Maritime must move beyond wellbeing awareness to change crew behaviour, says WellAtSea

The maritime industry risks mistaking wellbeing activity for wellbeing progress unless it places greater emphasis on whether programmes are changing seafarer behaviour, according to health and wellness platform WellAtSea, part of OneCare Group.



Despite growing investment in crew health and wellbeing, awareness alone does not necessarily translate into healthier choices, says WellAtSea Managing Director Gisa Paredes (pictured). Seafarers generally already understand the risks associated with smoking, poor sleep, inactivity and unhealthy lifestyles. The bigger challenge is creating the motivation, support and onboard environment that enable people to turn that knowledge into habits they can sustain.



WellAtSea believes the most effective programmes are those designed around how people behave, rather than simply providing more information. This includes understanding individual motivations, using peer influence, setting achievable goals and maintaining engagement long enough for healthier choices to become part of everyday life. Its targeted anti-smoking campaign for one shipping operator illustrates the approach. Rather than simply reminding seafarers about the dangers of smoking, the programme focused on supporting behavioural change over time through education, achievable goals, regular engagement, incentives and encouragement. Progress was recognised throughout the process rather than success being defined solely by whether somebody stopped smoking immediately.



“People rarely change simply because they are told something is bad for them. Most smokers already understand the health consequences of smoking. The more important questions are why they continue, what might motivate them to change and what support will help them sustain that decision”, said Ms Paredes. She added “That principle extends far beyond smoking. Whether we are talking about exercise, nutrition, sleep or stress, we need to stop assuming that providing information automatically changes behaviour.”



Peer influence has also emerged as an important factor. WellAtSea's use of wellbeing ambassadors is designed to identify people who can encourage participation among colleagues, helping healthier behaviours develop from within the workforce rather than being perceived as another initiative imposed from shore. The importance of engagement is also increasingly being recognised by maritime employers. One client programme has shown significant improvement among engagement rates by achieving participation of around 80%, with fluctuations closely monitored.



Ms Paredes explained: “That level of attention shows how differently wellbeing can be treated when it becomes part of a wider workforce strategy. It is no longer enough to count how many campaigns have been delivered. Companies should be asking who is engaging, whether participation is being sustained and, ultimately, whether behaviour is changing.”



WellAtSea believes the next stage of maritime wellbeing must therefore move beyond awareness towards sustained behaviour change. By combining behavioural understanding, peer influence and measurable engagement, companies can begin turning individual health initiatives into healthier habits that become embedded within life onboard.