Download the Superintendent Employment Report 2025

Exclusive insights into pay, retention and workforce trends in ship management

Superintendents continue to play a vital role in ship management, but how well are they being rewarded, retained, and supported in today’s market?

The Superintendent Employment Report 2025 reveals how these professionals think about pay, progression, and the future of their careers, as well as what employers can do to attract and retain them.

What’s inside the report:

✅ The latest trends in pay, bonuses, and benefits across global regions

✅ What superintendents say about hybrid working and flexibility

✅ How confident they feel in their jobs, and their appetite for change

✅ What matters most to them in leadership, recognition, and engagement

✅ Practical insights and recommendations for employers and HR leaders

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Executive Summary

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The Superintendent Employment Report 2025 provides an in-depth analysis of the employment landscape for superintendents worldwide, with insights drawn from over 1,000 professionals across all major maritime regions.

Pay and Rewards

Pay rises remain widespread, with 80% of superintendents reporting an increase. However, most uplifts remain modest, particularly for those staying with their current employer. Bonuses have grown in importance, with more superintendents expecting higher and more frequent performance-related rewards. Benefits packages are evolving, with comprehensive medical cover and the Annual Wage Supplement becoming increasingly common, though communication about benefits remains inconsistent.

Working Styles

Hybrid working continues to dominate, though there are signs of renewed acceptance of office-based roles. Flexibility is still valued, but fewer superintendents now see it as a non-negotiable condition of employment.

Retention and Mobility

Retention challenges are intensifying. Four in five superintendents plan to seek a new role within the next 12 months, and the majority are willing to relocate internationally. Salary and benefits remain the strongest motivator for both leaving and staying, though challenge and connection to colleagues also play important roles.

Engagement and Advocacy

Engagement levels remain fragile: 40% report improvement, but recognition and development opportunities continue to lag. While 73% would recommend the profession to young people, nearly a third would not, raising concerns about the long-term attractiveness of the role.

Stress and Well-being

Superintendents continue to face high stress levels, with workload, leadership style, and poor work-life balance being key contributors. While most describe themselves as “content,” only a small minority feel genuinely fulfilled, pointing to opportunities for employers to improve well-being and job satisfaction.

The findings show a profession that is highly mobile, reward-driven, and under pressure, yet still proud of its contribution to the industry. For employers, strategic approaches to pay, benefits, recognition, and well-being will be central to attracting and retaining the next generation of superintendents.