Beyond Compliance: Why Shipping’s Green Shift Needs More Than Rules
The IMO’s 2026 theme demands operational excellence, not just ticking boxes on emissions and fuels.
The shipping industry stands at a crossroads where compliance with environmental regulations is no longer enough. As the International Maritime Organization (IMO) marks World Maritime Day 2026 with the theme “From Policy to Practice: Powering Maritime Excellence,” industry leaders warn that the real challenge lies in translating rules into daily operational capability, starting with the people who run the vessels.
The maritime sector has long operated in cycles of regulatory adaptation, where new requirements prompt updates to procedures, training programmes, and vessel modifications. However, the accelerating pace of the energy transition demands more than reactive compliance. “We have spent decades building strong regulatory frameworks, but regulation alone does not deliver change,” she states. “The real question is how we translate policy into what happens every day onboard our vessels and across our shore-based operations.".
Beyond Compliance: The Human Factor in Decarbonisation: environmental performance
The shift toward sustainable shipping introduces a complex web of challenges that extend far beyond traditional compliance mechanisms. Shipowners and managers are already grappling with tighter emissions standards, efficiency targets, and expanded reporting obligations.
“The danger is that, with so much happening at once, we begin to view environmental performance primarily through the mechanics of compliance: update the procedure, complete the training, collect the data and submit the report,” Anastasiou cautions. While these steps are necessary, they do not guarantee that sustainability becomes embedded in daily decision-making. The transition to new fuels and propulsion systems will require seafarers to understand not just the “how” but the “why” behind changes, and to apply that knowledge confidently in real-world scenarios.
This challenge is particularly acute as the industry prepares for a future where vessels may operate on multiple fuel types, each with distinct handling requirements. Without practical, hands-on experience, crews may struggle to adapt, potentially compromising both safety and efficiency.
Anastasiou emphasises the need for a cultural shift in how training is delivered. “We cannot expect people to make this transition successfully simply by giving them another manual or asking them to complete another course,” she says.
Data as a Tool for Continuous Improvement
The industry’s growing reliance on data presents both an opportunity and a challenge. While vessels now collect vast amounts of environmental and operational information, the true value lies in how that data is analysed and acted upon. “Collecting data is not the same as using it effectively,” Anastasiou notes. “Its real value comes when we understand what it is telling us and turn that insight into action.”
For instance, performance discrepancies between similar vessels on the same route could reveal inefficiencies in fuel consumption, maintenance practices, or operational procedures. By identifying these patterns, companies can refine training programmes, adjust protocols, and share best practices across their fleets.
However, this process cannot be one-directional. Shore-based teams, including superintendents and crew managers, must also deepen their understanding of the evolving operational landscape. Their role extends beyond administrative oversight; they must provide targeted support to seafarers, ensuring that new technologies and procedures are implemented safely and effectively.
“The same applies ashore,” Anastasiou explains. “Our colleagues supporting our vessels need to understand this changing operating environment well enough to make informed decisions and, importantly, to give our seafarers the support they need.”
The IMO’s 2026-2027 theme underscores this holistic approach. “From Policy to Practice: Powering Maritime Excellence” is not just a slogan but a call to action for an industry at the forefront of the global energy transition. Compliance will remain a cornerstone, providing the standards, accountability, and direction needed to steer shipping toward a sustainable future.
Yet, as Anastasiou argues, it must be viewed as a starting point, not the finish line. “The transition to sustainable shipping depends on people as much as on fuels, technology, and regulation,” she concludes. “Without the right skills, mindset, and support, even the most advanced vessels will fall short of their potential.”
As the industry moves forward, the focus must shift from merely meeting regulatory requirements to fostering a culture of continuous improvement. This means investing in training that goes beyond theoretical knowledge, creating feedback loops that incorporate seafarer insights, and leveraging data to drive operational excellence. The path to decarbonisation is not just about adopting new fuels or technologies, it is about empowering the people who will bring those innovations to life, every day, at sea.
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