Overcoming Resistance: How Shipowners Can Successfully Implement Green Measures

My name is Davide Ramponi, I’m 20 years old and currently training as a shipping agent in Hamburg. On my blog, I take you with me on my journey into the fascinating world of shipping. I share what I learn, experience, and discover as I build my expertise in the field of Sale and Purchase – the trade with ships.

Sustainability has become a core focus of the maritime industry. From new IMO regulations to the growing pressure from cargo owners and financiers, there’s no denying that green shipping is no longer a trend—it’s the future. And yet, many shipowners still face strong internal resistance when it comes to implementing sustainable measures.

Why is that? Why would anyone push back against investments that improve efficiency, reduce emissions, and future-proof vessels?

In this post, I’ll explore the reasons behind this hesitation, show how owners can turn scepticism into support, and share practical strategies for convincing stakeholders—be they investors, managers, or board members—of the long-term value of going green.

Why Is There Resistance to Green Shipping Investments?

Sustainable shipping promises long-term benefits, but for many, the upfront costs and operational changes create serious doubts. Let’s take a closer look at what’s behind the resistance.

1. High Initial Costs

Green technology often comes with a price tag. Whether it’s retrofitting exhaust scrubbers, switching to LNG or methanol, or investing in energy-efficient propellers and hull designs—these upgrades require significant capital.

Typical concerns:

• “What’s the ROI?”

• “Will this pay off in our current market conditions?”

• “Isn’t it cheaper to buy a second-hand ship and keep running on HFO?”

For budget-conscious owners or short-term investors, these are valid questions—and unless you address them early, they can become blockers.

2. Uncertain Regulations

Environmental regulations are evolving quickly, but not always consistently. Some managers fear “betting on the wrong horse” by investing in a technology that might be outdated in five years.

Example: One owner I spoke to hesitated between installing LNG-ready engines or waiting for ammonia-fuel technology to mature. The fear? Sinking millions into a system that might soon be obsolete.

3. Cultural and Generational Gaps

In many cases, resistance isn’t financial—it’s psychological.

Some senior decision-makers, particularly in family-run shipping companies, have spent decades mastering a certain way of doing business. Asking them to change course overnight is a tall order.

Common mindset:

“We’ve done it this way for 30 years. Why change now?”

This emotional connection to “tried and tested” methods is often underestimated in boardroom conversations.

4. Operational Disruption

Switching to green operations isn't just about tech—it's about people and processes. New fuel types may require training, bunkering logistics, or additional safety protocols. For some, the perceived hassle outweighs the benefit.

How to Convince Stakeholders of the Benefits

So, how do you counter this resistance?

The key lies in reframing the conversation—from cost and disruption to opportunity and risk mitigation.

1. Speak Their Language: The Business Case

Rather than leading with moral or ecological arguments, focus on:

• Return on Investment (ROI)

• Operational cost savings

• Asset resale value

• Charter premiums for eco-friendly ships

Example:A chemical tanker owner I know upgraded to a dual-fuel engine. Yes, the CAPEX was higher—but the vessel secured a long-term charter with a major energy company that only works with eco-compliant tonnage. The deal paid off the investment within 6 years.

Use numbers, not just ideals.

2. Frame Sustainability as Risk Management

Ask a resistant stakeholder:

“What’s the risk of not going green?”

Help them visualise:

• Regulatory non-compliance fines

• Loss of clients due to ESG mandates

• Higher fuel costs as carbon pricing increases

• Decreased vessel value in future S&P transactions

These are not hypothetical risks—they’re real-world scenarios already playing out.

3. Use Competitor Benchmarks

No one wants to be left behind. If other players in your segment are going green, highlight it.

“Company X is converting their MR fleet to methanol-ready specs—what signal does that send to the market?”

FOMO (Fear of Missing Out) can be a powerful motivator.

The Role of Communication and Transparency

Resistance often stems from a lack of understanding. That’s where strong internal communication comes in.

1. Start Early and Educate

Before presenting a proposal, educate your stakeholders on:

• Upcoming regulations (e.g., EEXI, CII, ETS inclusion)

• Market trends and customer demands

• Technical options and flexibility

Tip:Use visual aids like simple infographics or ship comparison charts. Complex spreadsheets alone won’t win hearts.

2. Be Honest About Risks

Don’t pretend sustainability is a magic fix. Acknowledge challenges:

• Fuel availability

• Crew training needs

• Payback period variability

By being transparent, you build credibility and trust. And that’s essential for gaining buy-in.

3. Involve Teams in the Decision Process

People resist change when it’s imposed. But when they feel included and heard, they’re far more likely to support the initiative.

Practical move:Set up internal “green task forces” or discussion groups with technical, commercial, and crewing reps. Ask for feedback. Show that their expertise matters.

Real-World Strategies That Work

Let’s look at how some shipowners successfully turned resistance into green momentum.

Case 1: The “Pilot Project” Strategy

A dry bulk company was facing strong internal pushback against investing in wind-assist technology. So instead of pushing for a full fleet upgrade, they installed a rotor sail on one vessel as a test.

Result: Fuel savings exceeded 7%, and the technical team that initially doubted the tech became its strongest advocates.

Lesson:Start small. Let results speak louder than speculation.

Case 2: Aligning with Charterer Demands

An owner of product tankers noticed their top charterer had updated ESG criteria. Rather than wait, they proactively aligned their newbuild specs with these standards.

Outcome: They secured a 5-year charter ahead of the market—and used that deal to justify further investments.

Lesson:Leverage client expectations as a strategic advantage.

Case 3: The External Expert Approach

One ship manager brought in a third-party consultant to present on sustainability trends and vessel efficiency. Sometimes hearing it from an outsider carries more weight than internal discussions.

Lesson:Bring in neutral, data-driven voices to reinforce your message.

Tips for Dealing with Sceptical Investors or Managers

Every organisation has sceptics. The key is not to push harder, but to work smarter.

Here are some proven tips:

✅ Quantify the Business Impact

Break down the investment in terms of:

• Payback period

• Charter premiums

• Resale uplift

• Carbon credit offsets

Make the financial upside undeniable.

✅ Use Phased Implementation

Propose a roadmap:

1. Retrofit one vessel

2. Measure results

3. Expand fleet-wide strategy

Sceptics are more open to step-by-step changes than all-or-nothing proposals.

✅ Present Scenarios

Use “what if” models:

• What if carbon taxes rise by 30%?

• What if your next client insists on CII A-rating vessels?

• What if financing is denied without a sustainability plan?

Position green investment as a hedge, not a gamble.

✅ Involve the Technical Team

Some managers trust engineers more than spreadsheets. Have your tech leads explain how emissions tech works, what maintenance looks like, and what’s feasible.

Make it real, not theoretical.

Conclusion: Don’t Push—Persuade

Resistance to sustainable measures in shipping is natural—change is hard, and the stakes are high. But with the right approach, shipowners can turn doubt into drive.

✅ Understand the reasons behind the resistance

✅ Reframe the conversation from cost to opportunity

✅ Communicate early, clearly, and inclusively

✅ Show—not just tell—the benefits with real data and examples

The green transition isn’t just an obligation—it’s a competitive edge. And the sooner we get buy-in from all sides, the smoother the journey will be.

Have you faced resistance when proposing green measures in your company? What strategies worked—or didn’t? Share your stories in the comments—I look forward to the exchange!

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