As part of our year-long ‘Demystifying Digitalisation and AI in Maritime’ campaign, supported by our platinum sponsors Bureau Veritas and Maritime Passport, cobalt sponsor Britannia P&I Club and bronze sponsors Stream Marine Training and Intelligent Seas, we recently gathered active seafarers, ship managers, and tech leaders for a closed-door online roundtable. Held under Chatham House Rules, the ‘AI at Sea’ session was designed to bypass industry hype, examine the operational reality onboard commercial vessels, and begin bridging the cultural gap between sea and shore-based perspectives.
The main message from the discussion was clear: AI is already quietly transforming daily routines, but human judgment, legal accountability, and seamanship remain irreplaceable.
Practical Support, Not Operational Command
Active mariners in the room shared a wide range of practical ways they currently use AI to manage routine burdens. The technology is being deployed to handle time-consuming tasks that usually eat into rest hours or add unnecessary friction to a shift. Participants described using AI to draft initial reports, double-check complex deck-loading and tidal calculations, summarise lengthy regulations, and translate technical equipment manuals from a foreign language. Some vessels are even employing computer vision tools to get quick, precise draft mark readings and troubleshoot engine room machinery failures.
Crucially, the room agreed that AI must strictly act as a decision-support tool rather than a decision-maker. While software can reduce cognitive load and speed up calculations, the legal liability and final authority for any vessel operation must remain entirely with human officers.
An unexpected psychological outlet
One of the most surprising insights came from discussions around crew well-being. Several participants highlighted how isolated seafarers are using conversational AI platforms like ChatGPT at the end of long shifts.
Far from just answering technical queries, these tools are serving as an informal emotional outlet. Serving onboard can be socially isolating, and conversational AI offers mariners a judgment-free, safe space to vent or process stressful situations without fear of professional consequences or wasting a colleague’s time. However, industry leaders noted that while this provides informal relief, it also brings risks regarding a lack of clinical oversight, potential bias, and unverified advice that shipping companies must handle thoughtfully.
Hallucinations and the governance vacuum
Alongside the benefits, the roundtable raised serious warnings about unmanaged data. A recurring concern was the inherent tendency of generative AI models to fabricate details or ‘hallucinate’ rather than admit they do not know an answer. In an environment where accurate customs declarations, stability figures, and safety logs are mandatory, relying on unverified AI outputs presents major operational and legal risks.
This issue is compounded by a widespread lack of corporate guidance. Many seafarers are currently using open, personal AI tools downloaded from the internet because their employers have not yet provided approved platforms. This exposes companies to data leaks and potential GDPR breaches. The consensus was that maritime organisations must urgently establish clear AI ethics and data policies, providing secure, company-sanctioned tools with explicit guidelines on what data can be uploaded.
Capability multiplier not a job stealer
When it comes to integration, speakers argued that deploying AI should be viewed as a ‘capability multiplier’ rather than a cost-cutting measure designed to reduce headcounts. Used correctly, AI can improve working conditions, reduce mental fatigue, and free up time for meaningful human interaction.
However, achieving this requires continuous, structured training rather than one-off compliance exercises. Companies need to treat AI adoption much like onboarding a junior colleague. AI needs to be given context, clear guidance to work within defined parameters and constant feedback to improve accuracy. Most importantly, maritime teams must ensure seafarers maintain enough core technical competence to verify AI outputs critically, ensuring essential seafaring skills are not eroded over time.
What Comes Next
Our ‘AI at Sea’ roundtable highlighted that digital transformation onboard is ultimately about empowering crew, managing risk, and establishing sensible governance.
All takeaways from this session will feed directly into our comprehensive campaign report, set to be published in September. This will lead into our flagship Digital Summit on 6th October 2026, where industry leaders will gather to set out the roadmap for maritime’s digital future. Tickets for the summit available here.