TheNavalArch’s Interview Series is an endeavor to get insights from the best engineering and business brains in the industry and present them to its users for the larger benefit of the maritime community. Leaders share their experiences and ideas that readers can gain from.
Introduction
With nearly four decades of experience across global shipping and port operations, Capt. Robin Perera has journeyed from the bridge to the boardroom, from commanding vessels worldwide to leading safety and operational programs across Australian ports.
In this interview, Capt. Perera shares his perspectives on leadership, safety culture, innovation, and resilience in today’s evolving maritime industry.
Interview
1. How did your early years at sea shape the way you manage port and terminal operations today?
From Sea to Shore – Lessons from the Early Years
My years at sea provided the foundation for everything I do ashore. As a young officer in the British Merchant Navy, I quickly learned that shipboard operations are a continuous exercise in planning, coordination, and adaptability. You learn to anticipate problems before they arise, weather changes, cargo delays, or port restrictions, and that mindset translates directly into effective port management. Having been on the receiving end of port operations, I understand what Masters and crews need for safe, timely turnarounds. Today, when coordinating cargo, berthing, or marine services, I always view decisions through the ship’s lens as to how will this impact safety, efficiency, and crew workload. That empathy, combined with firsthand operational experience, has shaped my collaborative approach with terminals, agents, and regulatory authorities. It ensures I lead with both practical insight and respect for the people delivering the work at the frontline.
“I always view decisions through the ship’s lens as to how will this impact safety, efficiency, and crew workload”
2. What motivated your transition ashore—and what was the steepest learning curve moving from Master to Port Captain?
The Transition Ashore – From Master to Port Captain
After many rewarding years at sea, I wanted to apply my operational experience to broader challenges, managing fleets, improving vessel operations, port safety, and mentoring others. The decision to move ashore came from a desire for continuity and contribution beyond the vessel level. The steepest learning curve was adapting from a command environment, where decisions are immediate and final, to a corporate one, where outcomes rely on influence, negotiation, and cross-department collaboration. As a Master, authority is clear; as a Port Captain, it’s about persuasion, compliance, and stakeholder alignment. I had to learn the language of business, budgets, KPIs, and risk reporting. Yet the core principles remained the same, safety, accountability, and leadership. Over time, I found that combining a mariner’s practicality with a manager’s strategic outlook brought real value to the companies I served.
3. Leading CSL’s National Port Safety Review Program—what gaps did you observe, and how did you tackle them?
Leading CSL’s National Port Safety Review Program
The Port Safety Review Program revealed that many safety issues stem not from a lack of intent, but from inconsistency, between ports, contractors, and even vessel practices. We often found gaps in berth risk assessments, mooring arrangements, and interface communication between ship and shore teams. My approach was to shift the focus from fault-finding to collaboration. We introduced a structured audit process that engaged both port operators, stakeholders, and vessel crews in open dialogue, emphasizing shared accountability. Regular debriefs and action tracking ensured findings translated into practical improvements, like updated berth information, standardized mooring plans, and clearer escalation channels. The most rewarding outcome was seeing how open communication built trust. Safety culture improves dramatically when everyone, from deckhand to terminal manager, feels part of the same team striving for a common standard.
“The most rewarding outcome was seeing how open communication built trust.”
4. How can operators balance efficiency with safety in port operations?
Balancing Efficiency and Safety
Efficiency and safety are often seen as competing goals, but in reality, they reinforce each other when managed correctly. A safe operation prevents unplanned delays, equipment damage, and injuries, all of which impact productivity. The key is proactive planning and communication. Operators should ensure that risk assessments are living documents, not checklists; they must be discussed at toolbox meetings and adapted as conditions change. Empowering frontline personnel to pause an operation when something feels unsafe is equally critical. Efficiency should flow from preparation, clear pre-arrival coordination, accurate berth scheduling, and transparent communication between ship, agent, and port. When teams understand the ‘why’ behind safety measures, compliance follows naturally, and operations run smoother. In short, safety-driven planning is the most reliable route to operational efficiency.
5. What’s the single most overlooked risk in transshipment and bulk-cargo projects?
Overlooked Risks in Transshipment Operations
In complex operations like transshipment, the most overlooked risk is interface management, where multiple contractors, vessels, and terminals converge with differing standards and communication protocols. Many incidents occur not from equipment failure, but from assumptions, where one party believes another has secured the load, checked the weather window, or confirmed the mooring arrangement. To mitigate this, clarity of roles and responsibilities must be established from the start. I always advocate for a single coordination point, someone accountable for the “whole picture.” Standardizing communications, using joint safety meetings, and ensuring simultaneous operations are reviewed collectively can prevent costly misunderstandings. The lesson is simple but vital: shared operations demand shared situational awareness.
“Shared operations demand shared situational awareness.”
6. Advice for owners and Masters preparing for Australian port calls?
Preparing for Australian Port Calls
Australia maintains some of the world’s most rigorous maritime safety and environmental standards, particularly under AMSA oversight. Masters and owners should prepare by ensuring full compliance with local requirements, such as the Marine Order series, ballast water management, and crew rest hours documentation. Beyond paperwork, local engagement is key. Liaise early with agents and port authorities to clarify berth-specific conditions, towage, and pilotage expectations. I always remind Masters that AMSA inspectors are safety partners, not adversaries, transparent communication goes a long way. Culturally, Australian ports value punctuality, clear reporting, and proactive safety management. A well-briefed crew and up-to-date SMS procedures make inspections smoother and enhance reputational trust with port stakeholders.
7. Where do you see real potential for digital tools in port operations?
The Promise of Digital Tools
Digital tools can transform how we manage data and decision making in port operations. Applications like stability and mooring calculators, digital pre-arrival checklists, implementation of DUKC and live berth dashboards can greatly enhance situational awareness. However, technology must complement, not replace professional judgment. The real potential lies in data integration, linking ship, terminal, and port systems to provide real-time visibility of operations, weather, and risks. Predictive analytics could optimize berth utilization, cargo sequencing, or tug allocation. Yet, successful adoption depends on usability. Tools must be intuitive and adaptable to real world conditions, especially for crews working under pressure. The next leap forward will come from blending mariner experience with digital insight, turning data into practical, on the ground decision support. The future lies in combining mariner intuition with digital intelligence.
“The future lies in combining mariner intuition with digital intelligence”
8. How do you maintain resilience and continue adding value after redundancy or change?
Resilience and Reinvention
Redundancy is a challenging reality in today’s evolving industry, but it can also be an inflection point. After my own experience, I focused on reframing it as an opportunity to reset, reflect, and re-skill. Staying engaged, through consulting, mentoring, and professional networks, helped maintain momentum and purpose. Resilience, in my view, is built through adaptability and curiosity. The maritime landscape is shifting toward sustainability, digitalization, and new logistics models, and there’s immense value in leveraging experience to guide those transitions. I continue adding value by sharing insights with younger professionals, supporting safety initiatives, and staying connected to industry developments. Ultimately, resilience is not just about enduring change, it’s about contributing meaningfully while it happens.
9. What qualities should younger Masters and port officers develop early for leadership ashore?
Advice for Emerging Leaders
Transitioning ashore demands a balance of technical knowledge and interpersonal skills. I would encourage younger Masters to cultivate communication, analytical thinking, and empathy early on. Leadership ashore often means influencing without authority, working through negotiation, collaboration, and conflict resolution. Developing an understanding of business operations, budgets, contracts, and compliance frameworks, is equally vital. Above all, humility and continuous learning are key. Sea experience gives you credibility, but the ability to listen, adapt, and bridge perspectives between sea and shore is what makes a successful manager. Leadership today is less about command and more about connection. Above all, stay humble and open to learning. Technical skill earns respect, but emotional intelligence earns trust, and trust is what makes teams thrive.
“Emotional intelligence earns trust, and trust is what makes teams thrive”
10. What areas of port management or marine operations most need innovation—and how would you like to contribute next?
Innovation and the Future of Port Management
Port operations are becoming increasingly data-rich but not always data-smart. The next wave of innovation should focus on integration, creating unified platforms where operational, safety, and environmental data can be analysed together for real time decision making. Another critical area is sustainability, reducing emissions during port stays, optimizing tug use, and improving waste handling. I’d like to contribute by supporting initiatives that bridge operational practicality with innovation, helping ensure new technologies are grounded in seagoing realities. My goal is to continue mentoring and consulting, contributing to safer, more efficient, and more sustainable port operations that honour both tradition and progress.
Closing Thoughts
From his years at sea to his leadership in shore-based operations, Capt. Robin Perera continues to exemplify the blend of experience, adaptability, and professionalism that defines the modern mariner. His insights remind us that progress in shipping begins not only with technology, but with people, those who understand the sea, respect its challenges, and lead with purpose.
✅ Edited and formatted by TheNavalArch for readability and SEO.
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