Geopolitical risk is the new driver of investment in shipping alongside decarbonization as maritime transport is no longer judged only by efficiency, cost and scale, but also by resilience, security, adaptability and responsibility, according to Neptune Maritime Leasing.
In its 2025 Environmental, Social and Governance (ESG) Report, the Jersey-based maritime leasing platform said security was the dominant theme for the maritime industry in 2025.
The Red Sea crisis, pressure on Suez, Panama Canal constraints, the Bosphorus and the Strait of Hormuz showed how quickly disruption can affect energy markets, freight rates, commodity flows, and food supply chains.
Tariffs, sanctions, and port restrictions also contributed to the weaponisation of trade, changing voyage patterns, affecting counterparties, and creating new compliance risks at short notice.
“Our purpose is not simply to finance vessels. It is to support a fleet that can serve real economic needs, operate responsibly and remain relevant through cycles of volatility, regulation and transition,” Harris Antoniou, the founder and CEO of Neptune Maritime Leasing, commented. “ESG, in this context, is not a separate agenda. It is part of how we assess risk, allocate capital, engage with clients and protect long-term value.”
For decades, global trade was built around “just in time” logistics. That model delivered enormous economic benefits, but it also assumed that sea lanes would remain open, energy would flow predictably and supply chains could absorb disruption without systemic consequences.
However, the CEO of Neptune believes that recent events have challenged that assumption. Stress across major maritime chokepoints, from the Red Sea and Suez to the Panama Canal, Bosphorus and Strait of Hormuz, has shown how quickly geopolitical risk can move through global trade, energy markets, food supply chains and freight rates.
“Shipping now sits at the centre of a new geoeconomic map,” he says.
Small and medium sized shipping enterprises have been facing more constraints, particularly when financing fleet renewal. Higher geopolitical risk, route disruption, tariffs, insurance costs, fuel costs and environmental requirements also increased the cost of operating and financing vessels, especially for smaller operators.
“We recognise that the industry must balance three priorities that are increasingly interdependent: security, affordability and the environment,” Mr Antoniou highlighted. “The transition to lower-carbon shipping will require investment, realism and collaboration, but it must also take account of trade security, fleet renewal, technological readiness and the needs of the economies that depend on maritime flows.”
Security concerns lengthened routes, increased ton-miles, raised operating costs, and affected crew welfare.
Affordability became closely linked to fleet renewal and technology investments, widening the gap between SME operators and larger shipping companies.
Environmental performance became more complex, as higher emissions from longer routes were partly offset by the introduction of newer, high-efficiency dual fuel vessels.
Overall, 2025 confirmed that ESG in shipping is becoming more practical, operational, and closely linked to risk management and financial performance.
