Shipping is not just about ships

Futureoftheocean interview with Master Trevor Douglas

For many, fleets evoke romance or nostalgia—visions of distant sails on the horizon, glimpsed during seaside walks or summer holidays. Yet how many of us have truly witnessed a ship loading or unloading cargo in port? Likely few. Modern cargo terminals have retreated from city centers, hidden from public view and transformed into hyper-efficient, mechanized zones—soon to be dominated by automation and robotics.

This evolution mirrors the broader trajectory of industrial activity: specialization, invisibility, and detachment from everyday life. Cities, once intertwined with maritime commerce, have become spaces for people—not for industry. There’s no inherent fault in this shift. But it does mean that shipping, though vital, has slipped from public consciousness.

Master Mariner Trevor Douglas, interviewed here by the FutureoftheOcean team, reminds us in his recently published book “The Decline and Fall of British Shipping” of what’s at stake:

Quote

Shipping is not just about ships. It is about food on shelves, energy in power stations, security in times of conflict, and a place in the world. To forget this is to endanger the nation’s strategic independence.

End of quote

The FutureoftheOcean initiative is proud to support Master Mariner Trevor Douglas in his principled mission: to rekindle public awareness and advocate for the restoration of British shipping to its rightful capacity and global relevance.

The Road to Master Mariner

Futureoftheocean:

Thank you very much, Master Mariner Douglas, for choosing FutureoftheOcean as one of the platforms to share your voice. It is a true honour for our team to welcome you.

We begin each interview by inviting our guest to offer a brief personal introduction. Would you kindly introduce yourself to the FutureoftheOcean audience—sharing a little about your background, your journey in maritime service, and what drives your current mission?

Trevor Douglas:

I began my maritime career in 1973, joining the Royal Navy as a boy seaman and later serving in the Submarine Service on both diesel and nuclear submarines, including HMS Dreadnought (Britain’s first nuclear submarine) and HMS Resolution (the first Polaris submarine). Rising through the ranks, I commanded HMS Cormorant in the Gibraltar Squadron and led RN submarine recruitment, concluding my service as Navigator on HMS Trenchant. A decorated veteran, I am a member of the Submarine Old Comrades Association and the HMS Dreadnought Association. After leaving the Royal Navy, I obtained my Master’s Certificate of Competency and went on to command a superyacht and other vessels.

In 2014, I was appointed a lecturer at South Shields Marine School and later became Curriculum Manager for the BSc and FD Marine Operations programmes. I hold an LLB(Hons) and postgraduate qualifications in education, international maritime trade law, and curriculum verification. I am also a proud member of the Nautical Institute and specialise in both national and international maritime law, with a particular focus on international maritime trade law. I became quite concerned regarding the state of the British Merchant Fleet after researching the subject and decided something needed to be written about it.

Nb. I have written a second book which is a legal text on the relationship between UK law and the IMO, currently waiting for publication. I have also formatted and published a website entitled ‘MaritimeLawCurriculum.com’

...a national fleet is no longer justified by export volume, but by strategic necessity

Futureoftheocean:

Maritime transport is indispensable to global society and the economy. For a country like the United Kingdom—a large island nation—shipping is more than logistics; it is a mirror of international trade balance and strategic autonomy.

Traditionally, a national fleet has served a dual purpose: importing essential resources and exporting the products of national industry. Yet in recent decades, the UK has shifted its economic focus toward services—finance, technology, consulting—raising a critical question:

In a service-driven economy, how can the existence of a national fleet dedicated primarily to importing goods be strategically justified?

Does such a fleet still serve national interests, or has its role become symbolic? And if shipping is no longer about exporting tangible goods, what new functions—security, supply chain sovereignty, geopolitical leverage—might justify its renewal?

Trevor Douglas:

I argue that in a service-driven economy like the UK’s, a national fleet is no longer justified by export volume, but by strategic necessity. Its modern role is not symbolic; it is functional and evolving. There are a number of ways this can be realised and you have mentioned a few in your question. Starting with supply chain sovereignty a national fleet would ensure reliable access to essential imports, energy, food and medical supplies, especially during global disruptions such as national/international emergencies. Secondly defence and strategic sealift support military logistics and humanitarian response, reducing reliance on foreign-chartered vessels. Apart from the RFA (which is in itself broken) the MOD currently charters 4 Ro-Ro ferries from Foreland shipping Industries, itself owned by The Hadley Group which is registered in London. A good start but not enough in my view. One question which always comes to mind, could the UK conduct another Falklands campaign if necessary? Answer: In my view, given the state of the RN, RFA and MN for military sealift capability the answer has to be an emphatic No. Thirdly national interests would be greatly enhanced by industrial renewal, an investment into merchant navy fleet renewal would support domestic shipbuilding, maritime skills, not to mention green innovation. On the international stage sovereign shipping capacity would enhance the UK’s ability to project influence and respond to crisis independently. An enhanced fleet would also strengthen the UK’s voice in shaping global maritime standards. E.g. security, decarbonisation, and crew welfare. In conclusion the UK’s national fleet is a strategic instrument of autonomy, resilience, and global relevance—not a relic of industrial trade.

...shipbuilding is not just an industrial sector - it’s a strategic enabler

Futureoftheocean:

At FutureoftheOcean, we believe that the strength of a nation’s shipping is closely tied to the vitality of its shipbuilding industry. In your view, how interdependent are these two sectors—and what role should shipbuilding play in shaping the future of British maritime strength?

Trevor Douglas:

A good question, which I cover in my book. In my view shipping and shipbuilding are deeply interdependent. A strong national fleet depends on domestic shipbuilding for strategic autonomy, innovation, and resilience. For the UK, revitalising shipbuilding is essential to sustaining maritime strength in defence, trade, and global influence. Without domestic shipbuilding, the UK risks dependence on foreign yards for critical assets, undermining control over logistics, emergency response, and fleet renewal. The refreshed National Shipbuilding Strategy (2022) outlines a 30-year pipeline of government orders, linking shipping demand directly to UK shipyard capacity, however, there is little or no inclusion of a national merchant navy, the focus being on large warships, border force cutters, lighthouse vessels and a new national flagship. British shipyards are key to developing green technologies which is vital for meeting IMO climate targets and maintaining competitiveness in global shipping. Shipbuilding sustains the technical workforce that shipping relies on: naval architects, engineers, and skilled trades. This ecosystem underpins both commercial and defence sectors. In my opinion to shape the future of British maritime strength, shipbuilding must:

• Anchor fleet renewal in sovereign capability

• Lead innovation in green and digital shipping

• Support defence and humanitarian logistics

• Reinforce the UK’s regulatory and diplomatic leverage

In short, shipbuilding is not just an industrial sector—it’s a strategic enabler. Without it, shipping becomes vulnerable. With it, the UK can project resilience, autonomy, and influence across the seas.

The UK maritime sector is undergoing a slow but deliberate transformation

Futureoftheocean:

Humanity is undergoing a seismic transformation in the nature of work. Increasingly, machines, robots, and algorithms are replacing humans in industrial roles that involve complex yet repetitive tasks. This shift is especially visible in the maritime sector—where ports are becoming highly automated, shipyards are experimenting with humanoid robotics, and remotely operated vessels are gaining autonomy.

In this context, how would you describe the appetite of UK maritime industry players for embracing these changes?

Trevor Douglas:

UK maritime industry players show cautious but growing appetite for automation and robotics, driven by strategic funding, innovation hubs, and defence-linked shipbuilding, though commercial uptake remains uneven and skill gaps persist. The UK maritime sector is undergoing a slow but deliberate transformation, with automation, AI, and robotics increasingly seen as strategic enablers. However, the pace and depth of adoption vary across sub-sectors. Major UK ports like Southampton and Felixstowe are investing in automated cargo handling, smart logistics, and AI-driven traffic management. These upgrades aim to boost efficiency, reduce emissions, and improve safety. The National Manufacturing Institute Scotland (NMIS) reports that UK shipyards are experimenting with robotic welding, additive manufacturing, and AI-assisted inspections, especially in confined or hazardous spaces. Yet, skills shortages in robotics and AI remain a critical barrier to scaling these technologies. The UK government launched the Smart Shipping Acceleration Fund in 2024, offering £8 million to support AI-driven vessel autonomy, remote operations, and cleaner maritime technologies. This reflects a strategic push toward smarter, safer, and greener shipping. The UK Maritime Innovation Ecosystem is robust but fragmented. It includes research institutions, tech startups, and defence contractors, yet requires better coordination and investment to fully harness automation’s potential. The Industrial Strategy 2025 commits £2.8 billion to advanced manufacturing R&D, with £29 million annually earmarked for the Made Smarter Innovation initiative, which includes maritime robotics and smart factories. While the appetite for automation is growing, commercial adoption remains cautious. Defence-linked shipbuilding is leading the charge, with automation integrated into naval procurement and maintenance. Commercial shipowners and smaller yards are more hesitant, constrained by cost, legacy infrastructure, and uncertain ROI. Workforce adaptation is a major challenge. Roles are evolving, but retraining and recruitment in AI and robotics lag behind demand. The UK maritime sector is not resisting change, it is testing, funding, and selectively adopting automation. The appetite is real, but the transition is uneven. Long-term success will depend on, closing the skills gap in robotics and AI, strengthening public-private collaboration and aligning commercial incentives with innovation goals

To neglect shipping is to neglect sovereignty. To invest in shipping is to invest in autonomy, security, and relevance.

Futureoftheocean:

What message would you most like to leave with those who may not yet fully grasp the strategic importance of shipping to national resilience, economic balance, and global presence?

Trevor Douglas:

Shipping is not just a mode of transport, it is the bloodstream of national resilience, economic balance, and global presence. Without ships, there is no trade. Without trade, there is no economy. And without a sovereign stake in shipping, a nation forfeits its ability to respond, influence, and endure. In times of crisis—pandemics, wars, supply chain shocks—a nation without control over its maritime logistics is exposed. Sovereign shipping capacity is not a luxury; it is a strategic necessity. The UK may be a service economy, but services rely on goods. From energy to medical supplies, shipping underpins the infrastructure of daily life. A national fleet ensures continuity, not dependency. A flag on the stern is a statement of presence. Merchant vessels are ambassadors, data nodes, and instruments of diplomacy. Without them, a nation’s influence fades from the world’s sea lanes.

To neglect shipping is to neglect sovereignty. To invest in shipping is to invest in autonomy, security, and relevance.

the call to serve with dignity, foresight, and care - for vessel, crew, and ocean - must remain.

Futureoftheocean:

As we conclude this interview, I’d also like to invite you to look beyond the physical and economic boundaries of United Kingdom and toward the broader horizon of human society.

What is your vision for humanity’s future relationship with the seas and oceans? And is there a message or principle you hope will remain relevant to maritime and offshore professionals—whether they read this interview twenty or even fifty years from now

Trevor Douglas:

The oceans will remain our most profound frontier, not just for trade and exploration, but for survival, connection, and meaning. As climate pressures mount and global systems evolve, the sea will become less a backdrop and more a protagonist in humanity’s story. The future demands a shift from extraction to regeneration. Offshore professionals will be custodians of biodiversity, carbon sinks, and sustainable energy. Maritime domains will be digitally integrated into global networks, where ships are data nodes, ports are smart ecosystems, and seafarers are connected agents of resilience. The oceans will test our capacity for cooperation. Maritime law, safety, and access will be shaped not by unilateral power but by shared responsibility.

Enduring Message for Maritime Professionals

Let the sea teach you what permanence cannot. In its rhythm, its danger, its beauty, and its indifference, the ocean reminds us that resilience is not about control, it’s about adaptation, humility, and purpose. Whether you are a shipbuilder, a deck officer, a regulator, or a strategist, may this principle endure:

“The measure of maritime strength is not in tonnage or technology, but in the integrity of those who serve the sea.”

Fifty years from now, the tools will change. The missions will evolve. But the call to serve with dignity, foresight, and care—for vessel, crew, and ocean—must remain.