The maritime industry has made significant strides in optimising vessel performance through fuel efficiency technologies, advanced voyage planning, emissions monitoring and predictive maintenance. However, according to Osher Perry, CEO of ShipIn Systems, operational visibility onboard vessels is still lagging behind technological progress.

“Shipping has mastered vessel data, but much of what actually happens onboard is still a matter of guesswork,” says Mr Perry. “At a time when regulators are rightly focusing on the human element, the industry lacks clear, real-time insight into day-to-day operations at sea.”

Recent developments at the IMO’s Human Element, Training and Watchkeeping Sub-Committee (HTW 12) have reinforced the importance of seafarer training and fatigue management. While these initiatives are essential, Mr Perry argues they do not fully address risks that remain largely invisible due to limited operational transparency.

Across core shipboard activities, including navigation, engineering, mooring, bunkering and cargo operations, processes are often recorded manually and reviewed only after incidents occur. This creates a persistent disconnect between ship and shore, limiting the industry’s ability to proactively manage risk.

“For an industry built on safety and accountability, this lack of visibility should be a concern,” says Mr Perry. “If we want to reduce accidents and better support crews, we need to understand the real conditions they face every day.”

Closing this visibility gap represents a major opportunity to enhance both safety and operational performance. While ships already generate vast amounts of technical data, the challenge lies in transforming everyday onboard activity into structured, actionable intelligence.

Advances in visual analytics and artificial intelligence are beginning to address this challenge. Modern systems can convert onboard video streams into time-stamped operational insights, identifying workflows, detecting deviations from procedures and enabling continuous monitoring of shipboard activities.

At the same time, AI-assisted operations are emerging as a powerful tool to support

both crew and shore-based teams. By integrating data from cameras, sensors and operational logs, these systems provide enhanced situational awareness, enabling faster and more informed decision-making.

“This is not about replacing people,” Mr Perry emphasises. “It’s about empowering them. AI can act as a co-pilot, amplifying human expertise, reducing administrative burden and helping teams operate more safely and efficiently.”

Predictive capabilities also allow operators to identify potential failures before they escalate, reducing downtime and improving maintenance planning.

Mr Perry notes that implementing operational transparency must be done responsibly, with clear governance, transparent data policies and strong crew engagement.

“When introduced correctly, these technologies strengthen collaboration between ship and shore and ultimately benefit seafarers as much as operators,” he said.

As the industry continues to evolve, driven by decarbonisation and digitalisation, Mr Perry believes the next phase of transformation will focus on operational intelligence.

“The next leap forward will not come from machinery alone,” he concludes. “It will come from making operations visible, measurable and continuously improvable. Understanding what truly happens at sea is the key to building safer, more resilient and more efficient shipping.”