Wellbeing as operational intelligence for owners, managers and operators. We measure the conditions your crews work under. We fix systems, not seafarers.
The Human Factor at Sea
Most incidents at sea do not start with steel. They start with people running on empty. Behind the groundings, collisions and cargo claims sit fatigue, cognitive overload, stress and thin communication. These are system risks, produced by watch patterns, manning decisions, rotation lengths and the way leadership behaves on board and ashore.
A rest-hour log can show full compliance while the officer on watch has not slept properly in days.
The absorber of system failure, almost always, is a seafarer.
MOST INCIDENTS TRACE TO CONDITIONS, NOT CARELESSNESS
Stress
Fatigue
Error
Incident
Claim
Off-hire
Cost
Compliant on Paper Is Not Rested on Watch
Rest-hour records, LTIF and port state statistics describe the past. None of them measures whether the crew taking your ship into the channel tonight has the capacity to do it well. The chart that looks best is often the chart hiding the most.
14.9%–100%
the range of human-error contribution across thirty original maritime studies. The famous 80% is a citation loop, not a finding.
Wróbel, Reliability Engineering and System Safety, 2021.
13%
of workplace injuries are attributable to fatigue
1 in 4
seafarers screened positive for depression in a Yale University study for the ITF Seafarers Trust
Regulation and Vetting Have Moved
ISO 45003 sets the management standard for psychosocial risk.
MLC 2006 defines the floor, and charterers now ask what sits above it.
TMSA Element 14 puts the human element into the tanker operator’s self-assessment programme.
SIRE 2.0 inspects human factors on board with the same rigour as hardware.
Charterer due diligence increasingly weighs crew welfare in vetting and ESG reporting.
The Crew Welfare Self-Assessment Questionnaire 2.0, a voluntary tool from RightShip and the Sustainable Shipping Initiative, gives operators a structured way to review welfare provision.
ILO seafarer death data, 2024
Most Seafarers Do Not Die in Accidents
In 2024, 66 countries reported 449 seafarer deaths to the International Labour Organization. Health-related causes accounted for 245 of them. Occupational accidents accounted for 86.
For every seafarer who died in the kind of incident a safety management system is built to catch, nearly three died of something else. Persons overboard accounted for 36 deaths, suicides for 26, and the ILO connects both to fatigue and psychosocial risk.
245
health-related deaths
86
occupational accident deaths
Of the reporting countries, 83 per cent record occupational-accident deaths. Only 59 per cent record suicides. The measurement is weakest where the risk is highest.
Source: International Labour Organization, ILOSTAT, 2024.
The Same Method, Adapted for Sea
We measure six system conditions and seven dimensions of individual wellbeing, scored and mapped to ISO 45003 clauses. At sea those readings take a particular shape. Work design means watch rotation, port turnaround and manning levels. Flexibility means contract length, shore leave and connectivity across a four to nine month rotation. Culture and safety means whether a rating can raise a concern with an officer without it costing them.
Assessments are built for seafarers and complete in about twelve minutes. Results aggregate by vessel, rank and crew location, so shore management sees where risk sits before it becomes an incident. Programmes are adapted for watch-keeping and rotation rather than scheduled around them, and can be delivered on board, licensed as a SCORM file, or taught by your own people.
The Agenda Your Vetting Already Names
Tanker operators know this as TMSA Element 14, and SIRE 2.0 now inspects for it on board. Human and Organisational Performance is how the human element becomes a managed system rather than a training topic. We deliver it as a certified partner of Fisher Improvement Technologies.
We embed it into what already exists: learning teams on live operational problems, incident analysis redesigned around conditions rather than blame, and critical step identification on high-consequence tasks such as mooring, enclosed space entry and cargo transfer.
Blame ends the learning. Conditions start it. Every incident analysis becomes evidence for TMSA, and every learning team builds the culture SIRE 2.0 is looking for.
Tools That Reach the Ship
A score is only useful as a trend. Capacity is built and lost over time, which makes the work continuous. We keep the signal live where connectivity is worst and the operational risk is highest.
Digital tools · Early access
Seafarer wellbeing app, offline-first
Daily habits, learning, sleep and stress tracking, and self-assessment. Built offline-first for vessels, synchronising when connectivity returns. In live demonstration now, ready to roll out with founding fleets.
Always on · In development
AI wellbeing coaching
Personalised guidance between sessions. Being built into the app now, with founding fleets shaping how it works on board.
People
Executive and team coaching
One-to-one coaching for shore leaders and senior officers, plus team coaching for onboard leadership.
Continuity
Reporting and ongoing support
Secure dashboards for the DPA, HSQE and crewing, structured review, and re-diagnosis at twelve and twenty-four months.
Built with the industry, not for it
The app is in live demonstration today. We are onboarding a limited number of founding fleets whose crews shape the roadmap and who hold preferential terms for the life of the product. Ask to see it running.
Fleet dashboards
Anonymous results by vessel, rank and crew location. Immediate reporting once seafarers complete the assessment.
Built for the Realities of Shipping
The deepest expertise sits where watch patterns, rotational crews and remote operations make psychosocial risk hardest to see. Joint ownership across HSQE, marine operations, crewing and HR delivers the strongest results.
Founded on published expertise. Ian Collins, author of The Wellbeing Imperative (Penguin Random House, 2026), with fifteen years across high-risk operations.
Ship Owners & Managers
Tankers & Gas Carriers
Offshore & OSV
Dry Bulk & Container
Cruise & Passenger
Crewing & Manning
The Full Maritime Overview
A twelve-page overview of how we work with owners, managers and operators. The evidence base, the frameworks, the instruments, the programmes for sea and shore, and the engagement path with real timelines.
ON THE WELLBEING IMPERATIVE
“He powerfully demonstrates that wellbeing is not optional, but rather the foundation of safety and performance. Essential reading for leaders across our industry.”
Duncan Bond, Chief Commercial Officer, Berge Bulk Shipping
“By defining the Wellbeing–Performance Gap, this book gives leaders the vocabulary and the data they need to stop burnout before it starts. It’s not just a book; it’s a manual for operational excellence.”
Noela Paragiou, Crew and Training Manager, Navios Maritime Partners LP
“His practical approach can be implemented across the maritime industry by guiding leaders to understand that errors and efficiency are the result of the system, in which wellbeing and performance are interdependent and grow together.”
Capt. Pantelis Patsoulis, QHSE and Marine Assurance Manager, Anglo-Eastern Ship Management (Hellas)
FURTHER READING