World Mental Health Day: Enhancing Seafarers’ Mental Health and Psychological Capital
In the demanding and often isolating world of maritime professions, the mental well-being of seafarers has emerged as a critical concern. With this year’s theme, "It's time to prioritise mental health in the workplace," it becomes essential to understand these determinants and develop effective strategies. By focusing on enhancing the psychological capital of our seafaring community, we can ensure they stay resilient and mentally robust amidst the challenges they face.
Based on recent studies, the key factors contributing to poor mental health in seafarers are:
- Younger age
- Being single
- Poor physical health
- Greater exposure to noise and vibration
- Feeling physically unsafe
- High job demands
- Long hours
- Night shifts
- Irregular shifts
- Poor sleep
- Poor cohesion within teams
- Poor perception of supervisor support or shoreside management
- Lack of social support
- Lack of job-related autonomy
- Scheduling uncertainties
- Long duration at sea
- Over-commitment to work
In terms of personal and socio-demographic characteristics, poor mental health and wellbeing appear to be associated with younger age, being single, and being in poor physical health. Managers should pay special attention to seafarers who fall into these categories, especially those meeting all three criteria, as they may need extra support and occupational health advice. This approach ensures a supportive environment for all employees, encouraging their growth and well-being.
Younger age
The reason for poorer mental health in younger crew is unclear. Their newer roles may lead to less job autonomy and security, affecting mental health. Inexperience might also make coping with high demands and decision-making more stressful.
Being Single
As supportive relationships often improve mental health, this makes being single a risk factor for poor wellbeing. Social support reduces occupational stress, making it beneficial to share work concerns with a partner.
Poor Physical Health
Given the well-established link between physical and mental health, it is expected that seafarers in poor physical health report more mental health problems.
To help reduce these risks Managers can:
- Provide education
- On maintaining a healthy lifestyle on board
- On the psychosocial factors contributing to poor health,
- Encourage healthy eating and exercise habits possible
- Provide high quality nutritious food
- Include a fitness room on board
- encourages exercise, improving health, mental wellbeing and socialisation.
Exposure To Noise and Vibration
Exposure to poor physical conditions (e.g. noise, vibration, extreme temperatures) is unavoidable in seafaring. However, improving the physical environment, such as reducing noise in cabins, accommodation and recreational facilities, can enhance seafarers’ psychological capital. Educate on the effects of noise effects and hearing protection. Shorter stays on board and working hours, would limit the duration of exposure to negative physical conditions.
Feeling Physical Unsafe
Feeling unsafe on board is linked to poor mental health, as research on employees in potentially dangerous roles suggests that perceptions of danger and threat to safety significantly predict poor mental health. Promote a positive safety culture with a clear safety vision, standards, and goals. Lead by example and recognize positive safety behaviours. Improving psychological wellbeing can enhance safety behaviour.
Poor Cohesion Within Teams
Positive team relationships enhance mental health and should be encouraged onboard. Multi-national crews with diverse values, expectations, and languages can cause conflicts and poor relationships onboard. Management should foster an inclusive culture, encouraging acceptance of different nationalities and promptly investigating any discrimination or bullying. Social events on board can improve team relationships and reduce seafarers’ boredom and loneliness.
Poor Perception of Supervisor Support or Shoreside Management
Effective management and leadership are crucial. Research shows the good leadership strongly influences staff mental wellbeing and affects the work safety environment which can reduce the risk of workplace accidents. Provide communication and leadership training for both shore-based and on-board management.Long Hours / Night Shifts / Irregular Shifts / Poor Sleep / High Job Demands
Long hours, night shifts, irregular shifts, and lack of sleep negatively affect seafarers’ mental health, along with high job demands. Excessive work hours risk fatigue and endanger the crew as sleep deprivation negatively affects judgment and decision-making, which has the potential to lead to catastrophic consequences on a vessel at sea. Increasing crew numbers would distribute the workload and hours, allowing for longer rest periods. Seafarers have also noted that mattresses and duvets affect their sleep. Regularly renew these items and ensure ample blankets for colder climates.
Long Duration at Sea
Long durations at sea can reduce seafarers’ wellbeing due to prolonged exposure to all the risk factors mentioned. Shortening shipboard stays will limit these stressors and reduce time away from families and support networks.
Lack Of Job-Related Autonomy and Scheduling Uncertainties
Lack of job autonomy and scheduling uncertainties leave many seafarers feeling they lack control, which is linked to poorer wellbeing. Job insecurity also negatively affects wellbeing. Supporting further training can improve long-term job security. Ensuring crew reliefs are available at the end of a seafarer’s contract reduces the stress of uncertainty about when they can travel home, allowing them to meet personal commitments and responsibilities.
Over-Commitment to Work and Social Support
Over-commitment to work, or difficulty disengaging outside work hours, negatively affects mental health and is linked to exhaustion. Increasing recreational activities and promoting social events on board can help staff disengage and strengthen workplace social support networks.
Going forward
We recognize that ship owners and managers may not always be able to implement all recommendations, and that occupational stress is inherent to the job. Therefore, we suggest training supervisory personnel, shore-based and shipboard, to identify and manage stress in others, and themselves, and how to recognise symptoms of mental health problems in their staff. Managers who lead by example and are open to discussions can help all personnel but in particular the younger, less experienced personnel.
Members requiring further guidance should contact
the Loss Prevention department.