Why seafarer support should begin prior to the start of the contract and finish long after disembarkation

Why seafarer support should begin prior to the start of the contract and finish long after disembarkation
Josephine Le May 1, 2026 https://www.seanews.co.uk/people/why-seafarer-support-should-begin-prior...

Seafarer wellbeing does not begin at embarkation or end at disembarkation. This article argues that meaningful crew support must extend before, during and after each contract, with stronger communication, shore-side awareness and trusted spaces for maritime professionals.

For too long, the industry has focused on crew shortages. In reality, the issue has never been a lack of numbers, rather a lack of competence. But what about care, is that in short supply?

While recent updates to the Maritime Labour Convention (MLC) have strengthened protections for seafarers’ mental health and overall wellbeing onboard, wellbeing isn’t linear, the job is difficult, and issues can often arise long after disembarkation.

The nature of the profession makes this even more complex. Seafarers work across borders, cultures and time zones, often on contracts of varying lengths, with gaps inbetween. The job is defined by periods of intense responsibility followed by sudden disconnection, and this affects people more than we sometimes acknowledge.

Support, however, is still too often concentrated within the contract window itself. Time onboard is structured and managed, yet wellbeing does not operate on the same timeline. If engagement exists only while a seafarer is onboard, it sends the message that their value is tied only to their availability and performance.

A lot of the focus still sits firmly on the contract itself. What happens during that time is tracked closely, but everything around it can feel like an afterthought. In reality, it’s not that simple. The impact of the job does not just begin the day that someone boards a vessel, and it doesn’t end when they sign off either. Without any real follow-up or continued contact, things can go unnoticed, only becoming obvious later when they start to affect how someone feels or how they approach their next contract.

Too often, ship managers focus only on the time seafarers spend onboard and pay little attention to what happens before or after a contract. While some companies do take pre-deployment and post-disembarkation engagement seriously, many rely on third-party agencies and local agents, leaving seafarers feeling undervalued.

Seafarers want to feel recognised and supported, no matter where they are in their careers. Investment in communication before deployment and after disembarkation can make a real difference. Pre-joining briefings, local office familiarisation, regular check-ins and even annual events, online or in-person, all show that companies genuinely care for them as people, not just numbers. When people feel valued, they are happier, and when they’re happier, they invest more into what they do.

There is also an assumption that time at home means everything goes back to normal. While rest is important, it doesn’t always deal with everything someone has experienced during a contract. For some, the shift back into day-to-day life can feel unsettled. Routine changes, expectations at home return quickly, and there is very little space to properly process the transition. It’s a part of the cycle that often goes unrecognised, but it can have a lasting impact if it’s ignored.

Additionally shore-based personnel also play a vital role. Recent amendments to the STCW Convention, including mandatory training on the prevention of violence and harassment, have rightly emphasised the need for improved standards for seafarers, but they do not apply to shore staff who interact with crew daily. These staff must also be trained to respond to wellbeing concerns effectively and empathetically. Consistent support is needed just as much from ashore as it is onboard.

The lead-up to joining a vessel is another point that is easy to overlook. It’s often treated as purely administrative, focused on travel, documentation and logistics. In reality, there is more going on. People are preparing to leave home step back into a demanding environment and adjust mentally to what lies ahead. Clear communication and simple check-ins during this time can make a noticeable difference in how supported and prepared someone feels before they even step onboard.

Being able to stay in touch with loved ones and colleagues has helped ease the challenges of life at sea. Long stretches away from home can be hard, and even experienced crew can feel the weight of isolation. Hearing a familiar voice or seeing a friendly face can bring reassurance, a reminder that their wellbeing matters and that they are valued for more than just the labour they provide.

Support needs to feel consistent. If it only appears at certain points, it becomes something people don’t fully trust or rely on. Seafarers should feel that there is always somewhere to turn, whether they are at sea, at home or preparing for their next contract. That consistency doesn’t have to be complex, but it does need to be genuine and visible.

At The Hood, we believe that seafarers should have access to support whenever they need it, no matter where they are in their careers. The platform provides a safe digital community exclusively for maritime professionals, with advice, resources, and peer support available 24/7. It is a community where users can connect with like-minded individuals and find reassurance during challenging moments, whether on board or after a contract ends.

Creating an environment where people feel comfortable speaking up is just as important. Support is not only about having systems in place, but about making sure people actually feel able to use them. When conversations around wellbeing are normalised and handled with understanding, it becomes much easier for individuals to reach out earlier, rather than waiting until things snowball and become more difficult.

If support only exists during a contract, it’s not really support at all. People notice that. And over time, it affects how they feel about the job and whether they choose to stay.

When the people in our industry feel valued and supported, it not only helps them thrive, but it also makes shipping an industry that more people want to be part of.