificial intelligence may promise efficiency at sea, but the people on deck remain the ultimate decision-makers.

Shipping is on the cusp of a technological shift. Autonomous systems and artificial intelligence are increasingly moving from the lab to the bridge, promising to change how vessels are operated and managed. Yet despite headlines about fully automated ships, the reality on the water remains firmly human. According to Carl Martin Faannessen, CEO of Noatun Maritime, “99% of all vessels being delivered this year will be instantly recognisable, and sailable, by a 60-year-old seafarer. We see the shape of things to come, but we are not holding our breath.”

Faannessen notes that while autonomous vessels may work in specific geographies and niche applications, the vast majority of ships will continue to rely on crew for the foreseeable future. AI will likely play a supporting role, assisting shoreside teams in providing better information to crews onboard, but its ultimate impact remains uncertain. Cybersecurity is an area of increasing concern — GPS spoofing, hacking of engine control systems, and navigation risks are all real — yet Faannessen believes many of these can be managed with existing best practices and continued focus on situational awareness onboard.

For seafarers, the message from across the industry is consistent: AI is here to empower, not replace, the human element. Captain Rajiv Singhal, managing director at MTM, emphasises this approach. “We believe in automation not replacing humans, instead empowering them to lead smarter ships with confidence,” he says.

At Bernhard Schulte Shipmanagement, the focus is equally on people as it is on technology. Director HR marine Eva Rodriguez explains, “As demands on our seafarers grow — whether from AI and autonomous vessel technologies, new fuels, increased data monitoring, digitalisation in general, or cyber security — the scope of their duties and the associated pressures are expanding significantly. We are actively addressing these new requirements by adapting and enhancing our training programmes accordingly.”

Rodriguez stresses the need to bolster human skills alongside technical ones. “We must place much greater emphasis on leadership skills, emotional intelligence, cognitive abilities, and resilience. Historically, the human factor was often overlooked, but today we are committed to strengthening it considerably. After all, mental health challenges cannot be resolved by AI alone.”

Wilhelmsen Ship Management is taking a tailored approach. Vice president for marine personnel Wiebke Schuett says, “There’s no one-size-fits-all approach to AI training, as every vessel operates with different levels of technology. We are progressively training our crew based on the specific systems onboard, many of which already include AI features. Cybersecurity remains a key focus — it’s mandatory for all seafarers and regularly updated. We’ve also developed a robust micro-learning platform to deliver timely and relevant training content that keeps our crew up to date with emerging technologies.”

At Anglo-Eastern, the world’s largest shipmanager, the emphasis is on integrating AI to enhance operational performance without removing the human element. Chief commercial officer Niraj Nanda outlines the approach: “Our focus with AI is to better process information for faster and accurate decision making, reducing the burden on the ship’s crew and improving their wellbeing. We are working with our teams at sea and ashore to integrate AI in predictive maintenance, voyage optimisation and assisting with regulatory compliance.”

Nanda details the company’s technology ecosystem. “Our Asset Management & Technical Support Division uses high-frequency telemetry, predictive maintenance algorithms, and AI-assisted dashboards to monitor over 400 data points per vessel. These insights power condition-based maintenance, reduce downtime, and extend asset life, transforming ship management from a more reactive service to proactive, data-driven operations.”

Anglo-Eastern has also launched its Sustainability and Performance Services, a digital solution to help charterers and commercial operators navigate maritime decarbonisation while optimising vessel performance. Nanda adds, “From 2023 to 2025, the underlying systems monitored over 800 vessels across nearly 46,000 voyages, with over 4,300 crewmembers trained for vessel optimisation, and over 739,000 performance reports analysed, achieving a reduction of over 700,000 tons in CO₂ emissions and over 225,000 tons in fuel usage. This has translated into cost savings of approximately $135m.”

Caravel Group, and subsidiary Fleet Management, are exploring AI’s potential to streamline tasks and improve safety. Group COO Angad Banga says, “We do not believe that technology will replace jobs, however talent and time can be redistributed as technology alleviates efforts spent on more menial tasks such as reporting. It also has great potential to strengthen protections for our people and improve safe operations.” For example, Banga discusses recent investments in AI-assisted tools such as the implementation of Captain’s Eye to provide an additional watch, detecting time-critical events such as small-scale fires or unauthorised entries, and alerting crewmembers. At the same time, Caravel is investing in upskilling its people.

StormGeo, which supports maritime operations from a technology standpoint rather than employing seafarers directly, highlights the importance of preparing both sea and shore teams for AI integration. Chief commercial officer Espen Martinsen explains, “StormGeo’s onboard voyage planning solution, s-Planner, leverages advanced AI models to analyse historical and real-time vessel performance data. These insights are used by crews at sea and on land to refine routing strategies that ensure optimal voyage outcomes and support the operational safety and situational awareness of seafarers.”

Martinsen underscores the critical role of cybersecurity and data integrity. “We work closely with our customers to ensure that our AI-driven digital tools are intuitive, transparent, and built to support the people using them. Cybersecurity and data integrity are core priorities, making sure that crews can trust the information and routing strategies they rely on.”

Manpreet Gandhi, marine director at Ishima, the shipmanagement company of the d’Amico Group, echoes the emphasis on training. “While AI holds great potential to improve safety at sea, it is equally important to ensure that crews are properly trained and prepared, as insufficient understanding can lead to new risks. We are also closely following developments in autonomous vessel technology and actively preparing our seafarers through continuous learning and upskilling initiatives.”

From a human resources perspective, Ryan Kumar of Direst Search Global warns that training must evolve. “The next phase of training must go beyond navigation and machinery. It must include cyber awareness, data literacy, and systems thinking. The ability to detect, question, and respond to digital threats is just as important as handling an engine failure. AI is here to assist, not absolve. But we must ensure technology doesn’t outpace trust. Because when things go wrong — and they will — the system will still look to a human for the final decision. In the end, the smartest ship is only as wise as the person commanding it.”

Steven Jones, founder of the Seafarers Happiness Index, argues for inclusive dialogue. “We do not currently truly know what extent or how fast AI engagement will take root in the control, management and oversight of ships. So it is all a guessing game. We need to ensure that seafarers feel part of the debate and dialogue. They have been ignored and cut from other discussions around progress, such as decarbonisation. To shun seafarers again in this pivotal issue would be incredibly misguided and wrong.”

The consensus is clear: AI will not replace seafarers but will redefine their roles, responsibilities, and required skillsets. Across the industry, companies are investing in both technical and human-centric training to ensure crews are prepared for a digital future. Upskilling, cyber awareness, emotional intelligence, and resilience are as crucial as understanding predictive maintenance or voyage optimisation dashboards.

The rollout of AI at sea is a collaborative challenge — balancing innovation with safety, efficiency with wellbeing, and technology with the human factor.

Shipping is preparing for a future where AI is a tool, not a replacement; a partner in operational safety, environmental compliance, and performance, but one that depends entirely on the humans it supports. In every corner of the industry, training centres, micro-learning platforms, and on-the-job digital programmes are ensuring seafarers can meet the challenge.