Ethan Tyler interviews Bazeport’s Crew Welfare Specialist & Business Development Manager Rob Parkin at the Spinnaker Maritime People & Culture Conference 

 As digital connectivity transforms life at sea, the shipping industry is discovering that faster internet isn’t the complete answer to crew wellbeing. At the Spinnaker Maritime People & Culture Conference, Bazeport’s Crew Welfare Specialist and Business Development Manager, Rob Parkin, shared his thoughts on how technology, content and human connection must work together to create healthier, happier crews. 

The maritime industry has entered a new era of connectivity. Thanks to advances in satellite communications and Low Earth Orbit (LEO) technology, ships can now offer internet speeds that would have seemed unimaginable just a few years ago. For seafarers, this means easier communication with loved ones, access to entertainment, and a more familiar digital experience while working at sea. 

But while improved connectivity has undoubtedly enhanced life on board, Rob believes there’s a growing misconception that internet access alone equates to better crew welfare. 

After spending nearly 30 years working at the intersection of media, technology and seafarer wellbeing, Rob argues that shipping now faces a new challenge, not how to connect crews, but how to ensure that connectivity genuinely improves their lives. 

A career dedicated to improving life at sea 

Rob’s journey into maritime wasn’t planned. 

Originally trained as a journalist and writer, he came across an advertisement for a German-speaker working on a newspaper produced specifically for seafarers. At the time, internet access onboard vessels was almost non-existent, meaning printed and carefully curated content was one of the few ways crews could stay informed and entertained during long voyages. 

That first role sparked a career spanning almost three decades. 

“I’ve essentially followed the evolution of connectivity throughout shipping,” he explains. “I’ve watched technology transform from very limited communications to where we are today, with ships approaching a land-like internet experience.” 

Today, Rob works for Bazeport, a company specialising in onboard information and entertainment systems. While many people compare the platform to the entertainment systems found in hotels or aircraft, its purpose extends far beyond movies and television. 

Bazeport provides digital platforms that enable shipowners and operators to deliver licensed entertainment, company communications, training materials and welfare resources, all designed specifically for life at sea. 

Having joined the company three years ago, Rob’s focus has been expanding Bazeport’s presence within the deep-sea commercial shipping sector, building on its strong reputation across offshore vessels and larger maritime assets. 

Connectivity has changed everything, but also created new challenges 

There’s little doubt that digitalisation has transformed the maritime industry. 

For decades, crew members accepted long periods with minimal contact with family and friends. Communication was expensive, unreliable and often reserved for emergencies. 

Today’s reality is very different. 

Low Earth Orbit satellite technology has significantly reduced costs while dramatically increasing speeds, allowing many vessels to provide internet access that closely resembles the experience people enjoy at home. 

This represents a major step forward for recruitment, retention and crew morale. 

Yet Rob believes the industry is only beginning to understand the unintended consequences. 

“Connectivity opens the door to more data, more content and more opportunities,” he explains. 

“But simply providing unlimited internet doesn’t automatically guarantee better welfare.” 

One of the most significant concerns is social isolation. 

Historically, seafarers spent much of their free time together—sharing meals, watching films, playing games or simply talking. These informal interactions created strong onboard communities that helped support mental wellbeing during long periods away from home. 

Now, with personal devices providing endless entertainment and direct communication with home, many crew members choose to spend their downtime alone in their cabins. 

While remaining connected with family is hugely important, the reduction in face-to-face interaction onboard can have unintended effects on mental health and team cohesion. 

“It isn’t just about giving people internet,” says Rob. “It’s about balancing digital access with meaningful social experiences.” 

The importance of curated content 

This is where Bazeport believes it offers something different. 

Rather than simply acting as another entertainment platform, the company’s systems allow shipowners to carefully curate content that supports both recreation and wellbeing. 

That includes licensed films and television from Hollywood and Bollywood, educational resources, onboard announcements, company communications and locally stored media that can be accessed even when internet connectivity is limited. 

The goal is to create an onboard digital environment that enhances—not replaces—the social experience. 

Crew members can enjoy entertainment individually, but they also have opportunities to watch shared content, access company updates or participate in activities that encourage interaction. 

For shipowners, this also provides a valuable communication channel. 

Important information, safety messages, leadership updates and organisational news can all be delivered consistently across fleets, helping crews feel more connected to the wider business. 

As Rob explains, technology should help strengthen company culture, not weaken it. 

Measuring engagement, not just internet usage 

As shipping companies continue investing in digital infrastructure, another important question has emerged: 

How do organisations know whether these investments are actually improving welfare? 

Bazeport has increasingly focused on providing analytics that help operators understand how onboard content is being used. 

Rather than simply measuring internet bandwidth, companies can assess how often crews engage with welfare resources, entertainment, educational material and company communications. 

These insights allow organisations to evaluate whether crews are actively using the resources provided and whether additional improvements could be made. 

It’s a subtle but important shift. 

Instead of assuming welfare improves simply because faster internet exists, companies can begin measuring actual engagement. 

For operators investing heavily in crew wellbeing, this provides valuable evidence that their initiatives are making a meaningful difference. 

The digital expectations of a new generation 

The changing demographics of the maritime workforce add another layer to the conversation. 

Generation Z and younger Millennials have grown up with smartphones, streaming services and constant connectivity. 

Many have never experienced life before instant communication. 

Naturally, they expect similar experiences wherever they work, including onboard ships. 

For employers, this presents both an opportunity and a challenge. 

Offering reliable internet has become an increasingly important factor in attracting and retaining talent. In some cases, connectivity can influence whether candidates choose one employer over another. 

However, Rob cautions against viewing internet access as the complete solution. 

Younger seafarers may expect seamless connectivity, but they also benefit from supportive communities, meaningful engagement and healthy working environments. 

Technology should enhance these experiences—not replace them. 

Shipping’s cautious approach to technology 

Compared with sectors such as financial technology or healthcare, shipping has often been viewed as a slower adopter of new technologies. 

Rob agrees with that assessment. 

The maritime industry has traditionally taken a cautious approach to innovation, partly due to commercial pressures and the high costs associated with implementing new systems across global fleets. 

Often, developments appear first within the cruise industry before gradually filtering into commercial shipping. 

But today’s pace of digital transformation is accelerating. 

Artificial intelligence, enhanced satellite communications and increasing digitalisation are reshaping the industry faster than ever before. 

For Rob, this creates exciting opportunities—but also new responsibilities. 

“As technology develops, the amount of content available continues to grow,” he says. 

“The challenge becomes helping people navigate that information rather than simply overwhelming them.” 

Redefining crew welfare 

Crew welfare has become one of the industry’s most widely discussed topics in recent years. 

Yet Rob believes the term itself is often oversimplified. 

True welfare extends far beyond internet access or recreational facilities. 

It encompasses mental health, physical wellbeing, nutrition, exercise, communication, social belonging and purpose. 

These elements are closely connected. 

The COVID-19 pandemic helped shine a spotlight on the pressures experienced by seafarers, particularly during the crew change crisis when thousands remained onboard vessels far beyond their contracted tours. 

While the pandemic has passed, awareness of mental health has remained much higher than before. 

Shipping companies increasingly recognise that investing in crew wellbeing is both a moral responsibility and a commercial necessity. 

Healthy, engaged crews are safer, more productive and more likely to remain with an employer. 

Connectivity plays an important role—but only as part of a much broader wellbeing strategy. 

The invisible workforce behind global trade 

Towards the end of the conversation, Rob reflects on perhaps the biggest challenge facing the industry, not technology, but awareness. 

Most people, he says, simply don’t appreciate how fundamental shipping is to everyday life. 

Over 90% of world trade is transported by sea. 

The food in supermarkets, the clothes in wardrobes, the electronics in homes and countless everyday products have all travelled on ships. 

Yet the people responsible for moving those goods remain largely invisible. 

“We often say, ‘No shipping, no shopping,'” Rob explains. 

“It’s a simple phrase, but it captures the reality.” 

The shipping industry tends to enter public consciousness only during major disruptions, accidents or geopolitical crises. 

Rarely do headlines celebrate the millions of seafarers who quietly keep global trade moving every single day. 

Rob believes the industry has a responsibility to change that narrative. 

Greater awareness can help improve recruitment, strengthen public appreciation and reinforce the importance of investing in those who make international trade possible.

Looking beyond technology 

The maritime industry’s digital transformation shows no signs of slowing. 

Artificial intelligence, enhanced connectivity, digital platforms and smarter vessels will continue reshaping life at sea over the coming decade. 

But as Rob makes clear, technology should never become the end goal. 

Instead, it should remain a tool for strengthening the human experience onboard. 

The future of crew welfare won’t be determined solely by faster internet speeds or larger data packages. 

It will depend on how effectively shipowners use technology to foster connection, encourage communication, support mental health and build stronger onboard communities. 

Connectivity has opened the door. 

The next challenge is ensuring what’s on the other side genuinely improves the lives of the people who keep global trade moving. 

After all, ships don’t sail themselves. 

People do. 

Rob Parkin is Crew Welfare Specialist & Business Development Manager Rob Parkin.
Ethan Tyler is a Maritime Technology Recruitment Consultant at Spinnaker.