Review 2025 / Preview 2026
SMI asked a number of companies across different sectors of the shipping industry what they saw as having been the main trend in their sector during 2025, and how they saw this evolving - or how they would like it to evolve - in 2026.
Below are their answers, listed by companies in alpha order, in some cases edited slightly for reasons of space.
AVS Global Ship Supply - Serpil Akşehir, Business Development Director (pictured,1):
Sustainability and wellbeing have clearly defined 2025 for our industry. At AVS, we have embraced these priorities not as trends, but as responsibilities.
We help vessels adopt sustainable supply and waste management practices that significantly reduce their environmental footprint. This includes our collaboration with AQUAREX to introduce AVS Water, an onboard filtration solution that eliminates the need for bottled water and saves more than 12,000 plastic bottles per vessel per year, improving storage efficiency and reducing costs.
At the same time, with our Seafarers Wellbeing platform, we continue to provide psychological support and resources to improve the mental health of crew members at sea.
Both initiatives are aligned with our commitment to the UN Global Compact principles, driving meaningful progress across environmental and social dimensions. As we move into 2026, we aim to deepen this integration — delivering not only supplies and services, but also sustainability and care as part of our promise to the maritime community.
Britannia P&I Club - Jacob Damgaard, Head of Loss Prevention (2):
In the P&I insurance sector we continue to see a high number of container and car fires. With the shipment of second-hand cars and used lithium-ion batteries the trend is likely continue, although, the industry is proactively working together to mitigate the risk.
Columbia Group - Simona Toma, Chief of Maritime HR (3):
In 2025, the biggest trend has been the rapid push toward digitalisation and smarter ship operations, paired with a clear shift in what seafarers actually want from their careers. While many in the industry are reporting growing shortages, we have kept stable crewing levels because our approach puts the seafarer at the centre. What we see instead is a change in preferences. Younger officers and crew are increasingly drawn to tankers, offshore units and cruise ships because of the competitive pay, shorter rotations and the variety these environments offer. They want both professional satisfaction and personal wellbeing.
At the same time, technology has continued to move fast. More automated systems and AI driven tools mean crews need stronger digital skills, better cybersecurity awareness and more confidence in handling advanced equipment. For us, a key focus has been preparing people for LNG operations and alternative fuels, since LNG competence will be the base for future fuels like ammonia and hydrogen.
Looking ahead to 2026, I expect these trends to grow. Continuous learning, flexible training and strong leadership development will be essential. Technology will keep evolving, but human judgement will stay the strongest safeguard onboard. Our role is to make sure seafarers are ready for what comes next and feel that every career choice they make is worthwhile.
Columbia Group – Claudia Paschkewitz, Director of Sustainability and Diversity (4):
As we move into 2026, digitalisation, voyage optimisation and predictive maintenance—exemplified by the Columbia Group’s Performance Optimisation Control Room—will further enhance operations. Yet people will remain at the centre of everything we do, supported by technology, which is why we invest in lifelong learning. Despite shifting regulations such as the Net Zero Framework or CSRD, our sustainability commitment stands firm. Strong partnerships are crucial in order to offer customers tailor-made complete solutions, such as the comprehensive platform provided by the Columbia Group, which offers tailor-made, integrated solutions for the shipping, logistics, leisure, energy, and offshore sectors.
Copenhagen Business School - Irene Rosberg, Programme Director for The Blue MBA and the Blue Board Leadership Programme (5):
There was a time we focused on efficiency and logistics, now our focus has shifted to sustainability, geopolitics, digitalisation which is driven by the speedy technological advancements, by the strict regulations, by the disruptions which we are facing due to the geopolitical challenges.
I would expect this trend to continue in 2026. This also calls for a new approach to leadership where the need to focus on these issues requires a different set of skill sets, not only in the leadership positions but also in the board rooms. We need to have the right skills in leading positions in the maritime industry.
We see the demographics changing; we see younger and digitally literate professionals who are building a more inclusive, more diverse, and a lot more digital savvy leadership pipeline. In a way, it is no more a requirement to have sailed to be considered for management jobs in the maritime industry, which in turn, gives some of the competent female colleagues also a level playing field. We can see a change in that area as well, slow but nevertheless a change.
Danica Crewing Services - Henrik Jensen, CEO (6):
The defining trend of 2025 has been the shift to a candidate-driven job market in some areas. Qualified seafarers now routinely have multiple job offers, and the majority actively scan the job market while at home. Traditional approaches like higher salaries alone are not enough. Crew wellbeing and mental health have become more important factors in people's decision making.
A big talking point in 2025 has been the growing worry about keeping hold of experienced crew. Danica’s latest survey shows many seafarers now planning to retire earlier which is the last thing the industry needs. If we are serious about retention, then improving day to day safety, security and general well-being has to be a priority and not just a slogan.
There are also things we simply need to stop. We cannot keep putting crews in danger by sending them into conflict zones without their consent, and the unjust treatment of innocent seafarers when something goes wrong is something the industry should have stamped out long ago.
Looking to 2026, we need a genuine culture shift toward proactive rather than reactive support. The next generation of seafarers expects employers who view their wellbeing just as fundamental as their role. Our people aren't just our greatest asset, they're the competitive advantage that will define which companies will attract the best talent and increased business.
Progress will also depend on how quickly we modernise. New technology can make ships safer, cleaner and more efficient. It can also help show younger people that this is an industry worth joining, one that offers real responsibility and proper hands-on technical work.
Fuelre4m - Paul Bayliss, General Manager, Maritime (7):
In 2025, the primary trend has been a decisive shift from decarbonisation theory to measurable vessel performance. Shipowners increasingly demanded real-world, data-driven proof of efficiency gains, rather than long-term projections.
This focus on validated results, consistent trial methods, and transparent power and emissions data is set to strengthen in 2026. I would like to see the sector adopt unified performance standards, closer collaboration with class and OEMs, and a more evidence-based approach to approving technologies that improve today’s fleet while preparing for tomorrow’s fuels.
GenPro - Maria Theodosiou, Managing Director (8):
In 2025, the main trend in our sector was the shift from digital experimentation to digital discipline. AI and data-driven tools moved from pilots into real operations, underpinned by the hard reality of EU ETS and FuelEU Maritime, which now require auditable emissions, fuel and voyage data. At the same time, the market for marine procurement and AI solutions is growing quickly, reflecting owners’ and managers’ demand for integrated, evidence-based decision making rather than ad-hoc buying.
For GenPro, this translated into accelerating our move from ‘platform’ to ‘ecosystem’ – connecting procurement, supplier performance, ESG and compliance in one governed environment.
In 2026, I expect this to evolve into practical AI at scale: not headline projects, but embedded tools that help procurement and technical teams make better decisions, faster, with clear audit trails. The winners will be those who treat data as an asset, AI as a capability, and governance as non-negotiable.
GTMaritime - Jamie Jones, COO (9):
The entire maritime industry is evolving in a world of increasing automation and data transparency. For the maritime communications sector, the main trend is to address data security holistically for all vessels and provide solutions to enhance security, efficiency, optimisation, and reliability. The goal is to give more assurance in terms of peace of mind, making sure data is safe, that data can reliably get from one location to another, whether that be with email or a file transfer solution. When vessels become more cyber secure, that helps the entire maritime industry function at a higher level and helps tackle barriers to digitalisation.
Idwal - Nick Owens, CEO (10):
In 2025, the clearest trend for us has been a much stronger push for data transparency, due to regulatory pressure, commercial scrutiny and rising ESG expectations. Stakeholders increasingly recognise that reliable insight, not assumptions, is what underpins safer, more efficient, and more sustainable operations.
Within this shift, vessel condition data plays a central role, with owners, managers, charterers, and financiers seeking higher quality, independent information to benchmark quality, support decisions, and demonstrate accountability.
In 2026, we expect this to continue, with greater emphasis on standardisation and visibility moving the industry toward a shared, transparent understanding of vessel quality that raises standards across the global fleet.
Indian Register of Shipping - Mr PK Mishra, MD (11):
In 2025, the defining trend in classification has been the move from high-level decarbonisation commitments to practical implementation on board ship. Owners are looking for clear, technology-neutral guidance on alternative fuels, new energy-efficiency technologies and the growing web of regional and global regulations. At the same time, we are seeing strong interest in digital tools – as operators try to improve safety, reduce downtime and make better use of data.
In 2026, we expect, and would like, this to evolve into a more integrated approach to risk management. Instead of treating fuel choice, digitalisation, safety and lifecycle costs as separate conversations, we see our role as helping stakeholders evaluate them together through robust rules, notations and technical guidance. If we can align innovative technology with realistic implementation timelines, transparent data and strong support for seafarer skills, the sector can make tangible progress on emissions while reinforcing, not compromising, the fundamentals of safety.
InterManager – Kuba Szymanski, Secretary General (12):
Decarbonisation is the key trend of 2025 and the defining challenge of our industry. Ship managers are charting practical paths forward in the absence of agreed global regulation, mainly through operational efficiency, strategic retrofits, and fuel flexibility. InterManager's mission is to ensure the needs of industry are balanced by an unwavering commitment to safety and training for seafarers across global fleets."
International Salvage Union (ISU) – James Herbert, Secretary General (13):
A key trend in the salvage industry in 2025 was the continuing recognition from stakeholders that the industry must not be taken for granted and needs to be financially sustainable. The modest recovery in revenues continued after the low point of 2023.
In 2026 shipowners and insurers will continue to rely on the members of the International Salvage Union (ISU) to help them meet their ESG obligations if one of their ships becomes a casualty and the ability to provide those essential services around the world must be sustained.
International Shipsuppliers & Services Association (ISSA) - Rafael Fernandez, President (14):
Digitalisation & AI: We can no longer say that IT or new digital tools are experimental. They are here to stay and throughout 2025 have proven to be an effective tool in optimising our processes. In my opinion, this is only the beginning — in 2026 and in the years that follow, we will undoubtedly see exponential growth in this exciting technology.
Sustainability & decarbonisation push is accelerating: This point has been on everyone’s lips in recent years and has taken up a considerable amount of our time and effort throughout 2025. Although it is an issue we must not — and cannot — afford to ignore, we do expect to see some stabilisation. There have been too many actions in a short period of time, and each of them requires a significant investment of both time and money.
Kaiko Systems – Fabian Fussek, CEO and Co-Founder (15):
The biggest trend in 2025 has been the shift from basic digitalisation toward true automation. Maritime moved beyond simply replacing paperwork with digital tools and began adopting AI-driven workflows that reduce administrative burden, strengthen readiness, and improve day-to-day decision-making on board and ashore. At the same time, we’ve seen the early signs of a much larger global pattern reaching our industry: in many other service sectors, AI-enabled consolidation is reshaping competition. Operators who use standardised data and automated processes are already outperforming traditional players on cost, speed and reliability.
In 2026, I expect to see maritime accelerate in this direction. The evolution will be from collecting data to using AI to turn that data into action, from fragmented systems to interoperable ones, and from manual processes to automated, continuously ready operations. Companies that embrace this shift will gain a decisive efficiency advantage. Those that do not risk being left behind as the industry inevitably moves toward more streamlined, AI-supported operating models.
Marine Medical Solutions - Dr Jens Tülsner, CEO and Founder (16):
The main trend in the medical field within the maritime industry is undoubtedly the growing awareness of all aspects of health. While ‘mental health’ is currently at the forefront, the encouraging part is that health has many dimensions, all of which apply to seafarers as well.
I would like to see this increased awareness lead to greater engagement across the industry in comprehensive healthcare, from tools that support more personal communication, to improved onboard diagnostics, to easy to use systems for capturing and monitoring vital signs, and to training provided to onboard responsible officers that aligns with current medical standards and takes a practical, pragmatic approach.
MarinePALS - Capt. Pradeep Chawla, CEO and Founder (17):
In 2025, the main trend in our sector was a growing recognition that safety and operational performance depend on continuous learning rather than simple compliance. Many companies placed greater emphasis on practical training and regular refreshers, giving seafarers the confidence to manage challenges on board and to understand the reasoning behind safe practices. This shift showed that when learning is relevant and accessible, crews engage more actively and safety standards rise across the fleet.
In 2026, I would like this direction to strengthen further. We must help seafarers stay safe and also look after their mental wellbeing. Training should not only teach procedures but also build a culture that respects the people on board and values their judgement. There should be no sense of ‘them’ and ‘us’ between stakeholders ashore and seafarers. Seafarers deliver success to the world economy every day. When we care for them sincerely, support their development and work with them as one team, our industry becomes safer, stronger and better prepared for the future.
MCTC - Christian Ioannou, Group CEO (19):
In 2025, our [catering] sector experienced a clear shift toward elevating crew welfare, strengthening operational efficiency and embracing sustainability across all levels of life onboard. Shipping companies placed greater emphasis on professionalising galley operations, recognising that well-trained culinary teams contribute directly to safety, morale and overall vessel performance. At the same time, digital tools have been adopted helping companies streamline processes and respond effectively to rising regulatory expectations.
As we look ahead to 2026, we expect these developments to continue gaining momentum. The transition to cleaner fuels and greener technologies will require crews who are not only technically competent but also supported through proper nutrition, wellbeing initiatives and modern training approaches. At MCTC, we hope to see even closer collaboration across the industry to raise standards, modernise the galley environment and invest in long-term crew development. Our goal is to continue expanding our culinary training programmes, provide data-driven catering and health-support solutions, and promote a culture of continuous learning and wellness on board. By doing so, we can move confidently into a more sustainable, resilient and people-centred future.
Mental Health Support Solutions (MHSS) – Charles Watkins,
Founder and Director of Clinical Operations (18):
The biggest trend in 2025: our entire mental-health model for seafarers is non-existent or outdated. We keep trying to ‘fix’ individuals while ignoring that the operational environment itself causes psychological strain. In 2026, the sector must accept that the ship—not the seafarer—is often the patient. We need to assess vessels the same way we assess people: for toxicity, psychological hazards, and cultural dysfunction. Until we treat mental health as an engineering and organisational problem rather than a personal weakness, nothing will change.
So going a step further: Every vessel would carry a ‘Mental Health Load Line’, showing the maximum emotional and cognitive strain the crew can safely absorb under current operating conditions. Factors such as crew composition, contract length, leadership stability, incident history, workload intensity, sleep disruption, cultural mix, and levels of Internet connectivity would determine this capacity. If the vessel exceeds this psychological threshold, it would trigger mandatory organisational actions including increased manning, rotation adjustments, onboard counselling, rest enhancement measures, leadership briefings, or operational slowdowns. This turns mental health into a measurable operational risk, with the vessel rather than the individual becoming the unit of analysis, and it changes the question from “Is the seafarer fit for duty?” to “Is the ship fit for the seafarer?”
Oceanly - Frederik Lerche-Tornøe, CEO (23):
In 2025, the standout trend in our sector hasn’t been “more data”, but better, trusted data. With EU ETS, CII, FuelEU Maritime and tightening reporting requirements, shipowners are increasingly focused on validation, traceability and the quality behind every datapoint. High-frequency data is getting more attention, but the real shift is towards high-frequency data that’s accurate and verified — the kind you can rely on for day-to-day operational decisions as well as compliance.
We’ve also seen a growing openness around data ownership and transparency. More shipowners are questioning closed platforms and asking who truly controls their operational data. The push for full ownership, open integrations and clear audit trails is becoming much more visible.
Alongside that, AI is starting to move from “nice to have” to genuinely useful in maritime. But its value is only as strong as the data it’s fed. As confidence in validated datasets grows, we’re seeing more practical AI use-cases emerge — from smarter voyage optimisation and fuel efficiency support to automated anomaly detection and compliance checks. In short: trusted data is becoming the enabler for trusted AI.
OneCare Group - Marinos Kokkinis, CEO (20):
Throughout 2025, the maritime sector has seen a decisive shift toward the integration of health, wellbeing, and learning within unified digital ecosystems, underpinned by the principles of integrated care. This reflects a growing understanding that crew health, retention, and operational performance are interdependent, and that fragmented support systems are no longer sufficient for modern fleet operations.
The industry’s focus has increasingly moved from reactive intervention to proactive, predictive, and preventative care, driven by data intelligence, real-time monitoring, and behavioural analytics. This transition enables earlier detection of physical and mental health risks, leading to more effective interventions and enhanced operational continuity.
Looking ahead to 2026, I expect continued progress toward connected, evidence-based health ecosystems, similar in philosophy to the integrated model we have been advancing at OneCare Group. This evolution should establish seafarer wellbeing as a strategic pillar of safety, performance, and sustainability, shaping a healthier and more resilient maritime workforce.
OneHealth by VIKAND - Ronald Spithout, MD (21):
If anything, we are seeing a growing general acceptance that urgent action is needed on seafarers’ wellness and mental health. Although industry indicators have been signalling for years that this is a critical area requiring attention, it is only as recently as 2025 that we are seeing large industry bodies such as the IMO, P&I Clubs, Flag States and shipowners or operators formally acknowledge the issue and take meaningful action.
Particularly among operators, we are observing RFQs and tenders that are increasingly detailed, with higher quality questions than before. This demonstrates that internal studies are feeding into projects and translating into concrete commercial requirements, which is an encouraging development.
However, this increased focus has also led to the emergence of offerings in the industry that approach mental health and wellness more from a commercial standpoint than from a clinically informed one, which can undermine the seriousness of the issue. Operators should be cautious, as this approach risks creating a false sense of protection against health risks without addressing the real challenges crew face at sea.
To make a lasting difference, providers must combine genuine medical expertise with a deep understanding of the maritime environment. Only professionals who truly understand life at sea can design and deliver interventions that are both clinically sound and operationally relevant.
With new amendments to the Standards of Training, Certification and Watchkeeping (STCW) set to take effect on 1 January 2026, explicitly addressing bullying and harassment, we also advocate that, while these changes are welcome, regulations alone will not solve the problem unless companies address the root causes of poor wellbeing, including leadership culture, communication and respect onboard.
SmartSea - Kris Vedat, CEO (22):
In 2025, the standout trend in our sector has been the accelerating adoption of digitalisation. Ship managers are increasingly leaning on digital tools as a core enabler — not just to optimise operations, but to enhance the overall service they can offer owners and crews.
That said, the conversation has shifted. As digital uptake grows, so does exposure. Cybersecurity breaches have become a much more visible issue across industries this year, and maritime is no exception. Going into 2026, cyber shouldn’t be treated as a secondary workstream — it needs to be embedded as a ‘must-have’ alongside any digital strategy.
And underpinning both is data. With wider use of digital systems, data quality becomes critical. Reliable, consistent data is what turns technology into real operational value, and that’s where I’d like to see the industry place even greater focus in 2026.”
Smart Ship Hub - Joy Basu, CEO (24):
In 2025, the most significant trend in the maritime sector has been the rapid shift from exploratory digital projects to measurable, value-driven digitalisation. Owners, operators, charterers, ports, insurers, and OEMs increasingly demanded clear ROI, defined KPIs, and tangible operational outcomes before committing to new solutions. This sharpened focus was fuelled by high-frequency sensor data, rising automation of manual tasks, interoperable IoT gateways, and API-driven data exchange, all of which fundamentally improved agility, accuracy, and turnaround times. Digital platforms are enabling personalised and custom services, which are now becoming more accessible. At the same time, expanding data volumes also elevated the urgency of cyber assurance and modern governance frameworks, marking 2025 as the year when digitalisation became not just a competitive advantage, but a structural requirement across the industry.
By 2026, this trend is poised to evolve into large-scale adoption, integration, and industrialisation of digital platforms and AI-enabled operations. Costs for edge gateways and plug-and-play sensors are expected to drop further, accelerating retrofits and democratising access to high-frequency shipboard data. AI will transition from isolated tools to enterprise-wide systems embedded into onboard workflows, shore management, compliance reporting, procurement, and commercial decision-making. With organisations gearing up for the eventual IMO Net Zero framework, 2026 will likely see a broader shift toward digital platforms that deliver agility, emissions forecasting, predictive insights, and cost savings irrespective of fuel-transition timelines. In short, 2026 will be the year when digitalisation moves from pilots and proofs of concept into mainstream, scalable transformation across the maritime ecosystem.
The Hood - Josephine Le, MD and Founder (25):
The main trend in maritime recruitment in 2025 has been diversity hiring. More and more shipping companies and shipowners are placing focus on promoting women in the workforce, onboard and ashore. At the same time, diversity in crewing resources has been the topic in many companies as well, such as hiring from other regions asides the traditional sources like the Philippines or India.
We expect many fine-tuning in terms of strategy and execution from both trends, as many lessons have been learned this year. For women in shipping, it’s about long-term planning and investment in improving both onboard facilities and career options post sailing. For other nationalities, we would like to see companies investing in providing quality education and training first before mass hiring. Compatibility and cultural training should be assessed and offered to ensure a long-term success for these programs.
The Nautical Institute - David Patraiko FNI, Director of Research and Projects (26):
The word is changing rapidly and 2026 may bring the steepest changes in history, necessitating a critical focus on maritime professionals needing to make ‘informed decisions’ like never before. The Nautical Institute stands to support those professionals.
New and alternative fuels for the reduction of GHG will be in pole position for needing good decisions, not only for the environment and economic effectiveness but also for the safety of those handling these new fuels. Technology such as automation and AI stand to revolutionise shipping operations, but only if they (as they must) integrate with the humans who will need to work with them. Security both physical and cyber will also be a huge challenge for maritime professionals who will need to make daily decisions in this geopolitically challenging world. And with all this change, the wellbeing of our seafarers will need to be carefully managed by professionals both at sea and ashore.
Not only is the world changing fast, but the values and expectations of the new generations are changing as well; how do we ensure the best recruitment, manage evolving competencies and then foster an environment that supports retention?
The Nautical Institute is dedicated to support all maritime professionals to make better decisions, particularly in these changing times. We have a range of membership services, publications and courses. We also support our global community as a maritime charity with free services including our MARS reporting scheme, The Navigator magazine, our STEER Project, free thought leadership webinars and our constant campaign to listen to and engage with all maritime professional on a global basis.
WellAtSea – Gisa Paredes, MD and Partner (27):
From what we are seeing from our BD (Business Development) teams, there has been a stronger focus on the call for services in mental health, mental health assessments and wellbeing programmes over this last year.
With various vendors providing services that remain separate, I would say it is important to work with a group like ours that encompasses all areas of health and wellbeing for seafarer welfare. One group to refer to, one group to deliver on their in-house strategies and customisation requirements and one group that can support them consistently throughout.
Looking to 2026, we expect this momentum to accelerate. Fleets will demand modern, standardised reporting tools, automated QA and end-to-end data chains that reduce workload both onboard and ashore. The companies that win won’t just be the ones with the slickest dashboards, but those that prioritise accuracy, usability and shipowner empowerment — and use AI to turn reliable data into real operational value.