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SeaVoices spoke with Captain Hari Subramaniam, Chief Commercial Officer for Marine, Cargo and Logistics at Howden Specialty.
With an extensive career that spans sailing, ship management, and commercial leadership, Captain Hari brings a unique perspective on the shifting perception of seafaring over the decades, and what the industry must do if it hopes to inspire the next generation.
There was a time when seafaring was regarded as one of the most prestigious careers. To sail to foreign shores was considered a mark of success, and longer port stays gave seafarers the chance to explore cultures and build connections across the world.
Today, that image has diminished. Shore-based roles are perceived to offer more stability, clearer career progression, and far fewer risks than life at sea. For young people, the allure of seafaring is often overshadowed by questions of terrestrial comfort, social limitations, security, and opportunity.
As Captain Hari pointed out, the maritime industry itself has also struggled to keep pace in how it values and represents seafarers.
“Too often, seafaring only makes the headlines when something goes wrong. The role has not advanced in recognition the way other professions have.”
Moreover, young people entering the workforce today are motivated not just by salary or travel opportunities, but by purpose, growth, and long-term prospects. For them, seafaring must answer an important question: What happens when I return to shore?
Many are concerned if their sea service will contribute effectively in terms of knowledge and experience towards a better career ashore. Appropriate educational courses which would supplement their maritime qualifications such as business management, corporate governance etc., would go a long way towards bridging this gap.
“Reskilling is critical,” Captain Hari emphasised. “We cannot expect seafarers to do it alone. Pathways need to be created for seafarers whilst sailing onboard that would help them transition into shore-based roles when the time is right.”
The opportunity to move from sea to shore, and to see maritime experience as a immensely advantageous steppingstone into leadership, technical, or commercial positions, is vital to retaining talent.
In the face of such challenges, the industry must evolve to create meaningful change at a legal and societal level. Given how intertwined law, contracts, and daily practice are, major stakeholders need to ask how these frameworks can evolve to create a fairer and more future-ready industry.
Employment terms can be strengthened to give seafarers greater security, and legal interpretations that place undue pressure on matters beyond their control must also be recalibrated.
Insurance frameworks also play a role. While negligence may be insurable, scapegoating sits in a grey zone that requires clearer boundaries. Without international alignment and government support, the profession risks being perceived as a temporary inconvenience rather than a viable long-term career.
At the same time, the industry must actively rebrand. Seafaring can be showcased as a respected, relevant profession that champions diversity and inclusion, making space for the next generation regardless of background.
“General respect and recognition must be given to seafarers,” he noted. “Without it, the profession may well continue to lose ground.”
Having said that, seafarers also carry a responsibility to uphold the dignity of the profession. As ambassadors of the maritime community, the way they carry themselves shapes public perception and reinforces the professionalism the industry seeks to build.
No single organisation can address these challenges alone. Progress requires alignment across shipping companies, their immediate nexus, unions, training institutions, regulators, and governments.
For instance, while more maritime companies have started addressing their ESG impact, there is still much to do collectively across the industry. Howden Insurance Group has also embraced that path and has strengthened its long-standing efforts through the Howden Foundation, expanding its focus to support the maritime sector.
By working together, the maritime community can build meaningful pathways—from cadetship to senior leadership, both at sea and ashore.
“Commitment means following through — walking the talk,” Captain Hari shared. “If we want the next generation to choose seafaring, the entire industry must stand together to make it worthwhile.”
He added that he is grateful to be at Howden, where he has been empowered to explore ways to drive positive change within the industry.
Attracting and retaining talent in seafaring is not simply about filling vacancies on ships. It is about redefining what it means to be a seafarer in today’s world and ensuring that those who choose this path feel respected, supported, and inspired.
By investing in people, creating fair structures, and showing how a maritime career opens doors beyond the horizon, the industry can restore pride to seafaring and secure its future for generations to come. It is up to each and every one of us to make this a reality!
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