Irene Rosberg, programme director at the Blue MBA and the Blue Board Leadership Programme at Copenhagen Business School, writes for SplashTech today.
For some time, we have heard a great deal about the benefits of artificial intelligence in maritime operations. AI can help optimise fuel consumption, improve safety through collision-avoidance tools and give operators earlier warning of machinery problems, helping them avoid costly emergency repairs and breakdowns.
These are important developments, but we hear far less about the irreplaceable human element behind them. What about safety judgement, accountability and the adaptability needed to make these systems work effectively in practice?
There is a danger that, in our enthusiasm for AI, we forget that maritime operations remain highly complex and unpredictable. Human experience and intuition will continue to guide many of the industry’s most important decisions. Maritime professionals must interpret international law, understand operational realities and respond to emergencies that do not follow a set pattern.
AI can process millions of data points quickly and identify patterns that would be impossible for one person to see. However, the human element must remain in the loop. People must interpret the analysis, evaluate risk in complex situations and decide whether a system’s recommendation is appropriate. This is where experience, intuition and adaptability remain essential.
The real value of AI will not come from removing people from the decision-making process, but from combining technological capability with human judgement. Maritime leaders must recognise that greater efficiency requires more than technology alone. It calls for collaboration across the value chain, with people helping to bridge functional silos and build more resilient organisations.
Successful adoption will also require continuous upskilling and cognitive flexibility. Employees at sea and ashore need to understand systems, recognise their limitations and retain the confidence to question them. The industry must avoid creating such dependence on automation that people no longer challenge its conclusions.
There is also the question of accountability and legal responsibility. Who will be held responsible when something goes wrong due to a system malfunction or poor programming? Is it the technology developer, or the person who relied on it and verified the output?
These questions cannot be ignored. Companies need governance around how AI systems are selected, tested and used. They must define where human oversight is required, who can challenge an automated recommendation and how responsibility will be allocated if the system fails.
AI’s dependence on large volumes of sensitive data creates vulnerabilities around cybersecurity; it is therefore of great importance that cyber resilience be treated as a strategic priority.
The industry must also face the impact of automation on employment. This is already becoming an issue in ports and terminals. Advanced technology can improve efficiency and remove people from hazardous tasks, but it can also reduce the need for certain roles and change established working practices.
Labour unions look at this from the perspective of protecting workers’ livelihoods. Their concerns should not be dismissed as resistance to progress. Employees need to understand how their roles may change, what training will be available and whether the benefits created by automation will be shared with the workforce. This requires better leadership and earlier consultation. People are more likely to support change when they understand its purpose and have a role in shaping how it is introduced.
As an educator, I strongly believe in lifelong learning. The maritime industry is already facing rapid change through digitalisation, decarbonisation, regulation and automation. Continuous learning is essential if companies and their people are to remain capable and competitive.
AI is here to stay, so the industry must invest in upskilling its people; this means improving digital and IT literacy, but also developing critical thinking, problem-solving, and the confidence to manage and challenge AI tools.
The future should not be presented as a choice between technology and people. AI can bring considerable value to shipping, but only when it is used responsibly and supported by experienced professionals who understand the wider context.
The maritime companies that adapt successfully will not necessarily be those that remove the greatest number of people from their operations. They will be those that use AI to strengthen human capability, support better decisions and create organisations that are both more efficient and more resilient.