Closing the gap between data and decision, machine and mariner

Splash asks shipping leaders whether smart technology risks outsmarting its users in the latest instalment from our Seafarers magazine.

Shipping’s digital transformation is no longer theoretical. AI-powered engines fine-tune routes, sensors predict maintenance failures, and dashboards light up bridges with a constant flow of data. Yet behind the gleam of technology, an old truth endures — a ship is only as smart as the people running it.

When Splash asked industry leaders whether the industry’s adoption of smart technology risks being undermined by crews’ ability to understand it, the consensus was clear: technology must empower, not overwhelm. But how to ensure that happens remains an open question.

Karin Orsel, CEO of MF Shipping Group, is among those who agree the risk is real. “Technology is only as effective as the people who use it,” she says. “This is why we focus on user-friendly systems, ongoing training, and empowering our crew to interpret data accurately. Human understanding is critical to operational safety and efficiency.”

It’s a sentiment shared across the sector. The excitement surrounding digital tools has at times eclipsed the simple reality that they are only as good as the interpretation behind them. As Cyril Ducau, CEO of Eastern Pacific Shipping, puts it: “Technology is only as strong as its user interface and training. We cannot expect crew to embrace new systems without proper training and user feedback.”

When people are empowered, technology becomes a tool for excellence, not confusion

At EPS, Ducau explains, innovation is co-created with seafarers in mind. “We work closely with our technology partners to co-design and implement smart, practical and intuitive solutions,” he says. “This approach ensures that innovation enhances and empowers our crew safely and effectively.”

Angad Banga, group COO at The Caravel Group, takes a similar line, emphasising empowerment over automation. “When people are empowered, technology becomes a tool for excellence, not confusion,” he says. Fleet Management, Caravel’s shipmanagement arm, is among those blending digital learning and onboard systems to make sure smart tools lead to smarter outcomes.

For Allan Falkenberg, COO of HR marine at V.Group, the key lies in digital literacy. “Data and digital literacy are core foundational pillars to ensure better regulatory compliance, decision making and safety,” he explains. “Without the right training, smart technologies – from AI-driven systems to predictive maintenance – risk being underused or misapplied.”

To close that gap, V. is betting on immersive learning. “From elearning modules to gamification, steps are being taken to train crew to safely manage complex systems,” Falkenberg says.

Ship and shore: a digital handshake

Others, however, believe the issue is less about comprehension and more about connection. Carl Martin Faannessen, CEO of Noatun Maritime, argues that the human-machine divide will increasingly be bridged by shoreside expertise. “We are less concerned with the crew understanding the information being generated, as this information will be increasingly processed ashore,” he says.

For Faannessen, the future lies in collaboration rather than comprehension. “This opens the door to a revived partnership between ship and shore, where the data collected and the reality observed need to reach a handshake,” he says. “Where we are concerned is the ability to manage repairs on data-collection and analysis systems as they become increasingly critical to the safe running of the vessel.”

We’re still training crews like it’s 1995

Not everyone sees an urgent problem. Vinay Gupta from Singapore-based Union Marine Management Services argues that the new generation of seafarers is already tech-ready. “With more and more crew now coming from a generation raised within a technology-driven education and training framework, there is little doubt that today’s seafarers can understand and apply these tools effectively,” he says. “The key lies not in their ability to use technology, but in ensuring the systems remain intuitive, reliable, and supportive of good seamanship.”

From data to judgment

That last point — preserving seamanship — is echoed by others. Technology may help optimise, but judgment remains the final frontier. Ryan Kumar from Direst Search Global, a Singapore-based HR firm, sums it up, saying: “Smart ships mean nothing without smart interpretation.”

“It’s not that seafarers can’t understand the data,” Kumar continues. “It’s that the industry hasn’t caught up in how it trains, trusts, and transitions its people to think digitally. We’ve built ships that can self-diagnose, optimise fuel, and predict maintenance. But we’re still training crews like it’s 1995.”

Kumar argues for a new training philosophy. “Technology is only as good as the context behind it,” he says. “A dashboard can show you a fault, but it takes experience — and judgment — to decide what happens next. Training must shift from instructional to interpretive: less ‘press this button’ and more ‘understand why this matters.’ We don’t have a technology problem. We have a translation problem — turning raw data into real-world decisions.”

At Ardmore Shipping, Robert Gaina, senior vice president of commercial, agrees that the human element is central. “Unless crew are supported and engaged in the deployment of new technologies onboard, we are unlikely to fulfil the potential of those solutions,” he says. “We’re great believers that the human element is central to our adoption of the latest digital solutions onboard. When we trial any new technology, we listen closely to the feedback from the men and women onboard.”

Making tech truly seafarer-first

That sense of feedback and inclusion is crucial, says Chirag Bhari from ISWAN, a shipping charity. “Rapid technological advancements may sometimes outpace the crew’s capacity to fully understand and utilise them,” he says. “Therefore, seafarers should be at the centre of technology design and development. New tools and systems should serve as enablers, addressing existing challenges and enhancing safety and efficiency onboard.”

Bhari also highlights the broader human side of smart shipping. “Ships should provide social spaces for crew interaction, proper infrastructure to promote physical and mental wellbeing, and comfortable living conditions,” he says. “After all, a ship is like a second home where seafarers spend a significant part of their lives.”

The real challenge lies in the sheer number of similar digital tools

For Eva Rodriguez, director of HR marine at Bernhard Schulte Shipmanagement, the question isn’t about capability but capacity. “The key question is how much innovation we can reasonably expect from our people,” she says. “All new and smart technologies require proper training, and it is essential to take the necessary time to ensure this is done thoroughly.”

BSM’s approach, Rodriguez explains, is to match technology rollouts with human readiness. “We place great emphasis on effective change management, comprehensive risk assessment, and well-structured rollout training to support our crews in understanding and effectively using these technologies.”

Trust, training and the next wave

Others believe that generational change will naturally bridge the gap. Simon Frank, vice president of crewing operations and business development at NSB Crewing Solutions, is confident in today’s workforce. “Present and future generations of seafarers are very capable in understanding digitally displayed information and data and making the right decisions,” he says. “Even more when they are supported by a highly experienced and trained shore team.”

For Lars Gruenitz, managing director of Norstar Ship Management, the key lies in design. “It all depends how information is presented to the crew,” he says. “The design of the user interface is very important, as well as a clear focus on why the data is needed and what value it gives to the crew.”

That principle underpins much of the product design philosophy at StormGeo, where Espen Martinsen, chief commercial officer, sees usability as mission-critical. “The effectiveness of any smart technology is dependent on how actionable and understandable it presents its insights,” he says. “For digitalisation to succeed, data and AI-driven insights must enhance situational awareness and support better decision-making at sea.”

Martinsen notes that captains must feel supported by both people and systems. “In the near future, where advanced vessel technologies become more prevalent, actionable insights from user-friendly and understandable technologies will be essential,” he says. “Ultimately, captains must trust the tools — and know that human experts stand ready to assist whenever needed.”

The theme of trust — and training — runs through many responses. Christian Ioannou, CEO of MCT Consultancy, believes too much smart technology is rolled out before seafarers are prepared to use it. “There is a risk in adopting smart technology for which training is the key,” he says. “Technology is only as good as the people operating it. Seafarers need practical training to ensure understanding and to be able to act on the data they are provided with. Theoretical sessions cannot replace hands-on training.”

Captain Tanuj Balani, director of Stag Marine, agrees that information overload is the danger. “We must shift from information overload to actionable insight — through intuitive dashboards, better onboard training, and feedback loops between ship and shore,” he says.

Vikrant Gusain, CEO of shipmanager Dockendale, takes a more optimistic view. “The younger generation of seafarers is highly tech-savvy and technology adoption is progressing in a phased and adaptive manner,” he says. “The real challenge lies in the sheer number of similar digital tools often introduced by different owners or charterers, leading to confusion and a lack of standardisation across fleets.”

And for Steven Jones, founder of the Seafarers Happiness Index, the question itself is misframed. “If one’s seafaring workforce’s ability to understand is risking the use of smart technology, perhaps it isn’t as smart as you might think,” he says. “If such technology had been conceived and developed with seafarers adequately consulted, there would not be a disconnect in ability.”

Where things go wrong, he argues, is when systems are “thrown at old problems” without human context. “When everyone is just expected to get on with it, that is where things can go awry,” he warns. “The benefits for all are eroded or lost completely.”

Across all these perspectives, one conclusion emerges: the smartest system still depends on the smartest application. Whether through better training, intuitive design, or trust built between ship and shore, the success of maritime technology will be decided not in code, but in context.

source : splash247