Page 20: of Maritime Reporter Magazine (February 2026)
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TRAINING THE SHORE TO
THINK LIKE THE SHIP
By Heather Combs, CEO, Ripple Operations n many maritime organizations, the most effective people cused on safety, weather, equipment limitations, and human in shore-based leadership roles are those who have spent factors. Both perspectives are valid, but without shared con- meaningful time onboard. Designated Persons Ashore text they can work at cross purposes.
I and Port Captains often earn their positions not because Shore staff may underestimate how long a task truly takes of spreadsheets or policy expertise, but because they under- at sea, how weather affects execution, or how crew workload stand the realities of life at sea. They know how decisions made compounds over a voyage. Decisions that look reasonable ashore ripple through watch schedules, maintenance routines, from an of? ce desk can become risky or impractical onboard. weather windows, and crew fatigue. That onboard experience Training that exposes shore personnel to these realities helps is precisely what makes them so valuable to management. Yet prevent assumptions from turning into pressure on the vessel.
as organizations grow, a widening gap can form between shore
Why Onboard Experience Matters in Shore Roles teams and vessel operations. Bridging that gap requires delib- erate training that helps shore-based staff think like the ship. The reason DPA and Port Captain roles are so attractive to management is simple. These individuals translate between
Why the Shore–Ship Disconnect Happens two worlds. They understand regulatory expectations and
The disconnect between shore and vessel is rarely intention- company policy, but they also understand what it takes to ex- al. Shore teams are often focused on compliance, ef? ciency, ecute those expectations safely onboard. cost control, and customer commitments. Mariners are fo- Their value comes from lived experience. They know when 20 Maritime Reporter & Engineering News • February 2026
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