A Strategic Pathway to Green Digital Shipping

Abstract

Background: The maritime industry is undergoing a profound transformation to meet global decarbonization goals. As Industry 4.0 advanced digital technologies are increasingly integrated into shipping operations, the role of the human element is evolving significantly. This intersection of decarbonization, digitalization, and human element/workforce transformation lays the foundation for more structured initiatives such as Green Digital Shipping Corridors (GDSCs), a strategic solution to scale zero-emission, smart maritime routes. Methods: This paper explores the interconnected roles of decarbonization, digitalization, and human capital development through a systematic literature review. It examines how these pillars converge in the implementation of GDSCs, drawing on academic and industry sources to identify challenges and opportunities in workforce readiness, policy integration, and technological adoption. Results: The findings underscore the necessity of coordinated action across the three pillars, particularly highlighting the importance of structured training programs, cross-sector collaboration, and standardized regulations. GDSCs are presented as an applied framework to align these transitions, enabling scalable, digitally enabled, low-emission maritime routes. Conclusions: There is a significant gap in current research that holistically connects the human factor with technological and environmental imperatives in the context of maritime transformation. This paper addresses that gap by introducing GDSCs as a strategic outcome of integrated change, providing actionable insights for policymakers, industry leaders, and educators aiming to advance sustainable shipping.

1. Introduction

The latest IMO GHG Strategy (MEPC 80-2023) intends to lower shipping’s carbon intensity by a minimum of 40% by 2030 and achieve net-zero emissions by 2050. It is promised that the energy efficiency, zero-emission technologies, and alternative fuels will cut GHG emissions by 20–30% by 2030 and 70–80% by 2040 [1]. However, several studies show that IMO is unlikely to meet its 2030 GHG emission target. The key challenges include the unavailability of scalable zero-emission fuels, insufficient investment in green technologies, the need for significant fleet upgrades, lack of agreement on international policy, and the time required to develop the necessary port infrastructure for the storage and handling of alternative fuels [2,3,4,5].

Current technology stemmed from Industry 4.0, centered on digitalization by incorporating technologies such as Internet of Things (IoT), big data analytics, and autonomous systems, and is evolving into the shipping industry into Shipping 4.0. This transition has the potential to help the industry achieve its decarbonization goal by enhancing operational efficiency, optimizing fuel consumption, and reducing emissions [6,7]. However, despite promising advancements in the two pillars of digitalization and decarbonization in maritime operations, there is a lack of proper attention to the human element and relevant workforce development. The shift towards digitalization and autonomy necessitates a workforce equipped with new competencies to operate and maintain advanced systems [8,9]. There are significant challenges seafarers face in adapting to digital transformations, emphasizing the need for comprehensive training programs to address cognitive human factors [2]. The intended maritime industry’s shift towards zero-emission operations necessitates extensive training for seafarers to utilize alternative fuels such as ammonia and hydrogen, presenting distinct safety challenges [10,11,12,13,14].

This study funds a gap in the literature and aims to provide a roadmap for the maritime industry’s transformation towards sustainability, focusing on decarbonization, digitalization, and human factors and workforce development. This paper identifies the key strategies, challenges, and opportunities in achieving zero-emission maritime operations by analyzing available case studies and synthesizing findings from a large body of literature. The roadmap offers actionable insights for policymakers, industrial stakeholders, and educators, emphasizing the integration of digital technologies and workforce training as critical enablers of decarbonization in the maritime sector. This study addresses the following key research questions:

How can digitalization and automation support decarbonization in the maritime industry?

What are the necessary digital solutions for achieving decarbonization goals?

How do digital technologies and workforce development interact to facilitate the maritime sector’s transition to net-zero-emission operations?

While this paper explores the critical interplay between decarbonization, digitalization, and human elements in the maritime sector, its central thesis is to demonstrate how these elements converge in green digital shipping corridors (GDSCs). GDSCs are proposed as a scalable and actionable model to operationalize these systemic changes. GDSCs are designated maritime routes between two or more ports where zero-emission shipping solutions are demonstrated and reported [15]. These corridors integrate low- and zero-emission fuels, advanced digital technologies, and coordinated stakeholder actions to achieve scalable, decarbonized, and smart shipping solutions. They serve as testbeds for technological, commercial, and regulatory initiatives aimed at reducing maritime emissions.

2. Methods

This paper conducts a systematic approach to identify, evaluate, and incorporate relevant literature. A systematic literature review (SLR) method was utilized to ensure rigor, transparency, and replicability in the research process (

Table 1. Systematic literature review steps.

Category	Initial Identification	Screening	Eligibility	Final Inclusion
Decarbonization and sustainability	120	75	60	40
Digitalization and technological advancements	100	60	50	35
Workforce development and human factors	80	45	40	25
Policy and regulatory frameworks	60	30	25	30
Industry case studies	30	15	10	10
Other (books, news, etc.)	20	8	4	6
Total	410	233	189	146

). This method follows a structured protocol to minimize bias and enhance the reliability of findings by defining clear selection criteria, refining search strategies, and systematically categorizing sources. The research process began with an initial identification of 410 references from major academic databases (e.g., Scopus, IEEE Xplore, Web of Science) and credible industry reports (e.g., DNV, LR, Deloitte, BCG) [16,17,18]. Keywords such as “maritime decarbonization”, “digitalization in shipping”, “alternative fuels”, and “workforce transformation” were combined with Boolean operators to ensure comprehensive coverage. During the screening stage, the pool was narrowed to 233 references by applying inclusion criteria such as the publication time interval between 2018 and 2025, relevancy to the maritime sector, and quality. The year 2018 was chosen as the starting point for literature inclusion because it marks a significant period of regulatory, technological, and strategic shifts in the maritime industry. Key developments include the IMO’s adoption of the Initial GHG Strategy in 2018, which set ambitious targets for decarbonization, increased focus on digitalization and automation in shipping, and growing research on alternative fuels and workforce transformation.

A systematic filtering process was implemented to enhance validity, involving multiple reviewers who independently assessed abstracts and full texts to mitigate selection bias. In the process, 189 references were selected based on thematic alignment with the research objectives, quality metrics (e.g., journal impact factor, citation count), and diversity of perspectives. The final selection included 146 references, categorized into six core topics: decarbonization (40), digitalization (35), workforce transformation (25), policy frameworks (30), industry case studies (10), and miscellaneous sources like white papers and web articles (6). A PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) flow diagram was employed to track the selection process, ensuring transparency and reproducibility in literature inclusion and exclusion decisions.

The adopted methodology integrates a mix of quantitative and qualitative techniques to ensure depth and breadth in the literature review. Quantitatively, references were assessed for citation metrics and their contribution to the key themes, including green shipping corridors, alternative fuels, and digital technologies. Qualitatively, a thematic analysis explored interconnections between decarbonization, digitalization, and workforce transformation in the maritime sector. This rigorous and structured methodology ensures that the findings are academically robust and practically actionable.

The Strategy Plan Pyramid and SWOT analysis are employed to evaluate strategic implications [19]. These frameworks help identify competitive dynamics and assess investment requirements for integrating sustainable technologies. In the next phase, the study examines international development strategies, such as the IMO Strategic Plan (2024–2029) and UNCTAD’s Maritime Transport Review, to explore the alignment of the maritime industry’s transition with global sustainability targets and policy directions [20]. Finally, a strategic roadmap outlining policies, investment strategies, workforce training, and stakeholder collaboration is proposed. This approach ensures holistic analysis, offering actionable recommendations to assist the maritime sector’s shift towards sustainability through advanced technology integration, and workforce adjustment.

Figure 1 provides a schematic view of the adopted research method.

3. Major Highlights from Literature Review

3.1. Impacts of Industry Transformation

In the last two centuries, industrial revolutions transformed shipping in an unprecedented way [21,22]. However, the industrialization of shipping has shifted its impact on the environment, making it one of the most polluting industries. Recently, the latest revolution, Industry 4.0, through digitalization and advanced technologies is assisting shipping in reaching its newly assigned goals of sustainability, resilience, and decarbonization [21,22].

Industry 4.0 technologies such as digital twin through optimal design solutions help alignment with net-zero goals [23,24,25].

Table 2. Industrial revolutions and impacts on maritime and decarbonization [5,7,26,27].

Industrial Revolution	Period	Key Characteristics	Impact on Maritime Industry	Global Warming Impact	Decarbonization Efforts
Industry 1.0	Late 18th to early 19th century	Advent of mechanization saw the rise of steam engines, marking a shift from manual production to machine-based methods.	Adoption of steam-powered ships, replacing traditional sail-powered vessels; enhanced shipbuilding techniques.	Initiated large-scale fossil fuel combustion, notably coal, elevating atmospheric CO2 levels and global temperatures.	Increased emissions due to coal-powered steam engines; no significant decarbonization efforts.
Industry 2.0	Late 19th to early 20th century	Mass production; electrification; advancements in steel production.	Construction of steel-hulled ships; implementation of electric lighting and communication systems on vessels. design simulations	Expanded industrial activities and fossil fuel use, further increasing GHG emissions and accelerating global warming.	Continued reliance on fossil fuels; minimal focus on emission reductions.
Industry 3.0	Mid to late 20th century	Digital revolution; rise of electronics, computers, and automation.	Introduction of computerized navigation and communication systems; automation in cargo handling and port operations.	Proliferation of electronics and information technology increased energy consumption, contributing to higher CO2 emissions and climate change.	Initial awareness of environmental impacts; early adoption of emission control technologies.
Industry 4.0	Early 21st century to present	Incorporation of Cyber-Physical Systems, IoT, and AI.	Development of autonomous ships; real-time data analytics for route optimization; enhanced safety through predictive maintenance.	Led to increased energy demands, potentially exacerbating global warming without sustainable practices.	Implementation of digital solutions to monitor and reduce emissions; exploration of alternative fuels.
Industry 5.0	Emerging	Focus on human-centric solutions; collaboration between humans and advanced technologies.	Emphasis on human-automation collaboration in maritime operations; personalized training programs for seafarers; sustainable and resilient shipping practices.	Its impact on global warming depends on the adoption of eco-friendly innovations and reduction of carbon footprints.	Strong emphasis on sustainability; adoption of green technologies and alternative fuels to achieve zero-emission goals.

provides a detailed overview of each industrial revolution, their key characteristics, and the corresponding impact on maritime practices, including decarbonization efforts.

3.2. Current Position: Targets, Regulations, and Cases

The maritime sector is under growing pressure to cut GHG emissions, which comprise about 3% of worldwide emissions. This has led to a robust framework of global and local regulations to decarbonize the sector. At the global level, the IMO has spearheaded efforts through its GHG Strategy (MEPC 80-2023), which sets ambitious targets to reduce carbon intensity by 40% by 2030 and 70% by 2040 and achieve net-zero GHG emissions by 2050 [28]. Figure 2 highlights the timeline of key regulatory actions taken by the IMO to cut GHG.

These goals are supported by measures such as EEDI, SEEMP, and the newly implemented CII and EEXI. These instruments focus on improving energy efficiency for both new and existing vessels. The IMO DCS requires ships exceeding 5000 gross tonnages to report their fuel oil consumption, facilitating improved tracking and analysis of emission trends [29].

On a regional level, the European Union has introduced the Monitoring, Reporting, and Verification (MRV) Regulation, which requires the annual reporting of CO₂ emissions from vessels calling at EU ports [30]. Additionally, the EU is incorporating shipping into its Emissions Trading System (ETS), where ship operators must purchase allowances for their emissions. The FuelEU Maritime Initiative promotes the adoption of sustainable alternative fuels in European shipping and ports [31]. Similarly, the North American Emission Control Area (ECA) enforces stricter limits on sulfur oxide (SO_x), nitrogen oxide (NO_x), and particulate matter emissions within 200 nautical miles of the U.S. and Canadian coasts [32].

In Asia, China’s Domestic Emission Control Areas (DECAs) impose sulfur content limits on marine fuels in key inland regions. Hong Kong requires ocean-going vessels to switch to low-sulfur fuel (not exceeding 0.5% sulfur content) while at berth [33]. In the US, California Air Resources Board (CARB) regulations mandate shore power use or equivalent technologies for ships docking at California ports and the use of low-sulfur fuels within 24 nautical miles of the state’s coast [32].

While these regulations establish a strong framework for GHG reduction, challenges remain. Technological challenges continue as the development of low-carbon and zero-carbon fuels, such as hydrogen and ammonia, is ongoing [34,35]. Infrastructure limitations, such as a lack of global bunkering facilities, hinder the widespread adoption [36]. Economic considerations, including the high costs of alternative technologies, present obstacles for shipowners and operators [37]. Regulatory complexity, with differing regional requirements, adds to the compliance burden for international shipping [36]. Operational challenges, including modifications in the ships’ structure and machinery and the need for specialized crew training, further complicate the transition [35].

In addition to regulations, ports, and industry stakeholders are actively contributing to decarbonization efforts [38]. Green port programs like those implemented in Rotterdam, Singapore, and Los Angeles incentivize cleaner ships through reduced port fees. Collaborative efforts like the Global Maritime Forum’s “Getting to Zero Coalition” focus on introducing zero-emission vessels and their supporting infrastructure [39].

Ship owners, shipyards, and engine manufacturers are collaboratively advancing low-carbon and clean-power vessels to meet the global decarbonization targets. Prominent ship owners like A.P. Moller-Maersk are investing in dual-fuel vessels that can run on liquefied natural gas (LNG) and methanol, offering flexibility as cleaner fuels become increasingly available [40].

Shipyards are also integral to transition to net zero by constructing vessels equipped with advanced design and propulsion systems. For instance, the development of LNG-powered cruise ferries by STX Finland for Viking Line exemplifies the industry’s shift towards environmentally friendly shipbuilding [41]. Engine manufacturers like Wärtsilä and MAN Energy Solutions are pioneering technologies that support this evolution. They have launched dual-fuel engines that can operate on LNG, diesel, and nearly zero-emission fuels, improving operational flexibility and minimizing emissions.

Table 3. Clean-powered vessels toward decarbonization.

Vessel Name	Owner	Manufacturer (Shipyard)	Engine Type and Brand	Capacity	Delivery Year
Laura Maersk	A.P. Moller-Maersk	Hyundai Mipo Dockyard	Dual-fuel methanol engine by MAN Energy Solutions	2100 TEU	2023
Unnamed (6 vessels)	A.P. Moller-Maersk	Yangzijiang Shipbuilding Group	Dual-fuel engines capable of operating on green methanol	9000 TEU each	2026–2027
Unnamed (VLCC)	Undisclosed	Dalian Shipbuilding Industry Co. (DSIC)	Dual-fuel methanol engine by China Shipbuilding Industry Corporation Diesel Engine Co., Ltd., Yichang, Hubei	VLCC	2026
Saint-Malo	Brittany Ferries	China Merchants Jinling Shipyard	Hybrid propulsion system, methanol-ready	1100 lane meters	2024
Guillaume de Normandie	Brittany Ferries	China Merchants Jinling Shipyard	Hybrid propulsion system, methanol-ready	2100 lane meters	2024
Unnamed (2 vessels)	Attica Group (Superfast Ferries)	Undisclosed	Multi-fuel engines, methanol-ready with hybrid propulsion	Undisclosed	2027
Almax	Sanlorenzo	Sanlorenzo Shipyard	Green methanol reformer fuel cell system	50 m superyacht	2024
Unnamed (12 vessels)	CMA CGM	Hyundai Heavy Industries	Methanol dual-fuel engines	13,000 TEU each	Undisclosed
Unnamed (14 vessels)	X-Press Feeders	Undisclosed	Dual-fuel engines capable of operating on bio-methanol	Undisclosed	2024–2026
Unnamed (4 vessels)	Pacific Basin Shipping Limited	Nihon Shipyard Co.	Dual-fuel engines capable of operating on green methanol and conventional fuel oil	64,000 DWT Ultramax bulk carriers	2028–2029
Viking Grace	Finland’s Viking Line	STX Finland’s Turku shipyard	LNG-powered, Wärtsilä 50DF engine	57,600 GT	2013

illustrates several dual-fuel methanol vessels that have recently been ordered.

3.3. Digitalization and Decarbonization; The Double D Trend

The double D trend in shipping refers to the simultaneous push toward decarbonization and digitalization that is reshaping the maritime industry. Digital technologies, including the IoT, AI, and automation, will play a pivotal role in reducing emissions within the maritime industry. The following is the synthesis of how key technologies are driving decarbonization:

1. 

Route Optimization and Energy Efficiency

• AI-driven navigation: Advanced algorithms integrate real-time meteorological data, hydrodynamic characteristics of the vessel, and traffic patterns to compute fuel-optimal routes [42].
• Predictive speed adjustments: AI technology through machine learning models analyses operational data to recommend speed profiles that balance voyage duration with fuel efficiency, ensuring reduction of emission.

2. 

Predictive Maintenance and Engine Performance

• Digital tools play a pivotal role in providing a safeguard and managing the safety of alternative fuels handling. Integrated monitoring systems equipped with technologies such as IoT track parameters such as temperature, pressure, and possible leakage in real-time, enabling prompt responses to anomalies. Simulation software, models potential failure scenarios, aiding the development of robust emergency response protocols and enhancing overall operational safety.
• IoT-enabled condition monitoring: Embedded sensors in propulsion systems and auxiliary machinery detect early signs of mechanical degradation. Proactive maintenance prevents suboptimal combustion and ensures that engines operate at peak efficiency, curbing particulate matter and NO_x emissions [43].
• Energy consumption analytics: IoT systems track energy usage patterns across onboard systems (e.g., lighting, HVAC), identifying inefficiencies and enabling automated adjustments to reduce auxiliary power demand.

3. 

Port Operations and Logistics Automation

• AI-optimized port coordination: Digital twin simulations synchronize vessel arrivals with port resource availability (e.g., berths, cranes), reducing idle times and auxiliary engine usage during docking [42].
• Autonomous cargo handling: Automated cranes and robotic systems accelerate loading/unloading processes, shortening port stays and minimizing emissions from in-port auxiliary engines.

4. 

Emissions Monitoring and Compliance

• Real-time emissions tracking: Multi-sensor networks measure exhaust gas composition and transmit data to centralized platforms. Anomalies trigger corrective actions, such as engine recalibration or scrubber adjustments, to maintain low emission and meeting regulatory compliance.
• Blockchain-enabled reporting: Distributed ledger systems ensure tamper-proof recording of emissions data, enhancing transparency for regulators and stakeholders.

5. 

Data-Driven Fleet Management

• Performance benchmarking: Big data analytics correlate vessel-specific variables (e.g., hull fouling, engine type) with fuel consumption trends, enabling targeted retrofits or operational tweaks across fleets.
• Autonomation: AI-controlled vessels optimize trim, draft, and propulsion in response to variable environmental factors, achieving consistent fuel savings compared to traditional operation [44,45].

6. 

Port Efficiency

• Advanced equipment and systems: Implementing technological advancements in cargo handling equipment and administrative processes within ports can significantly reduce emissions. Improvements in port gate systems can alleviate truck congestion, and upgrading documentation processes can streamline communication across the delivery chain, enhancing overall efficiency [46]

7. 

Accelerating Alternative Fuel Adoption

• Digital R&D platforms: Simulation and digital twin technology can model the viability of ammonia, hydrogen, and methanol in diverse operational scenarios, reducing trial costs and accelerating deployment [22].
• Emission trading integration: Digital platforms align fleet operations with carbon credit markets, redirecting cost savings from efficiency gains into green technology investments [47].

Digitalization can lead to significant cost savings which can fund R&D to speed up the advancement of alternative fuel technology (see Figure 3).

3.4. Role of Human Element in Decarbonization

The human element is pivotal in achieving marine decarbonization and digitalization in both the transformation and operational stages. Decarbonization requires technological advancements and a drastic shift in industry practices driven by human decision-making, innovation, and leadership. Digitalization, similarly, hinges on the ability of seafarers, managers, and stakeholders to adopt emerging technologies, including digital twins, AI, and advanced analytics [2,49,50].

Studying the human element is crucial as the success of green initiatives depends on practical training, cultural change, and stakeholder engagement. Challenges such as resistance to change, skill gaps, and the need for cross-disciplinary collaboration highlight the importance of understanding human behavior and capabilities. Additionally, humans are essential for the oversight of data interpretation, critical decision-making, and managing risks in automated systems, ensuring the reliability and safety of operations [51].

By considering human elements, the industry can develop targeted training programs, foster a culture of innovation, and address psychological and organizational barriers to change. This ensures that marine decarbonization and digitalization efforts are both technologically feasible and operationally sustainable, paving the way for a resilient and environmentally responsible maritime sector. Maritime training centers are required to actively establish training courses to equip seafarers with skills in areas such as digitalization, automation, and alternative fuels [14,52].

To reach Zero Carbon by 2050, insights from Lloyd’s Register and the University Maritime Advisory Services (UMAS) suggest that an additional 450,000 seafarers will require training by 2030, rising to 800,000 by the mid-2030s. This projection assumes a significant increase in the use of alternative fuels in the 2020s [13].

4. Main Challenges Identified

The shipping industry’s decarbonization faces diverse challenges, spanning from technological, infrastructural, workforce, social, economic, and regulatory to innovation and research, as depicted in Figure 4. These barriers highlight the complexity of transitioning to sustainable practices that require innovation, significant investments, global policy alignment, and coordinated stakeholder efforts to address systemic issues and accelerate the shift toward green shipping solutions.

4.1. Technological Challenges

The decarbonization of the shipping industry faces several technological challenges that require comprehensive solutions. For example, port electrification, or cold ironing, enables ships to connect to shore-based electrical power while docked, reducing emissions from auxiliary engines [45,57,58,59,60]. Implementing this technology necessitates significant infrastructural investments [57]. Additionally, establishing bunkering facilities for alternative fuels like hydrogen and ammonia demand new infrastructure and stringent safety protocols due to the hazardous nature of these fuels [61,62,63]. On the other hand, the development and integration of alternative fuels are further complicated by the need for global regulatory frameworks and the current lack of widespread availability [61,62,63]. Additionally, energy storage solutions, such as hydrogen, are essential for managing power from renewable sources but are currently limited by energy density and cost factors [60].

In shipping, advancements in digitalization and automation can enhance operational efficiency and reduce emissions through optimized routing and energy management [45,57,60]. However, integrating these technologies requires substantial investment and poses cybersecurity risks. Vessel design and retrofitting are critical for accommodating new propulsion systems and alternative fuels, yet they involve complex engineering challenges and significant capital expenditure [62,63].

Technologies such as carbon capture and storage (CCS) offer potential for emission reductions. However, their application within maritime domain are facing technical and economic hurdles [61,62,63].

Table 4. Main gaps in propulsion, storage, and emissions to use green fuels (developed by authors based on [64]).

Propulsion:	Emissions:	Storage and Infrastructure:
Current engines are not fully optimized for green fuels. Most have lower energy density, requiring larger tanks. Safety concerns (flammability, toxicity) and lack of fuel flexibility add challenges.	Methane slip from LNG, N2O emissions from ammonia, and gray hydrogen dependence reduce climate benefits. A lifecycle emissions framework is needed for accurate GHG reduction assessment.	Limited bunkering facilities, high retrofitting costs, Complex storage needs (e.g., cryogenic hydrogen, pressurized ammonia) hinder adoption.

outlines the major gaps in propulsion, storage, and emissions associated with the use of green fuels. As the industry transitions, the disposal of surplus assets, including outdated vessels and equipment, must be managed to minimize environmental impact and financial loss.

Among alternative fuels, green ammonia and hydrogen are prioritized due to their zero-carbon potential. However, their adoption requires cryogenic storage systems, dual-fuel engines, and port safety protocols. Methanol offers easier handling but still requires fuel purification and engine modifications. Investment in bunkering stations, retrofitting facilities, and onboard fuel management systems are critical to infrastructure development.

4.2. Infrastructural Challenges

The maritime industry’s decarbonization efforts face significant infrastructural challenges, particularly concerning shipyards’ retrofitting capabilities. Lloyd’s Register’s 2023 report highlights a potential market of 9000 to 12,900 large merchant vessels that may plan for engine retrofits by 2050. Complementing this, McKinsey & Company underscores that the global maritime industry is poised for a 20% growth by 2030, necessitating the revitalization of legacy shipyards to meet rising demand. However, this ambitious growth is threatened by the limited number of repair yards that have sufficient capacity to perform such conversions and the current high costs of alternative fuels. These reports emphasize the human element challenges of the gap in new skills in electrical engineering, naval architecture, and fuel handling requires effectively utilizing retrofitting as a decarbonization tool [65].

Upgrading port infrastructure is another critical facet of maritime decarbonization. Ports can drive investment in energy systems by integrating fuel demand for early adopters in green corridors, thereby acting as resilient zero-carbon gateways [66,67]. In the meantime, redeveloping existing facilities can create cost-effective capacity enhancement [68].

As the maritime sector shifts towards zero carbon fuel, production, and supply chains present further challenges in the decarbonization journey. Lloyd’s Register’s 2023 report notes that a key factor in vessel investment decisions is confidence in future fuel supply, highlighting the necessity for stakeholders throughout the value chain to work together in creating supply chains for future zero or near-zero carbon fuel uptake [69]. DNV’s analysis estimated that the cumulative capacity of ongoing or announced carbon-neutral fuel production for 2030 ranges between 44 and 63 million tons of oil equivalent (Mtoe) [66]. Since maritime demand in 2030 is forecasted at 7 to 48 Mtoe, shipping would require 10% to 100% of the available carbon-neutral fuels to meet International Maritime Organization targets. This highlights the pressing need for scaling up production capabilities and supply infrastructure [70]. This suggests that stakeholders across the industry must work together to develop robust supply chains [71].

4.3. Social and Community Challenges

Efforts to decarbonize the shipping industry face varying levels of community and stakeholder acceptance. Evidence highlights that integrating alternative fuels and technologies can align environmental objectives with operational efficiency, though barriers like cost and infrastructural adaptation remain significant [72,73]. Stakeholders have shown a willingness to adopt greener solutions when informed about the long-term benefits, emphasizing collaboration and transparent communication. Community engagement through partnerships also helps mitigate resistance, fostering trust and alignment with sustainable practices [4,74].

Social sustainability goals are also a cornerstone of successful decarbonization strategies. Training programs for workforce upskilling are instrumental as they bridge the gap between technological innovation and operational capacity [75]. These programs ensure that transitions to greener practices do not compromise worker safety or equity, underscoring the importance of strategic planning to keep decarbonization efforts on track [70,76].

Study shows that maritime decarbonization is a critical strategic priority for shipowners and operators, with 73% recognizing its urgency and 77% setting concrete targets, including 54% with net-zero ambitions. These goals reflect growing societal and regulatory pressure to lower GHG emissions and shift towards sustainability practices. However, achieving these targets brings significant social and community challenges that require holistic solutions [72] (Figure 5).

From a broader perspective, economic systems must transition toward inclusive capitalism, integrating environmental sustainability into core business models. Addressing decarbonization challenges demands strategies that leverage community resources and incorporate shared value creation [77,78]. Companies that embed sustainability within their operational and strategic frameworks achieve dual objectives of profitability and ecological stewardship [79]. This aligns with a natural-resource-based view of organizational growth, underscoring the long-term viability of sustainable practices in addressing global challenges [80].

4.4. Economic and Financial Challenges

The variability in fuel prices and regulatory ambiguity creates hesitancy among stakeholders, as return on investment (ROI)—a financial measure that evaluates the profitability of an investment—depends heavily on fuel cost savings and the potential market advantages of early adoption [81,82]. For instance, estimates show that switching to alternative fuels could increase operating costs by 30–50%, making ROI unpredictable [83,84]. Investments in port and supply chain infrastructure further amplify these challenges. Ports must modernize facilities to accommodate alternative fuel bunkering and green technologies, which could cost hundreds of millions of dollars per major port [85]. Studies reveal that only 7% of global ports are currently equipped for LNG bunkering, a leading alternative fuel [86]. Additionally, aligning supply chains with decarbonization goals necessitates capital-intensive modifications to logistics and operations [87].

High capital expenditure (CapEx) remains a critical element. Retrofitting existing vessels and constructing new zero-emission ships require substantial financial outlays. Retrofitting alone could cost between USD 2 and USD 6 million per vessel, while zero-emission vessels are estimated to cost 50–60% more than conventional ships [88,89].

Financing constraints further exacerbate the issue. Limited access to green financing and the absence of standardized financial mechanisms hinder progress [90]. While green bonds and sustainability-linked loans are gaining traction, they currently represent less than 1% of global maritime financing [91,92].

Finally, the current low demand for alternative fuels and green technologies undermines economies of scale. With less than 5% of global shipping fueled by LNG, hydrogen, or ammonia, the lack of demand perpetuates high costs for these alternatives [93,94]. Moreover, the industry faces a technological gap, as many green technologies remain in the nascent stages of development and deployment [95,96,97].

These challenges collectively underscore the need for coordinated global efforts, robust financial frameworks, and regulatory clarity to achieve shipping decarbonization goals effectively.

4.5. Regulatory and Policy Challenges

Regulatory and policy challenges in decarbonizing shipping encompass various dimensions, including compliance, infrastructure development, and economic incentives. Ports remain a critical element in infrastructure development policies, as the ports must accommodate green technologies such as LNG and hydrogen bunkering systems. However, currently, only 7% of ports globally are equipped for LNG, creating significant barriers to widespread adoption [83,89]. Additionally, the alignment of port policies with decarbonization goals remains inconsistent, limiting the efficacy of these measures [90].

Varying international regulations amplify enforcement and compliance challenges. For instance, the IMO’s decarbonization targets demand stringent monitoring and reporting mechanisms, yet many nations lack the capacity to enforce compliance uniformly [95,98]. This disparity creates loopholes that undermine global efforts. Economic and market-based measures, such as carbon pricing, have shown promise in incentivizing reductions, with mechanisms like bunker levies potentially reducing emissions by 20–30% [82,99]. However, the implementation of these measures disproportionately impacts developing nations reliant on maritime trade, raising concerns about equity and global competitiveness [86].

Regional policy discrepancies further complicated decarbonization. The EU’s ETS is a notable example, as its unilateral implementation may cause trade distortions and undermine collaborative international efforts [90]. This inconsistency highlights the need for harmonized regulatory frameworks [7,87,92].

Incentives for innovation play a pivotal role in overcoming these challenges. Investment in green technologies, supported by subsidies or tax breaks, can accelerate decarbonization. For example, market-based measures could generate over USD 100 billion annually, which could be reinvested in green infrastructure and innovation [84,85]. Yet, insufficient funding and fragmented policies hinder their full potential [94,96].

Addressing these challenges requires robust, unified policies that balance economic feasibility with environmental goals. International collaboration, equitable carbon revenue distribution, and targeted incentives for innovation are essential to achieve sustainable decarbonization [91,93,100].

4.6. Research and Development (R&D) Challenges

R&D challenges in shipping decarbonization and digitalization are multifaceted, with scaling up pilot projects representing a significant hurdle. Although numerous pilot projects demonstrate the feasibility of low.0-emission technologies, the transition from small-scale initiatives to full-scale implementation is constrained by high costs and logistical complexities [81,82]. These challenges are compounded by a lack of standardized frameworks, which complicates the integration of successful pilots into global operations [83].

Fragmented approaches further hinder progress, as disparate national and regional policies lead to the inconsistent implementation of decarbonization strategies. For example, while certain regions incentivize R&D through subsidies or carbon revenue reinvestments, others lack such measures, creating an uneven playing field [84,85]. This disparity is particularly evident in the adoption of market-oriented approaches like carbon pricing, which varies significantly between jurisdictions and undermines global coordination [86]. The absence of unified strategies for digitalization also contributes to fragmented efforts, with incompatible technologies and data management systems impeding collaboration [99].

High R&D costs remain a pervasive challenge, particularly for developing economies and smaller shipping companies. The upfront investment required for advanced technologies like alternative fuels, emissions tracking, and AI-driven digital platforms is prohibitive for many stakeholders [98]. Estimates indicate that achieving decarbonization in the global shipping industry may necessitate over USD 1 trillion in investments by 2050, with a significant portion allocated to R&D [9]. Additionally, the private sector’s hesitancy to invest without clear regulatory guidance further delays innovation [91].

Addressing these challenges necessitates global collaboration, standardized policies, and the equitable distribution of financial resources. Carbon revenue distribution models, as proposed in recent studies, offer a promising solution by channeling funds from high-emission activities into R&D for low-emission technologies [84,85]. Furthermore, fostering public-private partnerships (PPPs) and establishing digital interoperability standards can streamline efforts to scale up successful projects and reduce costs [86,98].

In conclusion, overcoming these R&D challenges requires a coordinated approach that aligns regulatory frameworks, financial incentives, and technological innovation to achieve sustainable decarbonization and digitalization in the shipping industry [91,99,100].

4.7. Stakeholder Collaboration Challenges

Stakeholder collaboration challenges in the maritime industry revolve around limited PPPs and weak coordination across diverse stakeholders. Limited PPPs hinder progress in integrating sustainable practices, as public entities often lack sufficient funding, and private organizations hesitate to invest without clear regulatory frameworks. For example, fragmented approaches to adopting autonomous shipping technologies have delayed their deployment due to insufficient collaboration between government agencies and private firms [101]. Similarly, the lack of cohesive funding mechanisms for green initiatives limits just-in-time navigation implementations, which depend on coordinated stakeholder efforts [102].

Weak coordination among stakeholders exacerbates these challenges, particularly when addressing complex issues like climate change and sustainability. Disruptions in the maritime industry often reveal the absence of robust collaboration frameworks, as stakeholders operate in silos, leading to inefficiencies in response strategies [103]. For instance, port operators, shipping companies, and policymakers frequently fail to align with sustainability goals, slowing down the adoption of green technologies [104]. Furthermore, efforts to enhance maritime governance through anti-corruption initiatives underscore the critical need for better coordination to address systemic issues [105].

Maritime sustainability initiatives have highlighted the potential benefits of improved collaboration, yet implementation remains inconsistent. Studies emphasize that fostering innovative partnerships could accelerate progress toward decarbonization and digitalization [106,107]. However, governance structures often fail to provide the necessary platforms for multi-stakeholder engagement, leaving crucial gaps in strategy execution. The lack of coordination also impacts supply chain resilience, as stakeholders are unable to effectively address the disruptions caused by climate change [104].

To overcome these challenges, stakeholder collaboration must be strengthened through transparent communication, shared objectives, and equitable resource distribution. Relevant initiatives such as the Sustainable Shipping Initiative propose collaborative models that integrate public and private efforts to achieve long-term sustainability goals [108]. Similarly, reviews of maritime transport advocate for establishing comprehensive governance frameworks that enhance coordination among global stakeholders [109].

In conclusion, addressing stakeholder collaboration challenges requires targeted efforts to build PPPs and improve stakeholder alignment. By fostering inclusive governance and robust partnerships, the maritime industry can achieve sustainable development and resilience in the face of emerging challenges [104,106,107].

4.8. Human Element Challenges

Decarbonization in the maritime industry is hindered by workforce readiness challenges, requiring significant investment in advanced solutions such as training for alternative fuels, energy storage, and carbon capture technologies [110,111,112]. The integration of digitalization and automation necessitates robust digital ecosystems for optimizing operations, however the current lagging of workforce adaptation is creating skill gaps in managing these advanced systems. Resistance to change, safety concerns related to alternative fuels, and an aging workforce exacerbating the challenges [111,112]. Moreover, compliance with evolving regulatory landscapes adds complexity to the transition [5,110]. Addressing these issues is critical for achieving sustainable decarbonization while maintaining workforce resilience.

Figure 6 illustrates how human element skills—encompassing safety, sustainability, digital, and automation competencies—combined with skills in personal, organizational, and management areas facilitate the successful adoption of new technologies [13]. When integrated with technical and organizational elements, these human competencies foster resilience, robustness, and continuous improvement within maritime operations.

The swift transition towards digitalization and decarbonization may inadvertently marginalize seafarers accustomed to conventional practices. The integration of advanced technologies can lead to job displacement and require significant upskilling. Without adequate support and training, there is a risk of creating a workforce divide, underscoring the need for inclusive policies and continuous professional development programs [113].

To meet these challenges, seafarers must acquire interdisciplinary skills, including digital literacy, data analysis, human-machine interaction, and cybersecurity [110,111,112]. Specialized training in alternative fuels like hydrogen and ammonia, along with expertise in environmental regulatory compliance, is essential [111]. Effective training frameworks incorporate simulator-based exercises, competency-based programs, and collaboration between industry and academia, [51,114,115]. Blending learning and continuous professional development ensures workforce readiness for technological advancements and regulatory shifts [51]. These strategies are the key to equipping the maritime workforce with the skills needed for a sustainable and digitally transformed future.

4.9. Strategic Integration of the Three Pillars

The synthesis of the findings across the prior sections highlights the need for integrated solutions that go beyond siloed interventions. Green digital shipping corridors (GDSCs) represent such a solution, unifying the efforts in decarbonization, digitalization, and workforce transformation. By aggregating zero-emission technologies, digital platforms, and skilled personnel along dedicated maritime routes, GDSCs emerge as a strategic output of the transitions outlined. The next section presents the concept, structure, and practical implementation of these corridors as the centerpiece of this paper.

5. Green Digital Shipping Corridors (GDSCs)

GDSCs are specialized maritime routes integrating sustainable practices and advanced digital technologies to decarbonize efficiently shipping (Figure 7). They focus on zero-emission fuels, energy-efficient operations, and digital innovations, supported by public-private collaboration. This solution is a creative initiative to meet the existing challenges, tailor-made and customized for scaling up the final alternative.

The following is the synthesis of advantages that are expected by GDSC:

Emission reduction: GDSCs promote zero-emission fuels (e.g., hydrogen, ammonia, biofuels) by aggregating demand, enabling infrastructure development, and incentivizing investment in sustainable fuel production and technologies.

Operational efficiency: Digital tools like predictive analytics, route optimization, and real-time monitoring minimize fuel use, delays, and emissions while enhancing coordination and compliance.

Scalable model: Successful pilot corridors (e.g., Oslo-Rotterdam, Singapore-Los Angeles) provide blueprints for replicating and scaling decarbonization efforts globally.

Stakeholder collaboration: Unified efforts by governments, private entities, and international organizations address funding, regulations, and technology readiness, aligning the value chain for decarbonization.

Broader sustainability: Cleaner operations improve local air quality, reduce health risks for port communities, and yield social, environmental, and economic benefits.

Strategic design: GDSCs require deliberate planning, pre-competitive coalitions, and regulatory and financial incentives to ensure successful implementation and sustainability.

5.1. From Vision to Action Plan

To understand and analyze the GDSCs, we developed a strategy plan pyramid to represent a hierarchical framework that organizes the critical elements of strategic planning (Figure 8). It provides a clear structure for aligning an organization’s mission, vision, objectives, and actions. Each layer builds upon the one below, ensuring strategic coherence.

5.2. SWOT Strategic Analysis

SWOT analysis serves as a strategic planning tool designed to assess an organization’s strengths, weaknesses (internal factors), opportunities, and threats (external factors). It identifies critical areas for improvement, growth, and risk management, enabling organizations to align strategies with internal capabilities and external conditions for effectively achieving their objectives. The SWOT analysis was performed in this study for GDSCs. The results are highlighted in Figure 9 and elaborated upon in the subsequent sections of the manuscript.

5.2.1. Strength

Decarbonization leadership: GDSCs strongly align with global sustainability goals, mainly the IMO target to achieve net-zero GHG emissions by 2050. By pioneering decarbonization efforts, GDSCs demonstrate leadership in transforming the maritime industry towards zero-emission shipping, positioning themselves as the key contributors to a sustainable future [15,121].

Technological innovation: GDSCs leverage advanced digital technologies, such as real-time monitoring systems, route optimization tools, and emissions tracking software, to enhance efficiency and environmental performance. Additionally, the adoption of alternative fuels such as green ammonia, hydrogen, and methanol places these corridors at the forefront of technological advancements in maritime sustainability [122].

Global collaboration: The success of GDSCs depends on extensive collaboration among diverse stakeholders, including governments, port authorities, shipping companies, and technology providers. This global partnership model fosters resource-sharing and innovation, creating a unified approach to addressing the environmental and operational challenges of maritime shipping [121].

Scalability: GDSCs offer scalable solutions by establishing demonstration projects that can be replicated and globally expanded globally. These corridors act as testbeds for innovative technologies and operational models, enabling other regions to adopt similar practices and contribute to the overall decarbonization of the shipping sector [121].

Economic opportunity: In the long term, GDSCs can lower operational expenses by enhancing fuel efficiency and optimizing performance logistics. They also create new markets for green technologies and generate jobs in infrastructure development, R&D, and supply chain management, contributing to economic growth and sustainability [15].

5.2.2. Weaknesses

High initial costs: Implementing GDSCs involves substantial upfront investment infrastructure, including facilities for alternative fuel bunkering and digital technologies. These high initial costs can deter adoption, particularly in regions with limited financial resources or access to green financing options [15].

Infrastructure gaps: Many ports lack the necessary facilities to support alternative fuels and onshore power supplies. This uneven development creates bottlenecks in the implementation of GDSCs, hindering their effectiveness and scalability across global trade routes [15].

Technological and operational risks: The integration of advanced technologies into maritime operations presents risks, including potential incompatibilities, technical failures, and steep learning curves for stakeholders. Moreover, handling new fuels like ammonia and hydrogen requires specialized knowledge and training, adding to operational complexity [123].

Coordination complexity: Aligning objectives among diverse stakeholders, including governments, industry players, and international organizations, poses significant challenges. Differences in priorities, governance structures, and regulatory frameworks can lead to delays and inefficiencies in implementing GDSCs [121].

Regulatory barriers: The absence of harmonized global regulations for decarbonization and digitalization in maritime shipping creates significant obstacles. Inconsistent policies and standards across jurisdictions slow progress and make it difficult to achieve alignment among stakeholders [121].

5.2.3. Opportunities

Supportive policies and incentives: The increasing regulatory pressure to decarbonize shipping provides a strong incentive for the early adoption of GDSCs. Governments and international organizations offer subsidies, tax breaks, and green financing options, creating a favorable environment for developing sustainable shipping corridors [121].

Technological advancements: Rapid innovation in digital tools, such as AI, blockchain, and IoT, provides opportunities to enhance the efficiency and transparency of GDSCs. Continued R&D in alternative fuels also holds promise for the reducing costs and improving scalability [122].

Market expansion: The growing demand for sustainable shipping solutions creates opportunities for GDSCs to capture market share and expand into emerging trade routes. Consumers and businesses increasingly prefer environmentally friendly options, creating a competitive advantage for green corridors [15].

Stakeholder collaboration: Strengthening partnerships among governments, shipping companies, and academic institutions offers opportunities to pool resources and share expertise. Collaborative efforts also promote the standardization of regulations and the development of shared infrastructure, accelerating the adoption of GDSCs [121].

Resilience to disruptions: GDSCs enhance supply chain resilience by reducing the dependency on volatile fossil fuel markets and improving operational efficiency through digital solutions. This resilience makes them better equipped to handle disruptions such as fuel shortages or geopolitical tensions [15].

5.2.4. Threats

Economic uncertainty: Variations in worldwide economic situations, such as recessions and inflation, may restrict investment in GDSCs. High fuel costs and volatile markets may also deter stakeholders from committing to green shipping initiatives [15].

Technological challenges: Slow progress in developing affordable and scalable alternative fuels poses a significant risk to the success of GDSCs. Additionally, the increasing reliance on digital systems introduces cybersecurity vulnerabilities, potentially compromising critical operations [122].

Geopolitical risks: Political instability, trade wars, and sanctions can disrupt international cooperation, delaying the implementation of GDSCs. Disputes over control and access to strategic maritime corridors further complicate efforts to create unified global solutions [121].

Regulatory and legal barriers: Inconsistent environmental and shipping regulations across regions hinder the progress of GDSCs. The slow adoption of harmonized international standards creates legal uncertainties that may discourage stakeholders from participating [121].

Competitor actions: Non-sustainable competitors offering lower-cost shipping solutions may attract cost-sensitive customers, limiting the market share of GDSCs. Furthermore, the slow adoption of green practices by the broader maritime industry could reduce the overall impact of GDSCs [15].

5.3. Strategies for Shipping Companies

Shipping companies can engage with green and digital shipping corridors (GDSCs) by adopting decarbonization levers, investing in alternative fuel infrastructure, leveraging digitalization, collaborating with stakeholders, utilizing innovative financing mechanisms, enhancing transparency and branding, and ensuring regulatory compliance. These strategies balance immediate operational improvements with long-term sustainability and competitive advantages.

5.3.1. Adopt Decarbonization Levers

Decarbonization is the foundation of green shipping corridors and aligns directly with IMO and global climate targets. Operational and technological improvements, such as slow steaming and energy-efficient hull designs, immediately reducing emissions and fuel costs, offering dual benefits. These actions are also essential for meeting Scope 3 emissions reduction goals set by many cargo owners [124,125,126]. Scope 3 addresses emissions that occur in a company’s value chain, but not directly from its operations, encompassing emissions from suppliers, transportation, product usage, and disposal [127].

Recommendation: Shipping companies should prioritize retrofitting existing fleets with energy-efficient technology and adopting slow steaming practices where applicable. Simultaneously, they can plan for long-term investments in dual-fuel engines and prepare their fleets for zero-emission fuels. Companies can start by piloting new technologies in smaller shipping routes before scaling up across the fleet.

5.3.2. Invest in Alternative Fuel Infrastructure

Embracing alternative fuels such as green methanol, ammonia, or hydrogen is crucial for achieving zero-emission goals. However, limited access to bunkering infrastructure is a significant bottleneck. Shipping companies can take a proactive role in developing fuel availability to ensure operational readiness [62,128,129].

Infrastructure development for alternative fuels varies in complexity. Green methanol infrastructure is relatively easier to adapt in existing ports due to its liquid state at ambient conditions. In contrast, ammonia and hydrogen require specialized storage and handling facilities. Ammonia, being toxic and corrosive, necessitates stringent safety protocols and dedicated bunkering systems. Hydrogen, with its low volumetric energy density and flammability, requires cryogenic storage or high-pressure containment, posing significant technical and safety challenges.

Recommendation: Shipping companies should Collaborate with ports, fuel suppliers, and governments to co-invest in bunkering facilities for alternative fuels. This includes funding demonstration projects in key GDSC routes and forming long-term partnerships with fuel suppliers. Shipping companies should also transition a portion of their fleet to dual-fuel systems to hedge against fuel market uncertainties during the transitional phase.

5.3.3. Leverage Digitalization

Digital technologies significantly improve operational efficiency, reduce emissions, and provide transparency to customers and regulators. Real-time tracking, route optimization, and blockchain solutions can transform the shipping industry’s environmental footprint while enhancing cost management [130,131,132].

Recommendation: Private sectors including shipping companies should invest in advanced analytics platforms, IoT-enabled devices, and AI for predictive maintenance and route optimization. Blockchain technology can be used to transparently record emissions data and provide a competitive edge in meeting customer demands for sustainable shipping. Start by integrating these systems on newer vessels and high-priority routes.

5.3.4. Stakeholder Collaboration

Establishing green shipping corridors necessitates the involvement of various stakeholders, such as ports, fuel suppliers, cargo owners, and regulators. Collaborative efforts ensure the alignment of goals, cost-sharing, and the accelerated development of critical infrastructure.

Recommendation: Private sectors, including shipping companies and suppliers’ alliance with cargo owners and fuel suppliers, to aggregate demand and share costs. From partnerships with key ports along trade routes to ensure infrastructure availability. Shipping companies should also join industry consortia or initiatives such as the Poseidon Principles to strengthen their credibility and leverage shared resources [133,134,135].

5.3.5. Innovative Financing Mechanisms

Transitioning to green technologies and alternative fuels requires significant capital investment. Access to green financing, such as sustainability-linked loans, can ease the financial burden and allow companies to pursue decarbonization without straining their balance sheets [133].

Recommendation: Explore pay-as-you-save (PAYS) models to reduce upfront costs for retrofitting vessels and implementing green technologies. Secure green bonds or sustainability-linked loans to fund large-scale projects and collaborate with governments and financial institutions to tap into subsidies and grants. Companies can also establish cost-sharing agreements with cargo owners to fund specific initiatives [134,135].

5.3.6. Transparency and Branding

Customers and regulators increasingly demand transparency in environmental performance. By showcasing emissions data and green credentials, shipping companies can differentiate themselves in a competitive market and engage eco-aware customers ready to invest in sustainable shipping solutions [136].

Recommendation: Use digital tracking and reporting systems to disclose emissions data and demonstrate compliance with green shipping standards. Invest in marketing campaigns to position the company as a leader in sustainable shipping, emphasizing its contributions to decarbonization and innovation in GDSCs [137,138].

5.3.7. Compliance and Regulation

Staying ahead of regulations is crucial to avoiding penalties and maintain access to the key markets. Aligning with global standards like the IMO’s CII and emerging emissions trading schemes (ETS) ensures long-term operational viability [98].

Recommendation: Constantly monitor regulatory developments and participate in voluntary initiatives to stay ahead of mandatory requirements. Incorporate carbon pricing into operational planning and invest in systems to meet compliance needs proactively. Shipping companies should also engage with policymakers to advocate harmonized global regulations [139,140].

The CII rating influences a vessel’s marketability, with higher-rated ships attracting better charter rates and access to premium routes. On the other hand the EU ETS imposes financial costs on emissions, incentivizing operators to invest in energy-efficient technologies and alternative fuels to reduce their carbon footprint and associated expenses.

5.4. Human Factor; Seafarers and Onshore Personnel

The success of green digital shipping corridors depends not only on fostering novel fuels and technologies but also on investments in the human factor who work with the technology and handle the fuels. Seafarers and onshore personnel will play a critical role in adopting new practices and ensuring safety, compliance, and operational effectiveness in these corridor environments. This requires workforce capacity development that is adaptive across the industry. The workforce adaptive capacity concept is developed to address the capability of the industry for the competency development, adaptability, and coordination of their workforce. It refers to the collective ability of maritime personnel to learn, experience, and adapt skills in response to evolving technological and environmental challenges. The workforce adaptive capacity will assure the ability of the mariners and shore personnel to adapt and thrive in novel, unfamiliar, and uncertain environments by being able to solve new and complex problems. This capacity can be assessed through metrics such as training completion rates, proficiency in new technologies, and adaptability to regulatory changes.

In this transformation the adaptation of digital technologies is instigating evolutions in the work, workplaces, and the workforce at the same time [141,142]. For instance, predictive maintenance systems utilizing AI technology enable the real-time monitoring of engine performance, requiring crew members to possess the knowledge to understand and work with the system and to be able to interpret complex data analytics. Another example is the digital twins which is a virtual representation of ships that is not only allows that remote operation and diagnoses of the ship but also can be utilized for training the marine operators. Also, the adoption of blockchain technology enhances transparency in cargo tracking and documentation, necessitating the proficiency of the workforce in cryptography and digital ledger systems.

To account for human factor and effectively prepare the maritime workforce for the implementation of green digital corridors, shipping companies need to focus on several aspects of decarbonization and digitalization which are discussed in the following sections:

5.4.1. Training and Capacity Building

Decarbonization and digitalization require the workforce to possess specialized skills, particularly for operating alternative fuels and advanced digital tools. Without targeted training, seafarers and onshore personnel may lack the expertise to manage new technologies safely and effectively.

Recommendation: Develop specialized training programs for seafarers on handling alternative fuels, optimizing energy efficiency, and using digital systems, such as IoT and predictive maintenance tools. For onshore staff, prioritize data analytics, AI, and blockchain training to improve operational efficiency and supply chain transparency. Certifications from reputable organizations (e.g., IMO, DNV) should be encouraged for skill validation [51,143]. Traditional maritime training programs often lack comprehensive modules on digital literacy, cybersecurity, and alternative fuel safety procedures. Certifications from regulatory bodies such as IMO and maritime safety authorities and classification societies such as DNV can oversee the introduction of training programs that include these critical areas, ensuring that maritime professionals are equipped to handle the evolving technological and environmental demands of the industry.

5.4.2. Cross-Functional Collaboration

Alignment between seafarers, onshore personnel, and management ensures that decarbonization and digitalization goals are implemented seamlessly across all organizational levels.

Recommendation: Facilitate joint training programs and workshops that include both seafarers and onshore teams to foster shared understanding and collaboration. Establish knowledge-sharing platforms for employees to exchange best practices and experiences. Regular workshops with external experts should also be organized to keep teams updated on the latest trends and challenges [50,51].

5.4.3. Recruitment and Retention Strategies

The adoption of green digital technologies requires talent with specialized skills in environmental management, alternative fuels, and data-driven technologies. Attracting and retaining skilled personnel ensures long-term sustainability and innovation.

Recommendation: Focus recruitment efforts on individuals with expertise in green technologies and digital systems, partnering with maritime academies to integrate decarbonization and digitalization into their curricula. Offer competitive compensation, clear career progression, and sponsorships for advanced training to retain talent [7,139].

5.4.4. Organizational Culture and Change Management

A culture that prioritizes sustainability and innovation helps employees align with company goals and fosters accountability for environmental and operational performance.

Recommendation: Leadership must champion decarbonization and digitalization initiatives, integrating them into the organization’s core values. Establish KPIs to track employee contributions to sustainability and reward achievements through recognition programs. This creates a motivational and accountability-driven environment [144,145].

5.4.5. Partnerships and Certifications

Collaborating with established organizations ensures access to high-quality training and industry-standard certifications, helping the workforce stay compliant and competitive.

Recommendation: Partner with reputable maritime training institutions to offer specialized training and certification programs for both seafarers and onshore personnel. Engage with organizations like Lloyds and DNV and third-party training providers including Wärtsilä and Kongsberg for hands-on learning in digital and green technologies. Ensure alignment with global regulations such as EEXI and CII for compliance and credibility [12,146]

5.4.6. Technological Tools and Infrastructure

Advanced tools facilitate hands-on training and improve operational performance, enabling employees to adapt quickly to new systems.

Recommendation: Ensure training providers utilize advanced training technologies such as digital twin and simulators to train seafarers in alternative fuel operations, emergency response, and digital systems. Suggest they provide e-learning platforms for flexible and ongoing skill development. Equip onshore teams with real-time monitoring tools and dashboards to manage operations effectively [51].

5.4.7. Continuous Learning and Adaptation

Decarbonization and digitalization are evolving rapidly, making ongoing learning essential for maintaining competitiveness and compliance.

Recommendation: Regularly update training programs to reflect advancements in technology and regulations. Implement feedback mechanisms to address employee knowledge gaps and refine training approaches. Encourage innovation by offering incentives for employees to pilot sustainability and digital initiatives [7,143].

6. Conclusions

6.1. Summary of This Research

This paper highlights the critical interconnections between decarbonization, digitalization, and workforce transformation within the maritime sector. It identifies the need for integrating advanced digital tools and alternative fuels while addressing human element challenges through targeted training and cross-functional collaboration. The study emphasizes the importance of aligning technological innovation with regulatory frameworks and stakeholder collaboration to accelerate the transition to sustainable shipping. The findings underscore the transformative potential of Green and Digital Shipping Corridors (GDSCs) in meeting global decarbonization targets. By leveraging advanced technologies and fostering workforce adaptation, GDSCs can significantly reduce emissions, enhance operational efficiency, and position the maritime industry as a leader in eco-friendly strategies. This knowledge offers practical routes for decision-makers and business executives to promote meaningful changes. This study successfully addresses its key research questions by demonstrating how digitalization enhances operational efficiency, identifying the workforce skills necessary for decarbonization, and exploring the interactions between technology and human factors in achieving zero-emission goals. The proposed roadmap aligns with global sustainability targets, bridging current gaps in implementation.

The paper recommends prioritizing the development of GDSCs by investing in alternative fuel infrastructure, adopting digital technologies, and implementing comprehensive training programs. It advocates for public-private partnerships to address funding gaps and harmonizes global regulations to streamline decarbonization efforts. Shipping companies should integrate transparency and branding strategies to align with customer expectations and regulatory requirements. The integration of decarbonization, digitalization, and workforce transformation is essential for the maritime sector’s transition to sustainability. By adopting a coordinated and innovative approach, the industry can achieve zero-emission goals, foster resilience, and establish itself as a pivotal player in addressing global environmental challenges.

6.2. Acknowledgment of Limitations and Future Research Directions

Although this research provides valuable contributions to the state of the art and the state of the practice, some limitations can be further explored and addressed as part of future studies. The present study is limited by its reliance on secondary data and the generalization of findings across diverse maritime contexts. Further empirical research is needed to validate the proposed strategies and assess their applicability to specific regions or industry segments. Future research should also focus on the empirical case studies of GDSCs to evaluate their scalability and effectiveness in diverse maritime contexts. Additional studies on the long-term economic impact of decarbonization and digitalization initiatives will provide deeper insights into their feasibility and adoption.