“Most accidents are caused by human errors, while well-designed AI overcomes the limitations of humans by being a more reliable agent in detecting errors and faults,” notes Professor Yuen Kum Fai of Nanyang Technological University, Singapore.
In an interview with GeoTrends, the co-Director of the Maritime Energy & Sustainable Development Centre (MESD), and one of the world’s most influential maritime economists in shipping and port management, explains how AI can step in where humans fall short: detecting risks early, issuing timely warnings, and driving a shift from manual expertise to digital fluency. From Safety 4.0 to decarbonization and the evolving skills required for maritime leadership, Professor Yuen emphasizes how artificial intelligence is reshaping the future of shipping management.
– Professor Yuen Kum Fai, what is Safety 4.0, how can it be integrated into shipping management, and in what way can it multiply shipping efficiency?
Safety 4.0 represents a new generation of workplace safety and health management systems deploying Industry 4.0 technologies. It involves adopting a proactive, predictive approach by using technology to identify risks and create a safe, healthy work environment.
As seen above, I have identified several types of systems and technologies that represent Safety 4.0. They are often used in combination with each other. They are integrated into the shipping industry for various applications such as ship operations, port operations, ship inspection, and even for crew training, with the main objective of improving safety.
These applications would definitely improve shipping efficiency as there are many benefits such applications could offer, in terms of relieving maritime workers from routine, repetitive work that can now be completed by technologies, relieving fatigue, and hence improving safety outcomes. In addition, such applications can also assist in monitoring and controlling tasks, which again improve safety outcomes.
– What are the most promising AI applications currently being developed in shipping management, and what would be the additional or reduced costs for shipping companies?
There are many promising AI solutions currently under development. One such solution is SOL-X, created by Circle Digital Ventures. We are now collaborating with the company to introduce AI into their systems to manage safety and health outcomes onboard ships. The project involves the introduction of safety and health measurements for the vessel and each seafarer with the assistance of sensors—beacons and watches—and interactive devices such as dashboards and tablets. This system is powered by AI to monitor and control shipboard activities, mitigating risks through real-time interventions.
The most promising AI applications lie in the potential of introducing agentic AI into organizations to advise and solve challenges faced by shipping and ship management companies. This involves integrating large language models with company-specific data to provide highly relevant and tailored recommendations.
– In your research, what evidence have you found that AI can meaningfully reduce human error in maritime operations? And secondly, what can AI monitor and control better than humans?
From my research, we provided evidence that AI can potentially mitigate the escalation of risks through early detection and timely warnings. These detections and warnings are supported by large datasets of the crew’s and ship’s historical performance, contributing to the scientific management of safety in maritime operations.
As we all know, most accidents are caused by human error, with fatigue being one of the leading contributing factors. Well-designed AI overcomes human limitations by acting as a more reliable agent in detecting errors and faults, and by alerting humans to these issues. This means there needs to be a clearer division of tasks between humans and AI: the former focusing on planning and management, while the latter focuses on monitoring and controlling.
– In light of growing environmental pressures, how do you see smart technologies—particularly AI—contributing not just to decarbonization, but to a more sustainable and competitive maritime sector?
AI is already making huge strides in decarbonization. Many applications focus on optimizing ship fuel consumption. Beyond decarbonization, AI can enhance competitiveness and productivity in the sector, such as through freight predictions and automation of routine tasks.
– As digitalization transforms shipping, how must the human factor evolve? What future skills will define maritime leadership, and how should training institutions respond?
The shift must be from manual expertise to digital fluency: seafarers, port workers, and managers must complement traditional seamanship with data literacy, AI-assisted decision-making, and cybersecurity awareness.
Soft skills will increasingly serve as differentiators: as automation takes over routine tasks, critical thinking, cross-cultural communication, and adaptability will define professional value.
Furthermore, collaborative human–AI operations will be key: crews and shore teams must learn to interpret AI outputs, challenge automated recommendations when needed, and integrate these insights into operational decisions.
The “key leadership skills” required are:
a) data-informed strategic thinking,
b) leading hybrid human–machine teams,
c) sustainability-driven decision-making, and
d) crisis and change management in a technology-intensive environment.
Training institutions must respond by integrating digital tools, simulations, and scenario-based learning into curricula; establishing strong industry–academia partnerships to expose students to real-world digital projects; and fostering lifelong learning platforms to keep skills current amid rapid technological change.
– Nowadays, how is the rise of megaships and larger container vessels changing the shipping landscape, and what are the challenges? Secondly, do you see any implications for shipping safety or preparedness?
Industry changes are characterized by greater economies of scale that reduce cost per TEU, a concentration of cargo flows through a smaller number of hub ports, and increased reliance on deep-water terminals equipped with advanced handling capacity.
These developments bring significant challenges: port congestion and longer turnaround times during peak surges, strains on hinterland connectivity and infrastructure, and heightened systemic risks, where a single incident can disrupt global supply chains—as evidenced by the Ever Given case.
The implications for safety and preparedness are equally significant: emergency response plans must adapt to larger crews and cargo volumes; navigational risks in confined waters demand enhanced bridge team training and digital twin simulations; and predictive maintenance, combined with continuous monitoring of hull and structural integrity, becomes essential to prevent catastrophic failures.
– Looking at the broader picture, how do you see the balance of power shifting between traditional shipping hubs like Singapore, Rotterdam, and Hong Kong and emerging ports like Piraeus?
Current trends suggest that traditional hubs such as Singapore, Rotterdam, and Hong Kong retain dominance through connectivity, financial services, and innovation ecosystems, while emerging hubs like Piraeus, Tanger Med, and Port Klang are gaining ground via strategic investments, Belt and Road Initiative ties, and competitive pricing.
Shifting dynamics also reflect trade route diversification and geopolitical realignment, which may redistribute cargo volumes. Increasingly, technological capabilities—such as automation and AI-based port management—will define competitiveness, not just location. The future could evolve into a multi-hub network rather than dominance by only a few mega-hubs.
– Concluding and thinking about the future, what major disruptions or opportunities do you think will define global shipping in the next 10 to 15 years?
I would highlight three major disruptions:
a) decarbonization compliance costs and fuel transitions to ammonia, methanol, and hydrogen,
b) geopolitical fragmentation of trade patterns, reshaping routes and alliances, and
c) cybersecurity threats targeting integrated port–vessel digital systems.
As for opportunities, I would emphasize four:
a) autonomous shipping for short-sea and feeder services,
b) AI-driven predictive logistics to reduce inefficiencies and emissions,
c) the expansion of green corridors linking sustainable ports, and
d) the evolution of the maritime workforce into higher-skilled, tech-enabled roles.