Why Kenya Should Join Global Maritime Labour Supply Chain

By Andrew Mwangura

Email, thecoastnewspaper@gmail.com

The global maritime industry operates at the heart of international trade, moving over 90% of world commerce across vast ocean highways.

Behind this massive operation is a workforce of approximately 1.89 million seafarers who keep the global supply chain functioning.

Yet Kenya, with its strategic position along key shipping routes and growing population of educated youth, remains largely absent from this lucrative labour market.

The time has come for Kenya to position itself as a significant maritime labor supplier, joining established nations like the Philippines, India, and Ukraine in providing qualified seafarers to the international fleet.

This represents not just an economic opportunity, but a strategic imperative for national development.

Maritime Labour Landscape

Today’s global merchant fleet comprises over 110,000 vessels, with approximately 55,000 ships engaged in international trade. 

These vessels require skilled professionals across all ranks from able seamen to engineers and masters. 

The current global breakdown reveals approximately 1.89 million seafarers serving on international vessels; around 875,000 officers and 1,015,000 ratings (non-officer crew); and a projected officer shortage of 26,240 by 2026.

The offshore energy sector employs an additional 250,000+ workers across approximately 7,300 offshore supply vessels; nearly 550 floating production storage and offloading units (FPSOs); and a round 750 active offshore drilling rigs.

Meanwhile, the cruise industry operates approximately 350 ocean-going vessels employing over 250,000 crew members, with projections showing continued growth as tourism rebounds post-pandemic.

Market Demand

Maritime labour has always followed economic necessity. The British Empire established training institutions in the early 1900s to secure crew for colonial trade expansion.

When World Wars depleted European seafarer populations, shipowners turned to colonial crews from India.

The 1950s saw Japanese and Filipino seafarers enter international markets as European labor costs rose. By the 1970s, technological advances reduced crew requirements while Eastern Europeans became competitive in the labor market.

African merchant shipping, unfortunately, struggled to establish itself, with many national shipping lines collapsing in the 1990s due to capital constraints and operational challenges against established competitors.

Today, geopolitical forces shape world trade patterns, with shipping caught in the crosscurrents of sanctions, conflicts, and regional instability.

Maritime Opportunities

Kenya possesses several key advantages that position it well as a potential maritime labour supplier. One, strategic geographical location along major shipping routes between Asia, Europe, and Africa. 

Two, young, educated population with English language proficiency. Three, lower labor costs compared to traditional maritime labor suppliers. Four, established maritime training infrastructure that can be expanded, and five, strong diplomatic relationships with major shipping nations.

To capitalize on these advantages, Kenya must strategically target shipowners seeking African crews. This requires developing competitive advantages through specialized training, certification programs, and government-backed initiatives to ensure Kenyan seafarers meet international standards.

Economic Benefits

The financial impact of becoming a maritime labor supplier would be substantial. Filipino seafarers remit approximately $6.5 billion annually to their home economy.

For Kenya, even capturing a modest 5% of the global maritime labor market could generate over $2 billion in annual remittances – significantly boosting foreign exchange reserves and supporting thousands of families.

These financial flows would circulate through the broader economy, creating secondary employment opportunities and reducing dependency on traditional export sectors.

Moreover, returning seafarers bring valuable skills and international experience that can support domestic maritime development.

Kenya must approach this opportunity systematically by upgrading maritime training institutions to meet STCW (Standards of Training, Certification and Watchkeeping) requirements; negotiating bilateral agreements with major flag states to recognize Kenyan certifications.

Again, establishing a seafarer deployment program with legal protections for workers; developing partnerships with international shipping companies for cadet programs; and creating financial incentives for companies employing Kenyan seafarers.

The government must view maritime labor export as a strategic industry requiring initial investment but promising substantial returns.

Private sector partnerships can accelerate this development, bringing technical expertise and international connections.

The maritime industry operates on global economics – ships fly flags of convenience, owners seek optimal taxation regimes, and labor follows market demand. Kenya should recognize this reality and position itself strategically within this ecosystem.

As competition intensifies among traditional maritime labor suppliers, Kenya has a window of opportunity to establish itself in this market. 

With proper planning, investment in training, and international cooperation, Kenya can transform its maritime sector from a peripheral economic activity to a central pillar of national development.

The sea has always been a pathway to prosperity for nations willing to embrace its opportunities. For Kenya, becoming a maritime labor supplier represents not just economic advancement, but a reclaiming of its maritime heritage and rightful place in the global blue economy. 

The writer is a Maritime Affairs Analyst.