Duan Doyle, the seafarers' registrar at the Jamaica Maritime Authority, emphasized the importance of seafarers' mental health and the challenges in this area. In his remarks, he examined how working conditions affect the mental health of seafarers and pointed to the need for significant changes in this industry.
Mental Health Challenges in Maritime
Doyle stated that reports and indicators related to seafarers' happiness indicate an increase in feelings of loneliness, fatigue, anxiety, and burnout among this group. This issue clearly reflects a lack of adequate attention to the mental and emotional needs of seafarers, which directly impacts their performance.
The Necessity of Attention to Working Conditions
Doyle also pointed out that according to the Maritime Labour Convention, every seafarer has the right to work in a safe environment and under suitable working and living conditions. This convention clearly defines mental health as part of occupational safety and decent work, considering it a necessity, not an option.
However, there is a deep gap between policies and the daily realities of seafarers. Regulations and corporate commitments cannot support a seafarer who frequently experiences disruptions in rest or has limited access to their family due to poor and costly communications.
Research conducted by the Jamaica Maritime Authority shows that some seafarers feel that ship owners care more about the cargo than the people responsible for delivering it. These views reflect a contradiction at the center of global trade; seafarers are essential, but the human cost of maintaining this system is often overlooked in favor of scheduling and commercial pressures.
Developing a Supportive Culture in the Workplace
Doyle emphasized that real changes must start from working conditions. Fatigue cannot be solved with a wellness poster or a helpline if the work patterns that create it remain unchanged. Rest hours must be seriously observed, and rotational programs should help reduce fatigue and burnout.
Moreover, communications and shore leave are also of high importance. Reliable and free communications help seafarers maintain their connections and receive necessary support before reaching a critical situation. Shore leave also provides an opportunity to rest from the confined ship environment and the endless routines of onboard duties.
Mental health support should be considered a normal component of seafarers' lives. Regular assessments, confidential access to specialized services, and practical programs in stress and coping should be included in the hiring process. These supports should be accessible, culturally aware, and protected against social stigma.
Effective Leadership on Board
Leadership on board determines whether these services are effectively utilized. Captains and senior officers need training to identify emergency situations and respond with empathy and respect. Seafarers will not be able to speak freely if vulnerability is perceived as weakness or if seeking help jeopardizes their career prospects. Therefore, trust must be reinforced with clear guarantees of confidentiality.
The maritime industry has always witnessed remarkable resilience under tough conditions, but resilience should not be used as an excuse to leave individuals exposed to pressures that the system can alleviate. The responsibility for this issue lies with ship owners, managers, governments, regulatory bodies, educational institutions, and welfare organizations.
The maritime industry has ample evidence from seafarers and does not need to wait for another crisis. Progress should be measured based on real changes on ships, such as actual rest, humane rotations, reliable communications, shore leave, confidential support, and leadership that fosters safety in seeking help.
