The crisis in the Strait of Hormuz is often discussed in terms of vessel delays, energy security, and freight markets, but for shipmanagers it is a direct test of relationships with owners, crews, and families waiting at home, according to Sebastian von Hardenberg, president of InterManager, writing in Splash247.
The Human Cost of Geopolitical Risk
Many vessels and crews have been caught on both sides of the disruption. For those onboard, this is not an abstract geopolitical event but a daily source of pressure, uncertainty, and concern, made more difficult by families watching events from afar and often fearing the worst. Seafarers are expected to remain professional while carrying emotional strain, von Hardenberg wrote.
The Shipmanager’s Balancing Act
Shipmanagers are trusted by owners to keep vessels ready, safe, and operational, particularly if a window opens for movement. At the same time, crews need to know they are being listened to. Von Hardenberg described this as a make-or-break moment for relationships. If an owner decides it is time to move, the manager must be ready by discussing scenarios in advance, supporting the master, and ensuring the crew understands what may happen next. Readiness cannot be improvised at the last moment, especially after days or weeks of pressure.
However, readiness must not come at the expense of honest engagement with the crew. A crew is a group of individuals with different family circumstances, experience levels, and attitudes to risk. Some may be willing to remain if they understand the plan; others may wish repatriation. The manager’s role is to stay close enough to understand those wishes as they develop.
| Stakeholder | Priority | Challenge |
|---|---|---|
| Owners | Vessel readiness and movement | Need managers to keep vessels operational |
| Shipmanagers | Balance readiness and crew welfare | Must discuss scenarios and support master |
| Crews | Safety and mental well-being | Differing attitudes to risk, family concerns |
| Families | Confidence and reassurance | Fear the worst from afar |
Communication as a Lifeline
Von Hardenberg stressed that communication matters: transparent discussions about risks, scenarios, and options. Families need confidence that their loved ones have not been forgotten. Owners need a clear picture of stress levels onboard. Mental well-being is central to whether seafarers feel supported and whether they see their employer as trustworthy.
Crews speak to one another constantly, including through Telegram channels and other social platforms, and they compare how companies behave in difficult moments. If a manager is absent, unclear or slow to respond, that will be known. If a manager is present, honest and supportive, that will be known too.
Implications for Recruitment and Labour Market
This matters beyond the immediate crisis, von Hardenberg warned. The industry faces a tightening labour market, with young people in traditional recruitment countries such as the Philippines and India having more opportunities ashore than previous generations. Shipping must attract new seafarers annually, requiring investment not only in established centres but also in second- and third-tier cities and regions such as Africa, where there is significant potential. Yet recruitment will only succeed if shipping can show that a career at sea is one in which people are protected and valued. The Hormuz crisis has made that case more urgent.
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