Q&A: with Sikha Singh, Deputy CEO of Executive Group

Q) Please give a brief overview of the size and scope of your company’s business.

When we started in 1998, ESM was very deliberately a boutique ship manager. We focused on doing fewer things properly rather than trying to grow too quickly. Over the years, that foundation has allowed us to expand in a structured way. Today, the Executive Group operates as an integrated maritime ecosystem covering ship management, selective vessel ownership and operations, maritime training, maritime software solutions, Commercial and Chartering , Repair and Supply and technical supervision for shipbuilding and repairs. All work independently but can complement each other.

We are headquartered in Singapore, with offices across India, Japan, Malaysia, Greece, the Netherlands, the Philippines, the UAE and the United States. Our fleet today is around 200 vessels across dry bulk, tankers, LPG and LNG carriers, including modern dual-fuel and alternative fuel tonnage. We support more than 10,000 seafarers globally.

What differentiates us is not simply fleet size. It is the depth of our internal capability. We have invested consistently in training, systems, governance and people. That gives us control over quality as we grow. Our retention rates are above 90 percent, our vetting performance is strong, and we have built a structured pipeline from cadet to senior shore management. Owners who work with us value that stability. In a volatile market, consistency and discipline are what protect asset value and reputation.

Q) Seafarer training seems to be of particular importance. Please describe your training facilities and outcomes.

Training has always been central to our philosophy. We made an early decision that if we wanted to position ourselves as a quality manager, we could not depend entirely on the open market for officers. That is why we established and continue to invest in the Samundra Institute of Maritime Studies in India.

SIMS operates a large residential pre-sea campus in Lonavala and a post-sea training centre in Mumbai. The Lonavala campus includes a ship-in-campus facility that allows cadets to train in a realistic vessel environment before they ever step onboard. We have full mission simulators, engineering laboratories, firefighting facilities including free-fall lifeboat training, and specialised gas tanker simulation capability. The idea was always to train beyond minimum compliance. We want officers who understand not only procedures, but the commercial and reputational consequences of their decisions.

Over 20 years, SIMS has produced more than 5,000 graduates. All are assured onboard training berths within Executive-managed vessels. A significant number are now sailing as officers, and some have moved into shore-based technical roles within the Group. That continuity creates cultural alignment across the fleet. For our clients, that translates into stable crews, fewer disruptions and strong inspection performance. Training, for us, is not a marketing statement; it is risk management.

Q) What importance do you place on seafarer welfare and how is this demonstrated onboard?

Seafarer welfare is not a peripheral matter for us. It is part of our operating model. A well-supported crew is safer, more stable and more commercially reliable. We therefore chose to institutionalise welfare rather than treat it as an informal function.

We established ExecutiveCare as a dedicated, multidisciplinary unit covering medical coordination, psychological support, nutrition, and family liaison. It operates independently of day-to-day crewing pressures, which allows it to focus on long-term wellbeing rather than transactional issues.

On mental health, we took a structured approach early. All crew undergo recognised psychometric and stress-tolerance assessments prior to joining, including the 16PF and NEO-FFI inventories. There is also a wellness check upon joining and again prior to sign-off. This creates measurable reference points rather than reactive intervention. Where required, our in-house psychologist engages directly and confidentially.

In addition, we developed the Maritime Wellness Ambassador programme across the fleet. Selected crew members are trained in psychological first aid, enabling early peer-level recognition of stress or behavioural shifts onboard. That builds resilience within the vessel rather than depending solely on shore escalation.

Connectivity is another essential pillar. All Executive-managed vessels are equipped with reliable high-speed Wi-Fi. For today’s seafarer, professional dignity includes staying connected with family.

We also introduced the OneExecutive digital wellbeing platform to provide structured access to health resources, mental wellness tools and continuous engagement whether at sea or ashore. It ensures that support is not episodic, but continuous.

Our retention rates, which consistently exceed 90 percent, are a reflection of this structured approach. Welfare, for us, is not optics. It is operational risk management at scale.

Q) Nutrition appears to be a special focus. Why is diet so important?

Nutrition became a strategic focus when we began analysing long-term health patterns among seafarers. Life at sea can be sedentary, and traditional onboard diets often rely heavily on carbohydrates and repetitive menus. Over time, that impacts alertness, metabolic health and ultimately operational performance.

In 2024, we strengthened ExecutiveCare by appointing an in-house nutritionist. The objective was practical application, not theory. Our nutritionist works directly with onboard cooks to optimise meal planning within realistic supply constraints. The emphasis is on balanced macronutrients, portion discipline, protein diversity and increased fibre intake using ingredients that are actually available in trading ports. Provision supply to the ships are closely monitored by the nutritionist to ensure appropriate quality and quantity and cutting down wastage.

We also recognise culinary excellence across the fleet and run engagement initiatives such as Shipshape to reinforce a culture of fitness and accountability. Regular communication on diet, exercise and preventive health is shared with all vessels.

The principle is straightforward: professional crews deserve professional health standards. When you view seafarers as long-term assets rather than interchangeable labour, you invest differently. That philosophy underpins our broader premium positioning in the market.

Q) Are you optimistic about the future of seafaring? What needs to be done to attract quality talent?

I am cautiously optimistic. Shipping remains essential to global trade, and technological change is creating new opportunities. However, the industry must adapt its mindset.

Young professionals today compare seafaring not with other maritime roles, but with shore-based careers that offer connectivity, predictability and clear progression. If we want to attract quality individuals, we must provide transparent career pathways, continuous upskilling for alternative fuels and digitalisation, and professional onboard leadership. Mental health and connectivity can no longer be treated as secondary considerations.

Perhaps most importantly, the relationship between owners, managers and crew must be balanced. Commercial pressure is part of business, but it cannot come at the expense of sustainability onboard. Companies that recognise this and invest structurally in their people will be the ones that retain talent and deliver consistent quality.

Q) Do you have any additional points for SMI readers?

One issue I believe deserves more open discussion is the growing gap between commercial expectations and operational reality. The industry has become very efficient at transferring risk down the chain. When cost pressure intensifies without corresponding structural support, it eventually manifests as safety or retention challenges.

Ship managers sit in a pivotal position. We must translate commercial demands into workable operations, and at times we must also advise restraint. Long-term performance is built on disciplined systems and stable crews, not short-term optimisation.

Shipping has always been resilient. Its next phase of resilience will depend on whether we treat seafarers as long-term professionals and invest accordingly. That is the philosophy we have followed, and it has shaped our premium position in the market.