Capt Rohan Heranjal, Director of the Crew Service Centre, Bernhard Schulte Shipmanagement (India) Pvt Ltd, brings a wealth of experience to his role. With 14 years of sea time on tankers and 12 years of shore-based experience in marine operations, manning, and leadership, Rohan’s journey is marked by a unique blend of technical expertise and spiritual inclination. His shift to shore roles was also driven by the wish to be with his family and the dimension that a shore role experience adds to one’s overall personality. As a self-described introvert, he prioritizes consistency, empathy, and purposeful leadership in his decision-making.
Rohan’s philosophy emphasizes the importance of emotional intelligence and integrity in leadership. He advises aspiring maritime professionals to stay curious, focused, and authentic, building technical competence while investing in essential soft skills like communication, adaptability, and cross-cultural understanding. He also stresses the value of mentorship, encouraging individuals to seek guidance early and give back to the community once they’ve gained experience.
In a candid conversation with Delphine Estibeiro of Marex Media, Capt Heranjal opens up about his approach to leadership and building a culture of excellence.
A Chance Encounter…
I was drawn to the maritime industry by chance. I was studying mechanical engineering and came across an advertisement in the newspaper for cadet recruitment in the Merchant Navy. I had heard about the merchant navy from one of my relatives who was a captain on RORO vessels. The sheer scale and discipline it demanded, as well as the global exposure it offered early in one’s career, attracted me at that time. Sailing has instilled in me resilience, decision-making under pressure, an organized way of living, and the value of teamwork — all of which laid the groundwork for my eventual transition into ship management ashore. My shift to shore roles was also driven by the wish to be with my family and the opportunity that a shore role experience brings into one’s overall personality.
Future-Proofing…
The next decade will see accelerated digitalisation, decarbonisation, and a stronger focus on human sustainability. Bernhard Schulte Shipmanagement (BSM) is already aligning with these shifts — whether it’s through early adoption of data-driven decision-making tools, participation in green initiatives, or enhancing our seafarer support systems. We aim to be agile, adaptive, and anticipatory — not just responding to industry change, but influencing it through innovation and human-centric policies.
The manning industry per se is also poised for significant changes, with a strong emphasis on digitalisation, workforce development, crew welfare, innovative recruitment strategies, and sustainability. Stakeholders must proactively adapt to these trends to ensure a resilient and future ready maritime workforce.
Nurturing Talent…
My priorities centre around three pillars: competency, continuity, and care. I am lucky to have been entrusted with a ready structure and system here by my predecessor and colleague, Capt. Sankalp Shukla. We ensure the right people are matched to the right vessels through robust planning and talent pipelines. At the same time, we aim to offer more than just placements — we provide support ecosystems, open communication, and long-term career development for our crew. Our systems are data-backed, but our engagement remains deeply personal.
Fostering a Culture of Excellence and Ownership…
I believe excellence is a byproduct of ownership and belonging. I believe in an open culture where everybody’s point of view is heard before a decision is made. This encourages the team to bring ideas forward. Celebrating small wins and empowering cross-functional thinking keeps the culture vibrant. One of the initiatives that comes to mind is a simple information exchange circulated via email, summarising all the case studies and vast information that comes to my desk. This helps our large team across the India and Sri Lanka offices stay updated without the need for frequent meetings or excessive action points. Another initiative was the creation of our own in-house quality assurance subgroup within our team. These managers optimize systems and personnel to improve efficiency and deliver quality service to seafarers and owners.
Continuous Improvement…
We follow a continuous improvement approach that combines global best practices with localised insights. Having offices around the globe as well as many local branch offices within India, we are able to provide direct and efficient service to our seafarers. This, in turn, ensures compliance and training.
Investing in Seafarer Well-being and Development…
BSM has invested significantly in structured career planning tools, mentoring systems, and welfare partnerships. From shore-based psychological support to transparent promotion pathways, we are focused on holistic well-being. We have also launched virtual learning access, onboard wellness campaigns, and family engagement initiatives to bridge the sea-shore gap.
BSM strongly believes in the importance of employee development and provides robust career development programmes and training to all its seafarers. This is a combination of onboard and shore-based training.
Onboard training is delivered by the Onboard Training Superintendents and the ship’s staff, to develop competence on the job and to evaluate the effectiveness of shore-delivered MTC training.
The Master and Senior Officers are responsible for proactive crew competence development and always promote and encourage onboard training.
Prioritizing Crew Safety and Well-being…
BSM places a strong emphasis on crew safety, mental health, and work-life balance, integrating these priorities into its operational and cultural framework.
BSM implements Behaviour Based Safety (BBS) initiatives both onboard and ashore, focusing on understanding human factors and promoting safe behaviours through targeted training and positive reinforcement.
Just Culture Philosophy: The company fosters a “just culture” that encourages reporting of mistakes without fear of punishment, distinguishing between honest errors and wilful violations. This culture prioritizes learning and continuous improvement over blame, enhancing overall safety and trust within the organization.
Mental Health:
24/7 Confidential Helplines: BSM provides round-the-clock, multilingual helplines for both sea and shore employees, offering confidential support for mental health concerns through its collaborations with organisations such as the International Seafarers’ Welfare and Assistance Network (ISWAN).
BSM has a team of experienced in-house Mental Health & Wellness Training Superintendents delivering mental health awareness to help seafarers develop crucial skills in recognising signs of mental distress, providing psychological first aid, and understanding the significant role leaders play in promoting mental wellbeing.
Combining Global Quality with Local Empathy…
BSM-India stands out for its depth of talent and experience as well as our determined attitude and our commitment to our customers. We have a ship owner mindset at the essence of all that we do.
The advantage of combining our global quality systems and processes with our local empathy through our various branches across India and their respective connections ensures our people, the seafarers, feel heard and not just managed.
Our decentralised decision-making, robust compliance, and adaptable staffing models give us an advantage, especially in a changing regulatory and intergenerational landscape.
At BSM and the whole Schulte Group, we uphold a set of core values that guide our operations and interactions within the shipping industry:
Independence: As a family-owned and private company, we maintain a financially sound position, ensuring our autonomy and stability. Any decision will be made not for the short win but for the sustainable continuation of the company.
Fairness: We treat our business partners and employees with fairness, honor our commitments, and uphold our good reputation.
Entrepreneurship: We encourage initiative and innovation, manage risks systematically, and promote teamwork and efficient business processes.
Responsibility: We prioritize safety at sea, environmental protection, and social responsibility.
Valued Employees: We reward good performance, embrace cultural diversity, and provide opportunities for continuous learning and development. Our decisions are made with a focus on sustainable growth and the well-being of our global workforce. It is our duty to ensure our employees safety and to build a culture of belonging and continuous growth to make sure that everyone can reach their full potential.
Technology Serving People…
BSM has embraced digitalization as a cornerstone of its operational strategy, aiming to enhance efficiency, safety, and sustainability in the maritime industry.
Schulte Group member MariApps Marine Solutions is a maritime digital solutions company with a wide range of products and solutions on offer, from their flagship suite of digital solutions, smartPAL, to value-added products such as LiveFleet and several mobile applications.
With the help of its sister company MariApps, BSM has also introduced the Seafarer Portal and BSMPay, enhancing the onboard experience by providing easy access to essential documents, training schedules, and real-time financial transactions.
These Digital platforms provide seafarers with greater autonomy and access to resources, enhancing job satisfaction and retention.
The need is to view digitalisation not as a trend but as a transformation. It enables better planning, real-time decision-making, and enhanced safety monitoring. Our tools, like smart scheduling, crew performance dashboards, and digital training platforms, have increased efficiency and transparency. But as I have read somewhere, we should be clear that technology must serve people — not replace their humanity.
Marex Media