Maritime Progress: Kenya’s Strategic Path to Global Seafaring Excellence
Principal Secretary State Department for Shipping and Maritime Affairs Mr Aden Millah inspecting guard of honour mounted by Bandari Maritime Academy students. (Photo/ Courtesy)
By Andrew Mwangura
Email, thecoastnewspaper@gmail.com
In a significant development for Kenya’s maritime sector, top officials from Bandari Maritime Academy and the State Department of Shipping and Maritime Affairs convened on Friday (May 2, 2025) in what can only be described as a watershed moment for the nation’s seafaring ambitions.
The high-level consultative meeting, hosted by the new principal secretary Abdi Aden Millah, represents a crucial juncture for Kenya’s maritime strategy.
The gathering of such prominent figures—including Eng. Titus Kilonzi, Dr. Eric Katana, Evans Oyieyo, and Gideon Mwangi—signals Kenya’s renewed commitment to maritime excellence.
However, as this editorial board strongly believes, the path forward requires a fundamental shift in focus: Kenya must prioritize its experienced seafarers alongside cadet development programs.
Global Maritime Landscape
The global maritime industry presents vast opportunities across numerous vessel categories. The world merchant fleet comprises approximately 74,000 vessels, requiring roughly 1.89 million seafarers to operate them effectively.
Of these, about 47% are officers and 53% are ratings. Significantly, the BIMCO/ICS Seafarer Workforce Report 2021 identifies a current global shortage of 26,240 certified officers, projected to worsen if corrective measures aren’t implemented.
Breaking down the global fleet further:
– Cruise ships: Approximately 320 ocean-going cruise vessels operate globally, employing about 215,000 crew members
– Global merchant fleet: Beyond the overall 74,000 vessels, this includes roughly 17,000 container ships, 17,500 bulk carriers, 7,000 oil tankers, and 22,000 general cargo ships
– Offshore supply vessels (OSVs): Around 3,200 vessels support offshore operations worldwide
– FPSOs (Floating Production, Storage and Offloading vessels): Approximately 175 units operate globally
– Offshore oil rigs and platforms: Roughly 1,470 offshore oil and gas installations operate worldwide
Inland and regional waterways also present significant opportunities:
– The East African Great Lakes region hosts approximately 500 commercial vessels across Lake Victoria, Lake Malawi, Lake Albert, and Lake Tanganyika
– North America’s Great Lakes system supports roughly 800 commercial vessels
– The Gulf of St. Lawrence in Canada sees approximately 6,500 commercial vessel transits annually
Dry bulk carriers and oil tankers constitute nearly 70% of global deadweight tonnage, while container ships, though fewer in number, transport approximately 60% of global seaborne trade by value.
These vessels—the lifeblood of global commerce—require not just bodies on deck, but experienced professionals capable of navigating increasingly complex systems and regulations.
Maritime Currency
The 1980s marked a turning point in maritime operations when crew sizes were strategically reduced from 30-40 to 20-25 personnel per vessel.
This reduction wasn’t simply cost-cutting; it reflected the industry’s evolution toward technologically advanced vessels requiring specialized expertise rather than sheer manpower.
Ship owners understand this reality intimately. They budget for crew not as an expense but as an investment in operational excellence.
An experienced deck officer or engineer can prevent catastrophic failures, navigate dangerous waters safely, and ensure regulatory compliance—skills that develop over years, not months.
Kenya’s Strategic Imperative
The current administration’s focus on maritime education through Bandari Maritime Academy is commendable, but it risks missing the forest for the trees.
While cadet programs provide the foundation, they cannot replace the value of experienced seafarers who have weathered literal and figurative storms at sea.
Kenya must adopt a dual-track approach: continue developing training programs for new entrants while simultaneously creating pathways for experienced seafarers to upgrade certifications, maintain employment continuity, and represent Kenya in the global maritime labor market.
Economic Implications
The economic argument is compelling. Experienced seafarers command salaries ranging from $40,000 to $170,000 annually, depending on rank and vessel type.
This represents significant foreign exchange potential for Kenya. Moreover, these professionals bring knowledge transfer benefits that enrich the entire maritime ecosystem.
By comparison, focusing exclusively on inexperienced cadets means settling for lower-value positions in the global maritime hierarchy, essentially relegating Kenya to providing basic labor while other nations capture the high-value segments of the market.
The recent high-level meeting presents an opportunity for Kenya to recalibrate its maritime strategy. We propose three immediate actions:
First, establish a dedicated experienced seafarer advancement program that provides continuing education, certification support, and job placement services.
Second, create financial incentives for shipping companies to employ Kenyan officers in senior positions, leveraging Kenya’s strategic position in East Africa.
Third, develop a maritime knowledge management system that captures and preserves the expertise of senior Kenyan seafarers for future generations.
Kenya stands at a maritime crossroads. The choice is clear: we can either become a nation that merely supplies entry-level maritime workers or one that produces and retains world-class seafaring professionals who command respect and premium compensation on the global stage.
The meeting in Principal Secretary Millah’s office should mark not just consultation, but transformation—a decisive turn toward recognizing that in the maritime world, experience isn’t just valuable; it’s essential.
The writer is a Maritime Affairs Analyst.
