Global New Generation Seafarers Revealed! China's data revealed for the first time
Recently, the Sailors' Society published a survey to understand the challenges and experiences faced by seafarers around the world, particularly those of the new generation (Gen Z: the generation born between 1995 and 2009). The survey was aimed at young seafarers around the world, and unlike previous reports, the report includes data from China, enabling a richer and broader understanding of the experiences of seafarers around the world, with the aim of understanding the issues common to seafarers around the globe, the Institute said.
The survey involved 2,171 people and revealed key differences around the world. The survey reveals that currently:
North Asian seafarers have the best employment prospects
African seafarers are the most confident despite having the lowest employment rates
More than half of South East Asian seafarers are more worried about their psychological condition
European seafarers are the most stressed, with only a third finding work
UK seafarers have the highest employment rates and lowest stress levels
Chinese seafarers value connectivity more than any other region
Remuneration remains a key driver for new generations of seafarers
The Institute of Seafarers has conducted three surveys of seafarers, and the majority of new generation seafarers say that their choice to become seafarers is driven by family and financial stability.
Of these
46% To support their family
28% To make a lot of money
21% To travel the world
3% Not sure how they got here
2% Expectations from others
Seafarers continue to cite family sustenance and financial stability as core motivations for choosing a seafaring career. This factor has been consistently mentioned over the past three years, particularly in regions where economic pressures are higher and stable income is more important. As the first new region to be added to the data, the same performance was seen in Chinese and European seafarers.
However, unlike in the past, the new generation of seafarers emphasizes the importance of ethical treatment and workplace benefits when choosing an employer. It can be seen that the younger generation of seafarers is paying more attention to social values as well as workplace culture, a trend that is helping to promote a fairer and more supportive work environment for seafarers.
When asked about their biggest motivation for choosing a shipping company, the survey revealed that:
68% of seafarers are concerned How they treat seafarers
29% of seafarers are concerned about the remuneration I receive
3% of seafarers are concerned about whether there is Wi-Fi on board the ship
In addition, the survey shows that current seafarers with experience of life at sea place a higher value on ethical treatment and a positive workplace culture. This suggests that exposure to real-world experience of working at sea reinforces the value placed on fair treatment and benefits.
These findings suggest that today's seafaring industry needs a work environment that is more in line with the expectations of current and new generations of seafarers.
Retention remains a major focus
Declining seafarer retention rates remain a major issue that the maritime industry needs to address urgently. This report looks at the willingness of prospective and current seafarers to stay on and the main factors that drive them to do so.
The data shows that regions such as South East Asia and Africa show a stronger propensity for long-term maritime careers. In contrast, seafarers from the UK, Europe and to some extent China appear to be more willing to explore alternative career paths. A significant proportion of seafarers indicated an intention to limit their time at sea or a preference to transition to shore-based positions within the shipping industry.
When asked why they chose to leave their careers as seafarers, the data showed that, with the exception of Africa, “being away from family” and “being treated badly” were the top reasons why they were likely to leave the maritime industry.
Given that many seafarers see family responsibilities as the central motivation for a career at sea, emotional problems caused by prolonged separation are the main reason for leaving the sea. In addition, since seafarers often emphasize the way they are treated by their employer as the most important factor to consider when choosing an employer, the attitude of the employer becomes a key motivation for leaving.
Salary increases continue to be the most talked about topic in terms of willingness to stay, particularly notable in North and South East Asia as well as Africa. This further highlights the key role of stability and financial incentives in talent retention strategies.
Notably, in specific regions such as the UK and China, shorter contract lengths and the availability of Wi-Fi on board elicited a more positive response from employees. This reveals differences between cultures and practices. In the UK, work-life balance is significantly emphasized, as demonstrated by the preference for short-term contracts and shore leave. In China, on the other hand, the growing importance of digital connectivity at sea is highlighted, reflecting a growing reliance on the role of technology and communications in enhancing employee wellbeing.
Chinese seafarers' concerns
In the reported statistics for Chinese seafarers, higher salaries continue to be the main reason why the majority of Chinese seafarers (67%) would like to stay in their jobs, a higher proportion than in North Asia (46%) as well as Southeast Asian seafarers (46%).
In the face of challenges, 48% of Chinese seafarers said they felt there were not enough job opportunities, while 22% felt they lacked professional training. It is worth noting that, with regard to the lack of job opportunities, this percentage is significantly higher among Chinese seafarers than in other regions.
The Seafarers' Association believes that the specificity of seafarers in the Chinese region lies in the desire for connectivity. Chinese seafarers are more likely to prefer online resources, whether for training or counseling.
According to the STCI, this reflects a broader reliance on technology-driven solutions for Chinese seafarers, in line with China's emphasis on digital innovation across industries. For Chinese seafarers, online platforms are not only a tool for managing mental health, but also a convenient and easy-to-use option for their increasingly tech-focused lives.
When choosing a shipping company, the availability of good Wi-Fi has become a key factor and decisive criterion in retaining Chinese seafarer talent. 14% of Chinese seafarers believe that onboard Wi-Fi is a key factor in staying in the shipping industry, and 10% believe that onboard Wi-Fi is an essential requirement when choosing an employer. This highlights the cultural and technological context of China.
Female seafarers still limited in their development
Despite the commitment of global shipping companies to promote diversity within the industry, women are still subject to a number of shackles in the seafaring industry.
The vast majority of female seafarer respondents said their career progression was limited. In the Chinese seafarers survey, 32% of female seafarers expressed this view. In addition, 42 percent of Chinese female seafarers believe they are not given equal opportunities. A further 11% of Chinese female seafarers said they were not seen as being able to take on leadership roles.
At the end of the report, Ben Palmer, President of Inmarsat Maritime, which sponsored the report, said: “We are delighted to have sponsored this report, which sheds light on the experiences and challenges faced by the new generation of seafarers. Our participation in this program underscores our commitment to the well-being, safety and connectivity of seafarers, with a special focus on the next generation of maritime professionals. ”
Retaining the next generation of seafarers is a test and challenge for the shipping industry as a whole. As a shipping company, it must take comprehensive measures to optimize seafarer management and improve their well-being and loyalty, and it needs to implement targeted management strategies for seafarers in different regions. Only in this way can shipping companies remain undefeated in a highly competitive market and inject new vitality into the future development of the industry.