Arun Sharma, the executive chairman of the Indian Register of Shipping, writes for Splash today.

The maritime industry’s greatest asset is not its fuel technology, its digital platforms or its regulatory frameworks. It is its people.

At a time when shipping is entering one of the most consequential periods in its modern history, this fundamental truth risks being overshadowed. Decarbonisation is reshaping propulsion systems and fuel strategies, and digitalisation and artificial intelligence are transforming how vessels are monitored, surveyed and managed, while geopolitical instability is expanding the scope and unpredictability of maritime risk. Indeed, the scale and speed of change are undeniable.

Yet too often, this transformation is framed primarily as a technological challenge, as though better fuels, smarter algorithms and more advanced digital tools alone will deliver the future the industry seeks. These developments are essential, but they are not sufficient and ships do not decarbonise themselves, algorithms cannot assume command responsibility and technology cannot exercise judgement in the way experienced professionals can, often under pressure. Shipping remains, at its core, an intensely human enterprise and if the human element becomes secondary to technological advancement the long-term consequences could be more significant than many currently recognise.

Seafarers operate in environments where decisions must often be made quickly and sometimes with incomplete information, while shore management teams oversee fleets navigating complex operational and regulatory environments across multiple jurisdictions. Even the most advanced automated systems ultimately rely on human oversight to interpret information, intervene when necessary and take responsibility for outcomes. Human judgement therefore remains the final line of defence in maritime operations.

At the same time, however, the operational burden on crews continues to grow. Reporting requirements have multiplied, compliance systems generate ever increasing volumes of data, and digital platforms demand constant interaction. Transparency and accountability are vital in a modern industry, yet the accumulation of administrative and digital demands risks creating a different kind of problem. When attention is fragmented by excessive reporting or poorly integrated digital systems, situational awareness on the bridge or in the engine room can be diminished rather than enhanced. Technology should simplify operations and support decision making, but in too many cases it adds layers of complexity that distract from the fundamentals of safe navigation and vessel management.

The tension between technological ambition and human readiness is perhaps most visible in the energy transition. Shipping is rapidly exploring a range of alternative fuel pathways including LNG, methanol, ammonia and hydrogen, and in some cases even nuclear propulsion is re-entering the conversation. Infrastructure investment is accelerating and regulatory frameworks are evolving as governments and industry work to meet decarbonisation targets.

Yet there is a growing sense that the industry may be moving faster on fuel adoption than on preparing the people who will be responsible for handling these fuels safely. Each alternative fuel introduces new operational characteristics, new safety considerations and new behavioural risks. Ammonia, for example, presents a particularly complex human factor challenge because of its toxicity, the requirements for detection systems and the implications for emergency response procedures. Managing these fuels safely will depend not only on engineering solutions and regulatory standards but also on the competence, confidence and preparedness of the crews operating them.

Human readiness does not develop automatically alongside technological change. Training must be structured, continuous and scenario-based if crews are to build the confidence required to operate in unfamiliar environments. Without that investment in capability and safety culture, there is a risk that technological progress will outpace operational preparedness.

Digitalisation presents a similar challenge. Data-driven decision-making, predictive analytics, remote inspections and artificial intelligence have the potential to significantly improve efficiency, transparency and safety across maritime operations and these tools can provide valuable insights that help operators anticipate risk and optimise performance.

However, automation carries a quieter but no less serious risk: the erosion of human judgement when operators begin to rely too heavily on automated outputs. If digital systems overwhelm crews with excessive information or present data in ways that obscure rather than clarify operational priorities, decision-making can become more complicated rather than easier. The objective of maritime digitalisation should therefore be to strengthen human capability rather than diminish it.

Striking that balance means designing systems that are intuitive and support clear situational awareness, so crews can quickly understand what is happening and step in when conditions change. It also requires straightforward rules and oversight to ensure that artificial intelligence is used responsibly and remains firmly under human control in operational settings. AI systems may assist in analysing large volumes of data and suggesting courses of action, but accountability for decisions must remain firmly human. Responsibility at sea cannot be handed over to an algorithm and any system that influences operational decisions must be transparent, its logic traceable, and always subject to clear human override.

Alongside these technological developments, the broader risk environment in which shipping operates is becoming increasingly complex. The concept of maritime security has expanded far beyond traditional concerns about piracy or physical threats. Cybersecurity vulnerabilities, sanctions compliance, supply chain integrity and geopolitical tensions now shape maritime operations in ways that demand constant vigilance.

Addressing these risks requires more than technical safeguards. Cyber incidents, for example, frequently arise from human behaviour rather than system failure, while sanctions compliance often depends on careful judgement across complex networks of counterparties and jurisdictions. In such an environment, organisational culture, ethical awareness and professional integrity become central elements of effective risk management.

These shifts place new demands on maritime leadership. The industry has long relied on rule-based compliance as the foundation of safety and governance, and regulatory frameworks will always remain essential. However, the complexity of the modern maritime landscape requires a broader approach that places greater emphasis on judgement, accountability and values-based leadership.

Leaders today must constantly balance commercial pressures with the equally important responsibilities of safety, sustainability and ethical conduct. Cost pressures are real across the shipping sector, yet compromising on training, maintenance or safety culture ultimately undermines resilience rather than strengthening it. The organisations that will succeed in the coming decade are unlikely to be defined solely by their technological capabilities, but rather by the degree of trust they command among regulators, partners and the wider public.

Institutions such as classification societies have an important role to play in reinforcing this trust and their responsibilities extend beyond technical verification to include helping the industry translate complex technological and regulatory transitions into practical, safe and workable solutions. This means embedding human factor considerations into rule development, alternative fuel guidelines, cybersecurity frameworks and risk assessment methodologies, ensuring that technological innovation remains aligned with operational reality.

Looking ahead, the preparation of future maritime leaders becomes a central concern. The next generation will inherit an industry defined by uncertainty, where technological, environmental and geopolitical factors interact in ways that are often difficult to predict. Leaders operating in such an environment will need more than technical expertise; they will require adaptability, ethical reasoning and the ability to make informed decisions even when information is incomplete.

Maritime education and professional development must evolve accordingly, incorporating broader interdisciplinary perspectives that include technology, environmental science, risk management and geopolitics alongside traditional maritime skills. Equally important will be the development of organisational cultures that encourage critical thinking and responsible decision-making rather than simple procedural compliance.

The maritime industry has demonstrated remarkable resilience over centuries of change, adapting to new technologies, new trade routes and new forms of risk, yet that resilience has never been purely technological in nature. It has always been rooted in the competence, judgement and professionalism of the people who operate and manage ships.

As the industry accelerates its efforts towards decarbonisation, digital transformation and enhanced security frameworks, there is a danger that the central role of people becomes overshadowed by the scale of technological change. If that happens, the consequences may not appear immediately and instead may emerge gradually through the erosion of operational skills, the accumulation of systemic risk and a slow decline in the level of trust that underpins global shipping.

When incidents occur in such an environment, they will rarely be the result of insufficient technology. More often they will stem from failures of judgement, preparation or leadership and for that reason, the most important investment the maritime industry can make during this period of transformation is not only in infrastructure, fuels or digital platforms, but in the development of human capability. Ships, systems and regulations will continue to evolve, but the safety, resilience and sustainability of global shipping will always depend on the people responsible for operating them.