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People at the centre: the non-negotiable foundation

Technology enables decarbonisation but people determine whether it is safe, credible, and sustainable.

The transition to net zero is not solely a technological or regulatory exercise. It is, fundamentally, a human one. While technology, regulation and commercial strategy shape the framework of the transition, its success ultimately depends on people.

New fuels, systems and operating models introduce unfamiliar risks, altered routines and increased cognitive demands. Without a workforce that is trained, confident and supported, even the most advanced technical solutions will fall short of their intended safety and environmental outcomes. The preparedness of seafarers, offshore personnel and shore-based teams therefore becomes a decisive factor in whether the transition is safe, credible and sustainable.

Deck officer standing at a ship's railing with a clipboard and walkie talkie.

The introduction of alternative fuels and advanced energy systems brings new hazards and unfamiliar operating conditions.

Toxicity, cryogenic handling, new fire dynamics and unfamiliar emergency scenarios require more than procedural updates. They demand new skills, deeper understanding and heightened situational awareness. This calls for a rethinking of training, drills and competence management across the ship–shore interface.

Crews must not only understand how systems function, but why risks arise and how they may evolve under real operating conditions.

At the same time, digitalisation is reshaping operational decision-making.

Performance monitoring, energy-management systems and emissions reporting tools provide powerful new capabilities, but they also introduce new dependencies on data quality, human–machine interaction and situational awareness.

As automation increases, so does the importance of clearly defined roles, responsibilities and communication between onboard teams and shore-based functions.

Without adequate preparation, these changes can increase operational complexity and amplify the consequences of inadequate training or unclear procedures.

Person using a transparent virtual touchscreen

people in a classroom with an instructor at the front

Training therefore becomes a strategic enabler rather than a compliance exercise.

Traditional certification pathways alone are insufficient to prepare personnel for rapidly evolving technologies. Structured training, realistic drills and scenario-based exercises are essential to ensure effective responses under both normal and emergency conditions.

Equally important is the inclusion of shore-based teams, managers and superintendents in this learning process, ensuring they are equipped to interpret data, support operations and make informed, risk-based decisions.

The human element challenge extends well beyond technical competence.

Fatigue management, workload and organisational culture play a decisive role in how new technologies are operated in practice.

As ships and offshore units become more complex, there is a growing risk that automation and digital tools may increase cognitive load rather than reduce it if systems are not designed with the end user in mind.

Human-centred design, clear interfaces and realistic operational assumptions are therefore essential to prevent new forms of error and ensure that technology supports, rather than undermines, safe operations.

Montage image of person typing on a keyboard and sorting through paper files

Safety culture remains a cornerstone of readiness. Trust, open reporting, learning from near misses and a just-culture approach, prioritising prevention and collaboration, are particularly important during periods of transition, when crews are adapting to unfamiliar technologies and procedures.

A strong safety culture encourages questioning, transparency and continuous learning, especially when operating systems that are new, complex or still evolving.

Conversely, compressed timelines, commercial pressure or unclear accountability can amplify risk, making attention to the human element a critical foundation for safe and sustainable decarbonisation.

Organisations that actively encourage feedback from those operating new systems are better positioned to identify gaps early and refine both technical solutions and operating practices.

Initiatives such as METAVASEA, coordinated by HELMEPA in cooperation with 18 partners and associate partners and supported by the Lloyd’s Register Foundation, highlight the importance of lifelong learning, digital and green competencies and a strong safety culture.

Technology provides capability, but training provides direction and safety culture ensures longevity.

Workforce sustainability is another critical dimension. The transition to net zero will place additional demands on seafarers at a time when the industry already faces recruitment and retention challenges.

Ensuring fair treatment, manageable workloads, meaningful rest and inclusive career pathways is not only a social responsibility but a prerequisite for operational resilience. A fatigued or disengaged workforce cannot safely deliver a complex energy transition.

In this context, the NZF delay offers valuable time to invest in people as much as in technology. It allows companies to develop structured training pathways, test emergency procedures, refine human–machine interfaces and embed human-centred design principles into ships and operations.

Decarbonisation is not just a technical or regulatory challenge; it is a human one. Placing people at the centre of the transition will determine whether new fuels and systems enhance safety and performance or introduce new vulnerabilities.

Technology may enable decarbonisation, but it is people who operate systems, manage risk and ensure safety. Preparing the workforce for this transformation is therefore not an optional add-on, but a prerequisite for a safe, credible and sustainable transition.

Man in safety vest and hard hat looking through binoculars from the bridge of a ship approaching port

The transition to net zero is not only a technical challenge, it is fundamentally a human challenge.

- Carola Yannouli

Technology provides capability, but training provides direction, and safety culture ensures longevity.

- Efi Tsolaki

The industry must not wait for regulation to arrive fully formed but must participate actively in shaping it.

- Efi Tsoulaki

People readiness on board and shore requires

Structured, scenario-based training

Human-centred design of systems and procedures

Workload management

Strong and just safety culture

Collaboration and alignment: turning ambition into action

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