The Superyacht Operations Report

Ocean Census – redefining our understanding of the ocean ecosystem

Is the industry doing enough for crew transitioning to shore?

Sea Eagle: the 81-metre schooner set to explore the Pacific

A report on the findings of a survey about crew mental health

Photo by Tim McKenna

• A world-class full-service superyacht refit and servicing facility

• General maintenance

• All types of paint, filler, and teak work

• A 180-meter-long floating dock

• 720t Travel lift

• Major refits and conversion operations

• Exceptional location in the safe harbor of Boka Bay

• Excellent yachting infrastructure surrounding

• Superyacht marina Porto Montenegro is 3 NM away

• An active program for captains and crew

• Three major international airports close by

THE NUDGE

Sustainability has become a hot topic across all industries, and the superyacht market is no exception. Everyone is vocal about their missions, objectives and values. However, there seems to be a lack of joined-up thinking or unified action in many cases.

Recently, I had the opportunity to moderate a brainstorming session in Hamburg, organised by Water Revolution Foundation, where 40 industry leaders and CEOs gathered to explore the future of our oceans – the superyacht playground. The consensus was clear: the time has come for collaboration and industry-wide strategies. I’m confident that, following this meeting, exciting developments will take place, led by these visionaries.

During the session, a few key insights caught my attention. If we all embraced certain actions, we could make an instant impact on the entire industry. Imagine this summer if more yachts made a conscious decision to dial everything down, saving fuel, energy and reducing emissions.

Nudge Theory suggests that by shaping the environment or choice architecture, we can influence individuals’ decisions and behaviour. This concept gained popularity in the 2000s, capturing the attention of economists, pop science writers and even governments, which established specialist ‘nudge units’ in places like The White House and Whitehall.

There have been early successes in applying this approach, such as setting ‘donate organs’ as the default option on drivers’ licences or prioritising water in hospital vending machines. These seemingly simple measures can have a significant impact. It struck me that we, as stakeholders in the superyacht industry, have the power to implement similar nudges.

owners, consider a subtler approach that may in turn change the behaviour of the industry.

While the initial declaration of ‘no longer offering plastic drink bottles’ was a step in the right direction, it no longer holds water (pun intended). We need to get more creative with our nudges. For example, what if every superyacht adjusted its air-conditioning to just one degree higher? Instead of maintaining 19 degrees across all empty guest spaces while everyone is on deck or in the water, the dial could be set to 20 degrees or even higher.

The same principle applies to anchorage locations or overnight passages. If those on watch adjusted their cruising speed from 15 knots to just 14 knots when heading to the next bay or island, the impact on fuel consumption and associated benefits would be significant.

I would wager that a back-of-anapkin calculation, which I’m sure some esteemed colleagues in the sector could provide, would demonstrate that a dozen large yachts reducing their speed by one knot for a season would outweigh the emissions and impact of all the plastic bottles they could possibly consume.

BY MARTIN H. REDMAYNE

Imagine if superyacht operators consciously decided to dial everything down slightly to save fuel, energy and reduce emissions. Before dismissing this idea as unrealistic due to demanding

The notion of disguising consumption or output may seem counterintuitive, but our industry must rally behind a simple collaborative mission: to minimise our impact, reduce unnecessary speed or excessive air conditioning, and convey to the world that we understand our responsibility towards the planet and the ocean. Subtle adjustments, such as redefining crossing durations or regulating temperatures in specific areas of the ship, may appear contrary to the principle of providing flawless, neversay-no service. However, a gentle nudge in the right direction, while not flashy for PR purposes, may have a more significant and influential impact than grandstanding about plastic bottles or recycled napkins.

MHR

LET’S NOT FUDGE ON

Simple adjustments that can influence the behaviour of others can go a long way towards reducing the impact of superyachts on our oceans, says TSG Chairman Martin H. Redmayne.

Opinion

The Superyacht Report

Q2/2023

For 30 years The Superyacht Report has prided itself on being the superyacht market’s most reliable source of data, information, analysis and expert commentary. Our team of analysts, journalists and external contributors remains unrivalled and we firmly believe that we are the only legitimate source of objective and honest reportage. As the industry continues to grow and evolve, we are forthright in our determination to continue being the market’s most profound business-critical source of information.

Editor-In-Chief

Martin H. Redmayne martin@thesuperyachtgroup.com

Editor

Jack Hogan jackh@thesuperyachtgroup.com

Contributing Editor

Bryony McCabe bryony@thesuperyachtgroup.com

Contributing Authors

Gemma Harris

Georgia Tindale

Guest Authors

Sarah Allen

Dickie Bannenberg

Sara Duncan

Captain Paul Messenger

INTELLIGENCE

Head of Intelligence

Charlotte Gipson charlotteg@thesuperyachtgroup.com

Junior Research Analyst

Isla Painter isla@thesuperyachtgroup.com

Junior Research Analyst

Amanda Rogers amanda@thesuperyachtgroup.com

DESIGN & PRODUCTION

Production Editor Felicity Salmon felicity@thesuperyachtgroup.com

ISSN 2046-4983

The Superyacht Report is published by TRP Magazines Ltd Copyright © TRP Magazines Ltd 2023 All Rights Reserved. TRP Magazines is a division of The Redmayne Publishing Company. The entire contents are protected by copyright Great Britain and by the Universal Copyright convention. Material may be reproduced with prior arrangement and with due acknowledgement to TRP Magazines Ltd. Great care has been taken throughout the magazine to be accurate, but the publisher cannot accept any responsibility for any errors or omissions which may occur.

The Superyacht Report is printed sustainably in the UK on a FSC® certified paper from responsible sources using vegetable based inks. The printers of The Superyacht Report are a zero to landfill company with FSC® chain of custody and an ISO 14001 certified environmental management system.

Front cover: Sea Eagle

Photo by Tim McKenna

SuperyachtNews

Spanning every sector of the superyacht sphere, our news portal is the industry’s only source of independent, thoroughly researched journalism. Our team of globally respected editors and analysts engage with key decision-makers in every sector to ensure our readers get the most reliable and accurate business-critical news and market analysis.

Superyachtnews.com

The Superyacht Report

The Superyacht Report is published four times a year, providing decision-makers and influencers with the most relevant, insightful and respected journalism and market analysis available in our industry today.

Superyachtnews.com/reports/thesuperyachtreport

The Superyacht Forum Live

Over the past 30 years, we have delivered the most important conferences and meetings in the superyacht calendar, resulting in a global network of ‘Events Worth Attending’. Our flagship event, The Superyacht Forum Live, has proved to be the largest and most respected meeting of industry decision-makers.

Superyachtnews.com/thesuperyachtforum

The Superyacht Agency

Drawing on the unparalleled depth of knowledge and experience within The Superyacht Group, The Superyacht Agency’s team of brilliant creatives, analysts, event planners, digital experts and marketing consultants combine four cornerstones – Intelligence, Strategy, Creative and Events – to deliver the most effective insights, campaigns, and strategies for our clients.

Superyachtnews.com/intel/

Follow The Superyacht Report and Intelligence content

@SuperyachtNews

SuperyachtNews

Join The Superyacht Group Community

By investing in and joining our inclusive community, we can work together to transform and improve our industry. Included in our Essential Membership is a subscription to The Superyacht Report, access to SuperyachtIntel and access to high-impact journalism on SuperyachtNews.

Explore our membership options here: www.superyachtnews.com/shop/p/MH

OFF THE CHART COLOR

Everything you love about Awlcraft 2000, including tried and trusted application characteristics and repairability, but now enhanced with our next generation color platform. Awlcraft 3000 gives you deeper, more vibrant colors and a long lasting, high gloss finish to turn heads. GET ONBOARD WITH AWLCRAFT 3000

The reference-check conundrum

Delays in responses from captains to recruitment companies about departing crewmembers means that some outstanding candidates are not being placed in positions they deserve.

While savvy crewmembers will ensure they leave a boat with a reference in hand, it’s not yet considered a necessary standard practice. A timepressured captain might suggest that a reference will follow but, as the weeks go by and as it slips further down the to-do list, a departing crewmember is often left with nothing to vouch for their employment and skills. When a written reference has been provided, the first hurdle has been overcome, but for Sara Duncan, director of Crew & Concierge, the process of obtaining a proper reference can be frustrating, to say the least.

“We have clients who will insist on a verbal clarification of the written reference provided, and understandably so given that we frequently find references have in fact been written by the candidates themselves and simply signed off by the captain or a head of the department,” says Duncan.

While this may save time on board, it complicates matters when a recruitment agent phones to check whether what’s been provided is actually accurate – with captains having no saved document to refer to and no memory of what they did (or didn’t) say.

The verbal check or verification is also quite problematic from a captain’s perspective. “Put yourself in their shoes. The captain has written a reference for a departing crewmember and three months down the line, when that crewmember has registered with every agency and is looking for work, the captain is inundated by recruiters trying to verify their credentials,” explains Duncan. “I get it. But my team and I can’t place someone in a position whose reference we haven’t personally checked and verified. However, if you’re a captain getting 10 phone calls a day about the same crewmember who left the boat a year ago, you’re going to get more and more fed up with every phone call that comes through.”

Duncan clearly recognises that the topic is controversial, but the need for captains to do more to assist, or for the industry to find an alternative way to manage this aspect, is essential.

“We’ll call the captain and if we get no answer then we’ll try WhatsApp, and then we’ll send an email asking if the captain could call us at a convenient time, and often we get no reply. We’ll send chasers, but if we’ve still no luck and no one is responding to our reference-check emails, then what more can we do? The result is that excellent crewmembers are not being placed in positions they deserve.”

Guest Column with Sara Duncan

“My team and I can’t place someone in a position whose reference we haven’t personally checked and verified.”

Another facet to this complicated problem is communication between captains. “This simply adds to the issue,” reveals Duncan. “Not only have we [or another recruitment company] called a captain to verify a reference for a crewmember, but when we place that candidate there’s often another call from the hiring captain to the referring one, with them wanting to check for themselves or seek out a more personal, off-record comment.”

For crew and concierge, professionalism is considered paramount. “You can decline to give a reference for someone, but you can’t give a bad one. If someone’s taken the middle ground with a reference, it’s our job to get to the bottom of that. The candidate may not be a bad candidate, they may simply have not been a good fit with that particular crew dynamic or owner. We can’t afford to lose good crew from the industry simply because someone took a dislike to them,” says Duncan.

That said, it’s the lack of response that is the sticking point. Out of 60 potential candidates, Duncan explains that perhaps 40 will be interviewed by her team before a shortlist is presented for consideration. Of that 40, when only five references are presented, the prospective pool suddenly becomes rather shallow.

“We have had a number of issues in the past resulting from references that weren’t true. They are so easily forged,” says Duncan. Moreover, on a superyacht, there’s also the added risk to privacy, safety, the wellbeing of other crew and the asset itself. It’s possible that on a larger yacht, where there may be a purser or crew manager, references for the past crew are stored in a central database – easily accessed and verified when requested. However, for vast swathes of the superyacht fleet, motoryachts of 30 to 40 metres and, often, when it comes to sailing yachts operating with a smaller team, this simply isn’t possible.

There’s potential for using one of the identity verification apps to store a crewmember’s references, making it part of the background-check process, and this is something Duncan is keen to explore. “We store references for the crew we’re working with on our database and it’s noted when these have been verbally confirmed. That could be put on a centralised database, with a trusted pool of recruitment agents adding to it and collaborating.”

It’s a delicate subject, and no one wants to point the finger of blame, but the reputation of the industry, and how the crew are perceived, is riding on it. If someone has done a good job, they deserve to be in this industry and they deserve a reference. How a captain provides that reference, or handles the reference verification, speaks volumes for their professionalism (or lack of) SD

Guest Column with Sara Duncan

“We have had a number of issues in the past resulting from references that weren’t true. They are so easily forged.”

PENDENNIS IN THE HEART OF THE MEDITERRANEAN

Located just outside of Barcelona, Pendennis Vilanova offers yachts easy access to a modern 48-berth marina and technical service centre in the heart of the Mediterranean. Our flexible approach and facilities provide the perfect solution for any yacht, whether they are looking for a brief pit stop, a longer-term berthing option or the ability to conduct a small to medium Mediterranean-based refit.

vilanova@pendennis.com

(+34)

Photos by Pendennis/Stuart Pearce

We must prepare for the worst

A HILF (high-impact, low-frequency) event is a term I learnt recently while on a Bridge Resource Management (BRM) course in Australia. It relates to incidents that seldom occur, but when they do their impact can be catastrophic. Costa Concordia, Herald of Free Enterprise, Exxon Valdez and, of course, Titanic are just a few examples.

Such devastating events result in loss of life and pollution, and in these days of social media, overwhelming media attention tends to be mostly negative, speculative and/or incorrect, with blame being attached by the general public before any official report is released.

Fortunately, such incidents have, to date, been rare (or very well ‘managed’) in the superyacht industry. With the ever-increasing number of large yachts, especially those over 100 metres, carrying high-profile UBOs and charter guests, if such an incident should occur, even if it doesn’t result in loss of life or serious damage, it will still be a highimpact event from the media attention alone. One only has to look at the recent, mostly negative, media spotlight on the industry from the sanctions on certain Russian UBOs and their yachts.

The courses I attended included reviewing HILF incidents, and most causes were down to the human factor – poor communication, lack of knowledge of the systems, poor

decision-making, etc. The cumulative effect of smaller incidents results in a calamitous event. Costa Concordia is probably the most suitable case study, especially where the captain was in denial about the seriousness of the situation the vessel was in.

Another case that we studied, both for the BRM and pilot training, was the incident in 2013 where the RoRo Jolly Nero [roll-on/roll-off] struck the pilot control tower in Genoa, killing nine and injuring four. It was a manoeuvre that had been carried out many times, but due to poor communication between the ECR and OOW, and then between the OOW and the captain and pilot, an issue with the starting of the engines was not passed on.

The captain was sentenced to 10 years in prison, the pilot four years, the first officer eight years and the chief engineer seven years. Such cases highlight how a normal operation can go very wrong very quickly if the incorrect decisions are made.

As we all know, the operation of a large yacht is very different from that of, say, a cruise ship, which is on a set run with predetermined (and remotely monitored) passages and sailing times. If we get 24 hours’ notice of a schedule, we consider ourselves lucky, and last-minute deviations to the norm make it difficult to keep on top

of ISM procedures, especially passage planning. Sometimes we don’t have the luxury to go over a passage at length by checking all safety aspects, and expect that the ECDIS validation will pick up any anomalies.

However, after completing the courses, I’ve realised that many of the bridge teams don’t utilise the ECDIS to the fullest, often with the alarm limits set incorrectly, so many spurious alarms that mask serious ones can lead to complacency when it comes to alarmmonitoring.

Marine pilots around the world utilise portable pilot units (PPUs) that go into the pilot plug on the AIS, or on very large ships they carry portable GPS units they then place on the wings to give them very accurate information, especially heading/rate of turn, so they can predict the movement of the vessel on highly detailed charts.

The use of predictive manoeuvring gives a clear indication of the vessel’s path and swing. In a tight harbour on a large vessel, this is an essential tool. Most ECDIS systems also have a predictive manoeuvring function but I’ve rarely seen them activated when joining new yachts. I’ve used it many times on very large yachts manoeuvring in and out of confined ports and it has been proven to provide detailed information, allowing for better decision-making.

Guest Column with Captain Paul Messenger

Captain Paul Messenger outlines measures the superyacht industry can take to avert disasters experienced in the commercial maritime sector.

These are just some examples, and the course highlighted more points regarding communication, management, the use of technology and the use of ship simulators. I now utilise the most relevant parts on my current command, and it has reminded me of some of the basics that have been forgotten over time.

The courses were tailored to marine pilots and commercial shipping officers, and I have heard of some yachts arranging BRM courses for their crew, but that is rare, and there are no courses tailored to the superyacht industry. As it’s not a mandatory course

it’s very hard to convince owners and managers due to the expense, but surely the benefits outweigh the costs. Just one HILF event causing serious damage to the vessel would most probably result in an overall increase in Hull & Machinery and Protection & Indemnity policies, and a possible costly change to regulations, not to mention ruining lives.

Surely owners, managers and underwriters want to protect their assets by ensuring they operate as safely as possible and follow what the majority of responsible commercial operators have done in requiring that deck officers

partake of a BRM course every five years and pilots in Australia and New Zealand go on the Advanced Marine Pilots Training course?

Why not a superyacht resource management course for all officers tailored specifically for the industry, with individual departmental training that also follows the STCW management training guidelines? Maybe an incentive from yacht underwriters that requires their officers to participate in such a course would help to get the ball rolling. At the very least, it would be a good way to start preparing for the worst PM

Guest Column with Captain Paul Messenger

Just one HILF event causing serious damage to the vessel would most probably result in an overall increase in H&M and P&I policies, and a possible costly change to regulations, not to mention ruining lives.

Costa Concordia – 32 people died after it struck a rock in 2012.

Can we afford not to?

Let’s

Don’t be left high and dry

Superyacht owners rely on a network of trusted advisors to ensure their assets are being properly managed, maintained and operated in the most productive and efficient manner. Add to this a growing pressure to decarbonise and this remit is now more challenging than ever before.

The climate emergency is shifting the commercial landscape in all directions and the consequences of inaction will only increase, even to the point where a vessel can no longer legally operate. As captains and advisors, it’s our responsibility to act in the best interests of the owner and to provide the best possible advice on every aspect of superyacht ownership, and this includes risk management across the board. The very real prospect of stranded assets cannot be overstated; it poses an existential threat to the entire industry and our survival will be determined by what we do, or fail to do, today.

What is a stranded asset?

A stranded asset is defined as “an asset which loses economic value well ahead of its anticipated useful life” (Daniela Saltzman, Stranded Carbon Assets).

This unanticipated devaluation can be caused by a range of risk factors, including changes in legislation, market forces, environmental challenges, social norms and consumer behaviour.

Decarbonisation

The IPCC 6th assessment 2023 report on climate change summarises the current trajectory as follows: “Limiting human-caused global warming requires net zero CO2 emissions. Cumulative carbon emissions until the time of reaching net-zero CO2 emissions and the level of greenhouse gas emission reductions this decade largely determine whether warming can be limited to 1.5°C or 2°C (high confidence). Projected CO2 emissions from existing fossilfuel infrastructure without additional abatement would exceed the remaining carbon budget for 1.5°C (50 per cent).”

These facts are well known, yet the superyacht industry continues to fly in the face of growing scrutiny from regulators, legislators, the marketplace and society at large.

Social uprising

We are seeing an increase in laws,

public protests and negative stories in the media against the level of emissions, as well as criticism of the overall footprint of the UHNWI lifestyle. Avoiding scrutiny is not a matter of privilege. Whichever way you look at it, whether moral, financial or existential, the time to implement a credible and practical strategy towards decarbonisation is now. Whether or not an individual owner is motivated by environmental concerns, owners’ reps and their inner circle have an urgent obligation to impress upon their clients the very real threat of reputational damage and financial losses.

Regulatory pressures

From a regulatory perspective, it’s only a matter of time before MARPOL Annex VI CII and SEEMP Part III regulations from the merchant fleet filter down to include luxury yachts.

The EU Emissions Trading System (EU ETS) aims to reduce greenhouse gas (GHG) emissions by setting limits. EU ETS is currently applicable for ships above 5,000gt on EU-related voyages, although in future may include other ship types and sizes with the potential to impact the operation of superyachts.

Guest Column with Nigel Marrison

A refusal to align with global-emissions goals will challenge the continuing operation of luxury vessels, and how we tackle these issues today will determine the very future of superyachts, says Nigel Marrison, founder, Blue ESG.

Legislative changes

The United Nations Net-Zero Banking Alliance (NZBA) is an industry-led, UNconvened group that aims to accelerate the implementation of decarbonisation strategies. It brings together 125 banks in 41 countries, representing more than 40 per cent of global banking assets, committed to aligning their lending and investment portfolios with net-zero emissions by 2050.

The insurance industry is implementing similar measures as defined in the Poseidon Principles which requires alignment with Net Zero 2050 targets across their portfolios.

From a financial perspective alone,

superyacht owners will be forced to accept that they are not immune. A refusal to align with global-emissions goals will increasingly pose a challenge to the operation of their yacht.

Climate change, regulation and societal acceptance are deeply interconnected, and how we tackle these issues today will determine the very future of luxury yachting. Compared to every other sector, the superyacht industry is lagging conspicuously behind.

Project ‘Yacht Zero’

In collaboration with the decarbonisation team at Lloyd’s Register, Blue ESG has designed and developed a superyacht-specific

Carbon Intensity Indicator (CII)

analogous to IMO MARPOL Annex VI CII and SEEMP Part III for the merchant fleet. Project ‘Yacht Zero’ is a data-collection, analytic tool allowing individual vessels to establish baseline data and facilitate tracking and reporting for operational emissions.

Matthew Treadwell, UKI Lead, Shipping Markets & Zero Carbon Solutions at Lloyd’s Register, said: “By aligning with IMO guidelines related to CII and SEEMP, superyacht owners can take action now to ensure that their vessels are compliant with current and future carbon-intensity-mandated regulations while demonstrating their commitment to maritime decarbonisation.” NM

Climate change, regulation and societal acceptance are deeply interconnected, and how we tackle these issues today will determine the very future of luxury yachting.

Wake up to the risk factor

Insurance might once have ranked low in a yacht’s operational hierarchy, but it should now be an integral part of planning says Sarah Allen, partner at international law firm Penningtons Manches Cooper LLP.

We often assume it’s all smooth sailing in the world of operating superyachts, and, fortunately, most owners or crewmembers will never be involved in a serious accident. It might seem that complying with regulations and maintaining insurance coverage is enough to avoid such risks.

However, recent news reports suggest a significant rise in fires and maritime casualties. This alarming trend has made yacht insurers increasingly concerned, with a total loss often eliminating any returns.

The truth is, the operational risks covered by underwriters exceed those of any land-based property. Limitations on space, complex electrical systems and exposure to the elements – sea, sun and humidity – all contribute to the higher risk.

While there’s considerable focus on lithium batteries in superyacht toys as potential fire hazards (as suggested by the Flag state reports for M/Y Siempre and M/Y Kanga), it would be more accurate to attribute the majority of total losses by fire to various forms of electrical systems.

The challenge lies in finding a solution for the industry. Every risk is unique, and the laws and standards yachts must comply with vary depending on size, Flag, use and operating area. Underwriters insure both megayachts, with stringent class requirements on build and compliance with international conventions and periodic surveys, and ‘entry-level’ superyachts, which often have fewer crew, are privately operated and have less compliance obligations throughout their operational life.

Although megayachts are not immune to fires, their greater manpower allows for earlier detection. This could explain why a higher percentage of total losses occur within the 25- to 35-metre sector, a group also subject to increased scrutiny from insurers. This size category, whether a production or semicustom build, commands the largest market share and, therefore, deserves attention.

The draft Maritime Guidance Note 681 from the UK Maritime & Coastguard Agency is a welcome development. It addresses the risks of handling lithium batteries for tenders and toys on board

yachts subject to the Red Ensign Group Large Yacht Code (REG Code). This note introduces measures closely resembling regulations for the ‘Protection of Spaces Containing Vehicles or Craft with Fuel in their Tanks’, covering storage, charging, management systems, detection and training. However, it won't apply to yachts not subject to the REG Code, particularly those used for pleasure or those under 24 metres.

A notable gap exists in the regulations for such yachts. In Europe, this is partially covered, as new builds must comply with the Recreational Craft Directive or CE standards. However, this doesn’t address maintenance or operations post-build.

The UK Flag aims to bridge this gap with Guidance Notes such as 599 (M) of January 2019, which imposes relevant equivalent measures from the REG Code, including firefighting and lifesaving systems. Nevertheless, the regulation is somewhat fragmented and difficult to navigate, especially since such yachts must also comply with the laws of the states in which they operate.

The insurance market trend reveals that certain insurers are either withdrawing from covering specific categories of yachts or scrutinising potential risks more closely, imposing higher deductibles or more stringent terms. It seems the impetus for change for non-commercially operated superyachts will probably come from a shift in underwriters’ risk appetite. This may compel owners to reassess their operations beyond mere compliance and may even influence their choice of Flags.

Different insurers adopt different strategies. For instance, Beazley Insurance has introduced questionnaires aimed at improving superyacht risk management. Ian Hoy, yacht underwriter at Beazley, explains, “By asking captains, yacht managers and owners to complete short questionnaires, Beazley’s aim is to share and promote effective risk management.

“This is particularly relevant for yachts where the owner or captain may lack access to other resources advising on areas such as guardianage or the charging and storage of lithium. The

risks can never be completely eliminated but by following simple, practical riskmanagement steps, owners, captains and guests can enjoy greater peace of mind.”

However, larger superyachts aren’t immune from scrutiny by their insurers, especially as owners demand more from their vessels, with additions such as tenders, toys, helicopters, submarines and exploration of remote areas. The advancement of greener technologies and alternative fuel sources and retrofits pose new challenges. Insurers might withhold coverage until such systems are tried and tested.

Traditionally, insurance might have ranked low in the operational hierarchy, but it should now be an integral part of planning. Mike Taylor-West, partner at Private Client & Marine, explains, “[It is] for the insurance brokers to promote the value of partnership in managing risk, taking time to help owners and stakeholders understand the risks and how to better protect their craft, its owners, crew and guests.”

It’s not just the details of the risks that insurers cover that matter. In the unlikely event of an incident, owners also need to be well-prepared to manage the situation. The legal fall-out from a serious incident can extend over years and consume an owner’s resources in terms of time. Therefore, it’s in their best interests to ensure they’re prepared for such incidents. Simple processes such as maintaining and appropriately assigning warranties, backing up all documentary records ashore, avoiding crew correspondence with yards and contractors over text or WhatsApp that might be lost, and ensuring all subcontractors have insurance cover can make a significant difference.

So should owners and operators resist this changing approach from insurers?

Going back to the point that serious incidents are relatively rare, when they do occur, it’s vitally important that an owner has a first-class underwriter who won’t just cover the claim but will competently manage the incident as it unfolds SA

In the unlikely event of an incident, owners also need to be well-prepared to manage the situation. The legal fall-out from a serious incident can extend over years and consume an owner’s resources in terms of time.

Designed by Leonardo Cecchi / ArDeMo Yacht&Design, built by Tureddi

with Jack Hogan

ANOTHER WEEK, ANOTHER FIRE

During a busy season, accidents happen, and the frequency across 2022 and into the early part of 2023 has been high. It’s hardly a media secret to say that these incidents get a lot of attention and engagement; we’ll report, with caution, on these stories. However, the ‘if it burns it earns’ attitude to coverage is uninterested in circling back and getting to the root of the issue.

The official reports into such incidents take months, even years, to emerge, and by then the news cycle has moved on and the hot takes on the causes have long since embedded themselves as ‘truths’. As we await the findings and play culpability Cluedo this show season, we should be having a broader conversation about safety in the superyacht industry, not fixating on whether the culprit was the stewardess in the cabin with the candle or the deckhand in the bosun’s locker with the battery.

We tend to attribute causation to one thing; that such incidents are not unique to the superyacht industry. It can be morbidly comforting to blame

something specific, even if the outcome of an incident was horrific. Having something on which to pin the blame gives a sense of resolution and implies a quick fix. For example, lithium-ion batteries may indeed have issues when charging, but this is unlikely to be the full story.

The Space Shuttle Challenger exploded in 1986, 73 seconds after take-off, killing all seven astronauts on board. An extensive investigation concluded that the disaster was caused by the failure of the two redundant O-ring seals in a joint in the shuttle’s right solid rocket booster. The unseasonably low temperatures on launch day had caused the O-ring to lose its seal and this led to the explosion.

However, this wasn’t the whole picture, and it was more than 30 years later that a more complete and complicated story emerged. Engineers had expressed concerns about the potential failure of the O-ring for months. The launch schedule at NASA had been accelerating to unsustainable levels, the pressure to keep up the mission count had led to these concerns being

ignored, and the probability statistics related to potential failure were manipulated. NASA had never lost an astronaut during a mission and used this self-congratulatory safety record to justify pushing ahead.

The O-ring was just the weak link, it was the culture and the system at NASA that snapped under pressure. But it’s easier to blame a piece of rubber than completely re-evaluate operational procedures. Literal rocket scientists messed this one up, and we could too.

We’re a relatively safe industry, especially at the top end of the market. However, although we’re not building spaceships, we are still pushing the limits. Flag and Class are there to impart this ambition with safety, but we’re moving fast and, as the adage of silicone valley goes, we’re going break things.

The prototypical fire or groundingprone yacht, as we’ve seen in recent months, is under 40 metres, nonISM-compliant, past its prime and is glass-reinforced plastic. To extend the stereotype further, in many cases these

Instead of searching for specific factors to blame when accidents occur, the time is right to reflect on the broader safety issues across the entire superyacht industry.

with Jack Hogan

aren’t the kind of boats that tend to attract the top end of the crew talent pool. Therefore, it should come as no big surprise that these yachts are encountering issues.

The reality of safety on board is nuanced. All superyachts sit on a safety spectrum. A fully ISM-compliant large yacht – one with a professional and highly paid crew – and a 20-yearold private vessel, with a chequered maintenance record and manned parttime, are very much at the opposite ends of this spectrum.

That said, I’ve worked on fully compliant yachts and had a thousand near misses. Ask any crewmember on an active yacht and they can share their own stories. The fact that they are close calls, and not incidents, is partly down to the safety measures and systems in place. Others are just pure luck.

A chief engineer once told me that the thing that kept him up at night was that every single light bulb on board

the 70-metre yacht we both worked on had a capacitor that may ignite, like one he had found by chance one day. That image stuck with me. As I’d walk round the boat, the benign light took on a different feel.

Brokers are saying that they can’t find enough stock to meet demand. The new-build yards are full and the overflow is spilling across many yards once considered to be second- or even third-rate. Crew agents are saying in near unison that they are desperately short of quality crew, especially with regards to senior management and captains.

In a market this rampant, some poor yachts are going to fall into the hands of inexperienced owners with secondrate crews, and more incidents are going to happen. At the other end of the spectrum, we’re pushing the technological envelope, striving for new fuels and energy solutions, and exploring the bottom of the Mariana Trench and the Polar regions.

I frequently hear that ‘Classification societies are too slow’ or that ‘the MCA is dragging its heels’ like this is a bad thing. I think that caution is warranted. We have not yet had our Challenger disaster, but then neither had NASA until that freezing morning.

These recent incidents may be only a few small fires and a couple of groundings, but I think it’s the right time to re-centre the safety conversation. Whatever the causes, let’s not jump to blame the batteries or whatever headline may be taken from the abstract of a report. Yachts don’t operate with as much safety surplus as many believe. Growth and ambition are what the industry is built on, but left unchecked, or worse when warnings are ignored, people can get killed.

These fires and groundings may seem isolated occurrences, but they could be the first signs of stress on a system that doesn’t have much to give. When we learn from mistakes, they don’t always have to be our own JH

In a market this rampant, some poor yachts are going to fall into the hands of inexperienced owners with second-rate crews, and more incidents are going to happen.

OPINION

with Dickie Bannenberg

‘LET’S ALL GET BEHIND A NEW DESIGNERS’ PROTOCOL’

Dickie Bannenberg ‘sets the hare running’ with a call for a standardised industry document that contains guiding sustainability principles for every yacht designer, under the banner of Water Revolution Foundation.

Last month, there was a news item about crisp packets from the 1960s washing up on English beaches. There’s no need to analyse the significance of this, apart from perhaps designers having a view on the packets’ graphics and fonts. In the same week, mudslides swept across the island of Ischia, a Swiss village was evacuated in advance of an expected landslide and Spain had record temperatures for May. Again.

Meanwhile, in our world, the price per GT of a new-build yacht is at an alltime high.

I thought I might draw upon my experience of having completed a course in Environmental Business Sustainability at Cambridge earlier this year.

I am indebted to Henk de Vries for allowing me to use Feadship as a case study and to Charlotte van de Kerk, the extremely able sustainability programme manager at the yard. My high pass is dedicated to you!

Among some 1,500 classmates spread across the globe, I kept my yacht designer head just slightly below the parapet. Macassar Ebony and 16v diesels didn’t sit that well among specialists in sustainable cottons, nudge behavioural experts and circular shopping advocates. But there was a huge amount to take away, even among the jargon that tends to frame a lot of the work. Double materiality matrix anyone?

The Water Revolution Foundation is doing important work. As much as anyone, yachting needs change agents. I think the Chairman of The Superyacht Group, Martin Redmayne, experienced that first-hand when dealing with protestors in Amsterdam [at The Superyacht Forum 2022 – see The Superyacht New Build Report issue 216]. The excellent YETI [Yacht Environmental Transparency Index] acronym is a very welcome tool and metric. I was pleased to be able to refer to it in my forums with classmates. Lateral Naval Architects and Oceanco have developed the ETP (energy transition

platform). Lürssen and Feadship are leading the way with hydrogen power. More than 80 per cent of the environmental impact of a product is determined at the design stage. You could say that sustainability is the ultimate design brief.

So I would like to propose that partners of the WRF collaborate to stand behind a designers’ protocol that sets out, at high-level, issues for clients to consider when they start the journey of planning a new build – cross-sector collaboration, to use the lingo, which sets aside the race to secure a shiny Neptune in favour of a roadmap with some collective functions and mutual accountabilities.

It should be a document standardised for all. Not a Bannenberg & Rowell version or a Winch version or an Espen version. One version, under the banner of the WRF. The guiding principles might include:

• Efficiency

• Durability

• Longevity

• Dematerialisation

• Effectiveness

• Substitution

• Mitigation

• Adaptation

Of course, the end users in our industry are about as far removed from the normal consumer as can possibly be. And it’s a fair bet that any sense of being restricted in their choices is not what they had in mind when spending tens of millions of euros on a bespoke creation. A hand-built Boeing 747, as my Dad used to say.

There are some different approaches that are explicitly connected to the sustainability agenda. These include:

• Biomimicry (I recall Feadship is on this already )

• Inclusive design

• Life-cycle thinking

• Systems thinking and integrative design

• Appropriate or intermediate technology

• The magnificently acronymmed BATNEEC (best available technology not entailing excessive cost).

Historically, this is not applicable to the yachting industry, I would suggest …

But participatory or cooperative design is, I think, the key here. The ambiguous and often vague use of the term ‘sustainability’, the interconnected nature of the issues and the sheer scale of the challenge all point towards starting simply and not over-reaching.

Points to raise in the new protocol might include:

• Building to a Classification Society environmental notation as standard. (Disclosure: my oldest friend is the senior independent director on the Lloyd’s Register Board. Shall we set that hare running to overhaul and strengthen those requirements?).

• Propulsion. Of course.

• Construction materials. The environmental footprint of more expensive hydropower aluminium. A recent Feadship build used it, saving

the equivalent of 830 tons of CO2, or 30,000 trees to use a different metric. Incidentally, it’s six times cheaper to buy ‘green’ aluminium than to offset the difference with carbon credits.

• Teak. We designers know it’s getting harder to source. Obviously so do the shipyards. In 2015, it cost 12,000-13,000 euros per cubic metre, clean cut. In 2021, the figure was 23,000 euros. Earlier this year, it was 33,000 euros. For legally sourced teak. I refer you to the word ‘substitution’.

• Aircon. Do we need to chill the air over an exterior dining table? Really?

• Interior materials. Change the narrative of ‘rarest is best’.

The list could be as long or as short as we choose to make it. It might well need buy-in from shipyards. But the point is we should collectively raise the choices and issues with one voice to our clients.

The last generation to know a stable climate with seasonal cycles and familiar species has already been born. DB

The ambiguous and often vague use of the term ‘sustainability’, the interconnected nature of the issues and the sheer scale of the challenge all point towards starting simply and not over-reaching.

12 COUNTRIES 23 MARINAS WORLDWIDE

NEW ENGLAND

- FORE POINTS MARINA PORTLAND, MAINE

LONDON

- ST. KATHARINE DOCKS MARINA

SOUTH OF FRANCE

- IGY VIEUX-PORT DE CANNES

- IGY SÈTE MARINA

MEXICO

- MARINA CABO SAN LUCAS

COSTA RICA

- MARINA BAHIA GOLFITO

PANAMA

NEW YORK - NORTH COVE MARINA AT BROOKFIELD PLACE

FLORIDA

- MAXIMO MARINA, ST. PETERSBURG

- ONE ISLAND PARK, MIAMI BEACH

- YACHT HAVEN GRANDE MIAMI, AT ISLAND GARDENS

TURKS & CAICOS

- BLUE HAVEN MARINA

SPAIN

- IGY IBIZA MARINA

- IGY MÁLAGA MARINA

- MÁLAGA SAN ANDRES MARINA (OPENING IN 2027)

ST. THOMAS

- AMERICAN YACHT HARBOR

- YACHT HAVEN GRANDE

COLOMBIA

- MARINA SANTA MARTA

ST. MAARTEN

- RED FROG BEACH ISLAND MARINA

ST. LUCIA

- RODNEY BAY MARINA

- YACHT CLUB ISLE DE SOL

- SIMPSON BAY MARINA

ITALY

- MARINA DI PORTO CERVO

- IGY PORTISCO MARINA

WELCOME TO IGY MARINAS

24

YACHT HAVEN GRANDE MIAMI AT ISLAND GARDENS, MIAMI, FL

ONE ISLAND PARK MARINA, MIAMI BEACH, FL

NORTH COVE MARINA AT BROOKFIELD PLACE, NY

FORE POINTS MARINA, PORTLAND, ME

IGY Marinas is the only global network of premium superyacht marinas with 23 properties across 12 countries spanning the United States, Latin America, Europe and the Caribbean.

IGY’s growing portfolio continues to set the standard for luxury service and quality in nautical tourism in the most sought-after blue water yachting destinations.

Each year we welcome over 8,000 vessels to our marinas worldwide, many serving as the exclusive homeport for the world’s largest superyachts.

9

IGY PORTISCO MARINA, SARDINIA, ITALY

MARINA DI PORTO CERVO, SARDINIA, ITALY

IGY IBIZA MARINA, IBIZA, SPAIN

IGY MÁLAGA MARINA, MÁLAGA, SPAIN

IGY VIEUX-PORT DE CANNES, CANNES, FRANCE

IGY SÈTE MARINA, SÈTE, FRANCE

YACHT CLUB ISLE DE SOL, SIMPSON BAY, ST. MAARTEN

SIMPSON BAY MARINA, SIMPSON BAY, ST. MAARTEN

YACHT HAVEN GRANDE, ST. THOMAS, USVI

RODNEY BAY MARINA, RODNEY BAY, ST. LUCIA

BLUE HAVEN MARINA, PROVIDENCIALES, TURKS & CAICOS

MARINA CABO SAN LUCAS, MEXICO

RED FROG BEACH ISLAND MARINA, PANAMA

MARINA BAHIA GOLFITO, GOLFO DULCE, COSTA RICA

THE WORLD’S ONLY SUPERYACHT MARINA NETWORK

OCEAN CENSUS: TEN VITAL YEARS TO SAVE THE SEAS

BY JACK HOGAN

A new global marine scientific initiative has set out to redefine our understanding of the ocean ecosystem, and the superyacht industry has an unparalleled opportunity to make a positive impact.

Ocean Census is an international alliance of non-profit and global partners on a quest to explore, comprehend and safeguard marine life, with a focus on the deep ocean. Against the backdrop of a climate in flux and an ocean under increasing pressure, its objective comes at a crucial moment.

Earlier this year, the UK marine research and conservation organisation Nekton partnered with The Nippon Foundation from Japan to unveil the ambitious Ocean Census project. Aiming to identify a minimum of 100,000 new marine species within the first 10 years, this ground-breaking venture will greatly accelerate the scientific research needed to complete our understanding of Earth’s oceanic biodiversity.

“We are in a race against time to discover ocean life before it is lost for generations to come,” says Yohei Sasakawa, chairman of The Nippon Foundation. “Ocean Census will create an immense wealth of openly accessible knowledge that will benefit and sustain all life on earth, for humankind and our planet.”

Private vessels, and the resources they have at their disposal, can play a leading role in this undertaking. Oliver Steeds, founder of Nekton and director of Ocean Census, leads the management and development of the organisation and field operations. An acclaimed broadcast journalist, he also co-founded Encounter EDU, including the Ocean Academy.

“The DNA of the programme is not only science but also storytelling,” says Steeds. “The marine scientific community globally has made some incredible breakthroughs, and we are committed to not only supporting this research, but also championing the people and communities behind it.”

Ocean Census, Steeds explains, aims to bridge the multidisciplinary fields of academia, government institutions and private research vessels, operating as a nexus hub for the wider marine scientific community. Crucially, it also presents the superyacht community with a significant opportunity.

“The yacht fleet is owned and operated by people who have a deep affinity

with the ocean,” says Rob McCallum, founder of EYOS Expeditions, Nekton trustee and founding member of Yachts for Science. “The superyacht community wants to support ocean causes, but often they don’t really know how to do it, and the science community is desperate for some time at sea for science.” Now, with the launch of Ocean Census, the scope of projects and the potential opportunities for the superyacht fleet to actively contribute are extraordinary.

“We have a short window of opportunity, perhaps the next ten years, when the decisions we all make will likely affect the next thousand or even ten thousand years,” explained Steeds at the Ocean Census launch event at London’s Royal Institution. “Some people are saying ‘It’s time to go big or go home’. We’ve chosen to go big, and we hope the giant leaps in knowledge we can make with the discovery of ocean life can help put us on a better track towards a positive future for people and the planet.”

In practical terms, initially, Ocean Census is about taxonomy, the branch of science concerned with the identification and classification of organisms. Traditionally, this foundation of classical biology has been a slow and methodical process. The average rate of discovery of new species, around 2,000 a year, has remained largely unchanged since the 1800s, as has the time it takes for these discoveries to be processed and enter the scientific lexicon.

“Instead of taking 20 years, we now have a platform that can process these discoveries in days or even hours,” explains McCallum. From Ocean Census’ headquarters at Nekton hub at Oxford University’s Begbroke Science Park in the UK and its research partners worldwide, these discoveries can inform the scientific community and enter deeper research fields in near real time.

Clichés and analogies abound when it comes to contextualising our incomplete understanding of life in the ocean. Most of us know that the oceans cover approximately 70 per cent of the Earth’s surface. A cursory look at a world map and its abundance of blue can tell

Oliver Steeds OBE, founder of Nekton and director of Ocean Census, at the launch of Ocean Census in April at the Royal Institution.

us that, but this two-dimensional projection is misleading.

The roughly 360 million square kilometres of ocean surface is, on average, 3,682 metres deep. This threedimensional space makes up more than 95 per cent of the total liveable habitat on Earth. It is mostly dark, cold and out of our minds. These mysterious depths are where Ocean Census is setting its sights.

The popularised claim (including by Ocean Census’ website) that we have discovered only 10 per cent of the ocean’s species is a very broad guess, with many caveats, and this is the point: we cannot accurately gauge our ignorance because the sheer number of undiscovered species leaves us without a baseline for comparison. In essence, a numerator without a denominator is just a number.

However, as a rhetorical device, it has the desired effect. Until we have a more complete picture of the species’ composition of the marine biosphere, we simply don’t know how unsure our footing may be. The rivet hypothesis in biology likens species loss in an ecosystem to removing rivets from an airplane wing: remove one, five or even 50, and the plane still functions normally but, eventually, just one more removed rivet will lead to catastrophic failure.

The fleet of private vessels that can make an active contribution to Ocean Census is broad. The inaugural Ocean Census expedition was part of the AKMA3 cruise, led by the University of Tromsø and collaborators REV Ocean. The focus was on discovering life on the seafloor, particularly around the methane-rich, cold seeps at depths between 100 and 500 metres in the Arctic’s Barents Sea.

The iconic and established exploration and research programmes such as Schmidt Ocean Institute, REV Ocean and Monaco Explorations have been integral to the establishment of Ocean Census and will play a significant role in its continued efforts. The highly specialised and technical research that they undertake may be out of reach for the majority of today’s fleet, no matter their best intentions. However, the range of vessels that can contribute is expanding.

“We have a short window of opportunity, perhaps the next ten years, when the decisions we all make will likely affect the next thousand or even ten thousand years.”

“This is not about bioprospecting. This is about using all of the resources at our disposal to drive scientific understanding forward.”

Successfully marrying the philanthropic ambitions of superyacht owners and crews with the right scientific project is challenging, but with 20 years of exploration and research on board a diverse array of private vessels, McCallum and the team at the recently established Yachts For Science initiative see huge potential in today’s fleet to contribute to the ambitious Ocean Census.

“The good news is that once you understand the challenges, you can start pitching science to different parts of the industry,” says McCallum. “The superyacht sector has such an incredible opportunity and capacity to contribute. Yachting is a wealthy industry, and we all rely on the ocean. As the industry’s environmental conscience matures, there is a chance for us to understand the ocean and to give back to something we all love.”

McCallum calls it the “scientific spectrum across the superyacht industry”, and it covers, essentially, the entire fleet. The vast majority of the more than 5,000 30-metre-plus superyachts in the fleet are capable of completing one of the projects identified by Yachts For Science.

Ocean Census comes at a critical juncture as on-board, high-speed connectivity approaches ubiquity and academia is experiencing its AI-driven revolution. Rapid evolutions in highresolution imaging, DNA sequencing and machine learning now enable the discovery of ocean life at a phenomenal speed and scale.

“We are heading into a technological storm,” says Steeds. “This revolution is what we are going to harness to drive the breakthroughs in research. Crucially, we’ve got to make this information open source to be able to inform and catalyse policies around the world. This is not about bioprospecting. This is about using all of the resources at our disposal to drive scientific understanding forward.”

‘Bioprospecting’ is a very modern term, but the gold rush for biomolecules is a real consequence of the discovery of novel organisms. The discovery part is only the start. Their commercial value runs far deeper than the hubris afforded discoverers in naming a species. The biochemistry, particularly of socalled ‘extremophiles’ (organisms that thrive in extreme conditions such as hydrothermal vents or under Antarctic ice sheets), has proved highly valuable.

As quoted in the UNU-IAS report, Bioprospecting of Genetic Resources in the Deep Seabed: Scientific, Legal and Policy Aspects, “Scientific research related to deep seabed genetic resources, whether purely academic or commercially oriented, is restricted to a very few who own the necessary technological capacity and the financial resources to access these remote areas. This raises development and ethical issues, among others, since the potential applications of deep seabed genetic resources to various sectors, including the health and food sectors, are manifold, but the legal status of these resources is still uncertain.”

The complex relationship between biology and the pharmaceutical, food and industrial sectors deserves many more pages than we have here. However, Steeds says the open-source nature of this project is an attempted bulwark to protect the secrets locked in the DNA and cells of deep-sea organisms from not being used for common benefit of humanity. It also ensures that the discoveries, and the credit for them, are public knowledge, championing the achievements and the teams behind them, not the bottom line that a discovery may have.

Data collected by Ocean Census will be instrumental in comprehending not only the abundance, diversity and distribution of marine life. This knowledge will also prove pivotal for fundamental science, impacting areas such as oxygen production, carbon cycling, sustainable food production and the evolution of life on Earth.

Tall tales and shadowy flickers of life throughout history always hinted that there was much more to the open seas than we understood. The timeline of marine scientific exploration and discovery is punctuated by revolutionary expeditions. Darwin’s voyage on HMS Beagle is at the forefront of most people’s minds. While integral to Darwin’s theories, it was the HMS Challenger expedition (1872-1876) that was more scientifically rigorous and broadly impactful on the field of marine science.

This was followed by the Albatross Expeditions (1883-1921). These were a series of scientific voyages conducted by the United States Fish Commission (later the United States Bureau of Fisheries) and the Calypso Expeditions (1950s-1970s), the considerably less scientific but nevertheless iconic expeditions led by French naval officer and explorer Jacques Cousteau.

What these expeditions have in common, and share with many of today’s efforts, is that they are extremely, if not prohibitively, expensive for all but a few of the passionate scientists around the world.

Another cliché, first told to me by a university lecturer trying to inspire a room full of bio-sci 101 hopefuls, outlined the difficulty in matching ambition to resource grants. They analogised that the quest to find and film the elusive giant squid (their passionate area of study) in its natural habitat, with the resources that the university had at its disposal, was akin to parachuting

into a random point in the US at night with a flashlight and trying to find a grizzly bear.

And that is where Nekton, Ocean Census and Yachts for Science enter the fray. While nascent in the minds of most owners and operators, they have built a platform that can integrate willing vessels into a multi-disciplinary and global scientific programme that is trying to literally save the oceans on which they operate.

“Like other industries, everybody has got to stand up and give something back, and the superyacht industry has failed to fulfil its vast potential in this area,” concludes Steeds. “The dangers that the climate and ocean face are very real, but so is the threat to the superyacht industry’s social licence to operate. They may become toxic assets unless owners can prove that they have a net positive impact.”

In its quest to launder a justifiably poor image in the eyes of an increasingly discerning public (and policymakers), there could hardly be a more selfserving, yet overwhelmingly positive, initiative to get on board with. Ocean Census and Nekton want to tell inspirational stories; we should channel our vast resources to give them some. JH

To find out more and to see how your vessel can get involved, visit: https://oceancensus.org and www.nektonmission.org

All images courtesy of The Nippon Foundation-Nekton Ocean Census

“Like other industries, everybody has got to stand up and give something back, and the superyacht industry has failed to fulfil its vast potential in this area.”

Quick integration

Quick S.p.A consolidates its position as one of Europe’s top suppliers with superyacht sector expansion and innovations in integrated hardware.

Since its founding in the 1980s, Italian manufacturing specialist Quick S.p.A. has evolved and expanded to offer a diverse selection of core marine equipment to builders and OEMs around the world. Headquartered in Ravenna, Italy, Quick employs inhouse design, engineering and production for all its divisions, which span everything from marine lighting to windlasses, gyro stabilisers, battery chargers, docking systems and many others.

In line with its objective of strategic expansion into the superyacht sector, In April 2023, Quick S.p.A. signed an agreement to purchase 100 per cent of Sanguineti Chiavari Produzione Articoli Nautici S.r.l. A Ligurian company specialising in the design and production of complex components for large pleasure boats, including gangways, boarding ladders, bathing ladders, tender handling systems, deck accessories and customised furnishings, Sanguineti adds a broad range of specialist hardware to Quick’s portfolio.

“Sanguineti is a company offering important manufacturing skills and a brand recognised worldwide for its

quality and reliability, in a segment of the market with great potential for growth. Sanguineti represents the first step in a project that aims to position Quick as a supplier of advanced valueadded systems in all market segments,” comments Quick’s Sanguineti’s CEO Lorenzo Cesari.

The purchase of Sanguineti gives Quick S.p.A. a more complete connection between its clients and all aspects of their on-board needs. Further strengthening its affinity with high quality Italian superyacht equipment for the growing fleet of super-yachts. A superyacht, from 5 to 50m, now has an expanding list of Quick solutions to choose from.

Another key development has been the evolution of its integrated stability systems. With the new MC² Seacentric System presented during METSTRADE 2022, a 50m superyacht can now integrate its stability and control systems completely with Quick. The Viator fin stabiliser, the Intercepta trim tab and the well-known Quick Gyro gyroscopic stabiliser work together to provide 360-degree motion control, both at anchor and underway.

“We have five internal divisions focused on developing our product ranges that are vertically integrated into the production process,” says Michele Marzucco. “So we have technical departments for electronic, mechanical, lighting, stabilisation and a team of software developers. Keeping it all in-house means we’ve built up a lot of technological know-how over the years, allowing us to propose increasingly competitive solutions.”

Since 2007, Quick has built its thruster division to prominence in the superyacht market, producing more than 10,000 units per year for a number of

well-known Italian, European, American and international shipyards.

Starting with traditional DC thrusters, Quick now offers five different ranges to suit differing needs, covering DC, AC, DC-AC, hydraulic, retractable and the allnew QSY range, which uses synchronous motors for the ultimate in variable control and sustained usage.

The QSY thrusters employ a synchronous motor that uses permanent magnets, a construction that allows more thrust for less power draw than a classic DC motor. The highly increased energy efficiency is what makes the growing QSY range perfect for a future where the electrification of yachts will likely grow in prominence to meet more stringent emissions standards.

“The more you electrify the more you will need energy-efficient solutions,” says Andreas Karlsen, Head of Sales North Europe at Quick. “With a classic DC thruster, you need to have a separate thruster-dedicated battery bank, whereas with a QSY thruster there’s the option of integrating it with the yacht’s main battery bank as the thruster draws a lot less power.”

Photo: Courtesy Quick S.p.A.

Photo: Courtesy Sanguineti Chiavari

Swim platform

CREW TRAINING: HEADLONG INTO THE METAVERSE

BY JACK HOGAN

The debate on the merits of the metaverse seems to be everywhere.

I must admit that until now, I’ve fallen on the side of the Luddites in my admittedly surface-level analysis; something along the lines of ‘too clunky, too slow’, followed by the sweeping assertion ‘I just don’t see it taking the place of real-life interactions and serious applications’.

However, despite my ignorant hesitancy, I still had the nagging feeling that in the face of exponential technological development, the trend towards VR, AI and next-generation training was the inevitable way forward.

I was intrigued, then, to have the chance to try out VASCO, a VR tool for maritime training courtesy of Kilo Solutions, utilising a Meta Oculus 2 from the relative comfort of my South London office. Andy Parkin, managing director of Kilo, gave me some context just before we jumped on board the bridge of a virtual cruise ship.

Taking control on the ‘bridge’, we joined the Kilo team, connecting from Southampton.

“Throughout the past 12 years, I have programme-led immersive technology projects that have encompassed innovative solutions such as 3D walkthroughs of nuclear submarines, the Queen Elizabeth Class aircraft carrier and driver-safety challenges for a major port operator, as well as digital-learning applications for Carnival Corporation,” says Parkin.

“With this background, combined with a previous career in the Royal Navy, my gravitational pull was to set up a business that focused on delivering contemporary training and communication solutions into the maritime sector, resulting in the launch of Kilo in early 2020.

“We saw a gap opening up in an industry with high ambitions between training and technology, but a genuine transformation of training delivery had failed to match stated ambitions, with traditionalists struggling to shift the paradigm and benefit from the innovation in technology that is now commonplace in many other sectors such as defence, engineering, aviation and medical.

“The truth is that maritime was failing to recognise that audience expectations had changed and contemporary

Andy Parkin, managing director of Kilo Solutions, demonstrates VASCO, a virtual reality training platform for COLREGs and Bridge Resource Management.

VR tools as training aids

technology could be utilised with confidence to many of the sector’s skill development challenges.”

Some areas of maritime training are indeed approaching antiquation. Steeped in hundreds of years of tradition, the proud history of oceanic navigation has resulted in fascinating and challenging careers. However, to use just one example, the debates are intensifying over the relevance of a cadet spending months toiling over spherical trigonometry for a celestial navigation course in the face of near-ubiquitous GPS and internet connectivity.

One aspect that is unlikely to change is the rules of the road. The COLREGs (International Regulations for Preventing Collisions at Sea) are foundational to training and safe operations. Memorised by legions of cadets and officers worldwide, they can make or break an exam. Within this scope for modernisation and incorporation of emerging and established technologies, platforms such as VASCO are pioneering their use in the marine sector. The interfaces may change but the theory will remain.

Set up in response to the ambition of part of the marine sector for a greater digital offering regarding training, Kilo has developed VASCO to offer maritime educators a safe, immersive and versatile training platform to practise (and refresh) COLREGs as well as effective Bridge Resource Management (BRM).

One of the first clients to recognise the advantages of VASCO was Al Seer Marine. Responsible for the management of the Abu Dhabi Royal Fleet, Al Seer also has to consider the training and skills of a vast number of crew. Almost all yacht officers will have felt the need to brush up on their COLREGs and BRM, myself included.

Al Seer’s involvement is a significant show of support for the system and an

Editor Jack Hogan taking the controls on the ‘bridge’ and joining the KILO team, connecting from Southampton, UK.

indication of its innovative and strategic ambition. I was able to experience a similar scenario that Kilo has been implementing with Al Seer. Starting in May 2022, Kilo developed a programme within VASCO that is scalable and provides an offline training experience that will challenge mariners to conduct harbour transits safely, and compliant with international standards, as the vessel is manoeuvred in and out of port.

“E-learning is one component but for us not the most exciting,” says Parkin. “Of course, this is an element that can achieve compliance with theoretical principles, but for us it is more about the application of knowledge. How can we ensure that seafarers can implement their training to ensure that their certificate of competency actually has value? How can they apply that theoretical knowledge practically?

“As we know, you get people turning up on the bridge and they can tell you the square root of a jar of pickles but they can’t take the lid off. We want to ensure they can.”

The simple equation, as Parkin explains, is that it’s much cheaper to bring the simulator to a seafarer than fly them to a multi-million-dollar simulator. “With VASCO, we can bring seafarers, no matter their geographical location, together in a training architecture where we can provide the underpinning knowledge and then mentor and evaluate the application of that knowledge at individual and team level, against preagreed competency standards. It also provides us with an opportunity to extend training to the full bridge team to include helm and lookouts, alongside junior watchkeepers, all of whom are unlikely to be funded to attend fixed simulators yet form an essential part of any bridge team.”

The VASCO system I found myself in was based on the bridge of a cruise ship.

The VASCO system based on the bridge of a cruise ship.

“As we know, you get people turning up on the bridge and they can tell you the square root of a jar of pickles but they can’t take the lid off. We want to ensure they can.”

Although initially unfamiliar, the generic environment soon became clear. My pale blue avatar was soon met by Paul, one of the master mariners who oversaw the training. Parkin sat back in one of the observational positions to oversee our exercise, and from whose perspective the recording takes.

Much like the scene in The Matrix, where the protagonists appear in a black space in VR where they may “assemble everything they may need”, the environment I faced through the bridge from my position at the Electronic Chart Display and Information System (ECDIS) could be manipulated by Parkin. Islands and container ships appeared, and a few tests of my embarrassingly rusty COLREGs and ship-handling ensued.

To counteract the documented instances of ‘VR sickness’, users of VASCO can select one of 11 bridge positions that they can teleport to, negating the movement across the space that some can find disconcerting. Once in my position, I can see Paul, my instructor, sitting across from me at the radar station, and can hear the voice of the omnipotent Parkin in my ear, overseeing the exercise.

Hovering my hand over the nonfollow-up (NFU) mode gave a reassuring vibration (haptic) through the handset while the control-unit light changed

from red to green. I now had control of the ship and had multiple decisions to make. Hard to starboard to avoid the container ship ahead, but slightly to port, or avoid the vessel moving slightly faster than me, on the same heading and slightly abaft the beam? A rapid reeducation unfolded and was recorded.

Consulting my Garmin watch later that night confirmed that my heart rate had indeed spiked. The experience was immersive and comical to my colleagues in the office. After five minutes I was genuinely invested in the fate of my first cruise-ship command. Despite ostensibly also offering the chance to speak with Parkin and the team about the system, I was consistently distracted by the entirely inconsequential island on my screen and the oil rig that may cause an issue if I hold my course and conversation.

One of the most striking aspects of the experience is the way that the perspective shifts with movement. While the fidelity may not be lifelike, when you move your head the view changes, unlike other simulators that I’ve used. The stanchion that ostensibly blocks part of the view forward, like any bridge, can be peered around to reveal what is obscured. In short, a little movement can impart a lot of information. The parallax capability lends a sense

of reality missing from conventional simulators.

After a highly entertaining 20 minutes, where I managed to avoid hitting anything with the ship but succeeded in exposing the real gaps in my COLREGs and BRM, I was a convert to the technology. The potential for this system seems vast. Being viscerally immersed in a scenario, even for 20 minutes, reinforced how vital it can be to refresh skills. Parkin tells me that VASCO is designed to be completely scalable.

Not all clients have Al Seer’s fleet of yachts and officers that require refreshing, but the Kilo team is developing bespoke single-use programmes for everything from small tug-boat operators and fishing vessels to extensive fleets within the commercial and military sector.

The metaverse and VR are here to stay, and a few companies are pioneering their application in the marine sector. With VASCO, Kilo has a dynamic platform for remote-skills applications for the marine sector. For less than the price of a flight to a simulator (roughly £300 for an Oculus unit), a superyacht can conduct remote training with its bridge and deck teams. Recordable and relatable, the future of training may already be with us. JH

I now had control of the ship and had multiple decisions to make. Hard to starboard to avoid the container ship ahead, but slightly to port, or avoid the vessel moving slightly faster than me, on the same heading and slightly abaft the beam? A rapid re-education unfolded and was recorded.

Fast

The multi award winning Stratlock® Rail System from Fastmount allows for accurate and true framing for deckheads and feature bulkheads, all whilst working with the precise hidden mounting system on which Fastmount has built its name.

UKSA’s dedicated training centre offers full-board accommodation, specialised classrooms, engineering workshops, TRANSAS suites, superyacht galley and highly skilled instructors.

Officer of the Watch (Yachts less than 3000gt)

Chief Mate (Yachts less than 3000gt)

Master (Yachts less than 500gt/3000gt)

Engineering Training

Security Training

Easily accessible from Bournemouth, Southampton and London airports.

The Pacific Northwest: Our adventure continues

The Superyacht Pacific Forum will return in 2024 after a remarkable first iteration in 2022. Here, we speak to key stakeholders about exploring the northern reaches of the Pacific Northwest as a cruising destination.

SAN DIEGO

VICTORIA INTERNATIONAL MARINA

SAN FRANCISCO

LOS ANGELES

BY JACK HOGAN

After publishing an article in 2021 that highlighted the cruising potential for yachts passing through the Panama Canal into the Pacific, we now continue that journey north.

In recent years, we’ve covered the expansion of the infrastructure network catering to the growing number of vessels venturing beyond European and Floridian waters. However, the majority of industry rhetoric still focuses predominantly on traditional markets.

At TSG, we’re acutely aware of the significant investments taking place in key areas outside the Mediterranean and Caribbean hubs. Notably, the Gulf regions have witnessed jaw-dropping developments that require substantial investment, reshaping of coastlines and building infrastructure from scratch.

In contrast, much of the work done in the Pacific Northwest traces back to the end of the last ice age, when the glaciers retreated, revealing a temperate landscape of breathtaking beauty. While the support for yachts may not be quite that established, it still boasts a rich maritime heritage.

Initially appearing anomalous and ad hoc, investments in yacht servicing, berthing, chartering and other related sectors have now spread to almost every coastline bordering the world’s largest ocean. The Pacific network is more interconnected than ever, with marinas like Victoria Harbour establishing Mediterranean-service-level standards and connecting with facilities all the way down to San Diego.

The success of The Superyacht Pacific Forum 2022 reaffirmed the growing interest in this region, igniting conversations filled with a sense of potential. Ted McCumber, managing director at Feadship America, who has spent multiple seasons cruising the Pacific Northwest as captain of the iconic Savannah, among others, bestows high praise on the region.

“The Sea of Cortez and the Pacific Northwest are the two most beautiful places you would ever want to cruise,” says McCumber. “The amount of wildlife is unparalleled.”

McCumber believes more superyachts should venture to this region. “If you have a 50-metre boat, there is no reason why you can’t get here. They say there are about 27 superyachts a season up here, but there should be 270!”

The heat map associated with the region reveals significant visitation, primarily centred around the Vancouver and Victoria area since 2015. However, as McCumber points out, these numbers are focused on a relatively small number of unique yachts that extensively cruise here compared to the total number of yachts visiting the Pacific.

Steve Sidwell, one of the most experienced yacht owners in the region, has extensively cruised the furthest reaches of the coastline and has a personal connection spanning a generation. “It all started when a friend of mine chartered a boat here when we were in our early 20s, and at the end of that week, I said, ‘I’m going to own a boat’. The next year, I bought a 43-foot Bayliner, and we have been cruising the coast ever since.”

Although I believed I had a decent understanding of the Northwest coast despite never venturing as far north as British Columbia, speaking with captains and spending time on the water with Sidwell aboard his motoryacht Ascente, made me appreciate how much one misses when looking solely at largescale charts.

The coastline in this region is incredibly detailed, resembling a fractal pattern, and the cruising opportunities are virtually limitless.

“There are hundreds of islands in this area that you could explore and, most of the time, there won’t be another boat there,’ says Sidwell. “This is, without a doubt, our favourite part. We as a family

“This is a rugged coastline and you have to pay attention. But there is a great network of local knowledge up here and it is very accessible.”

can go to places where there is absolutely no civilisation and see nobody for days and weeks on end. We are out there communing with wildlife and nature. That’s what we’re after.

“Most people still don’t realise how unique it is up here. I have travelled the world and talked to dozens of captains and owners. Those who have come through here unanimously say the same thing … it is the most beautiful place they have ever cruised.”

This begs the obvious question: why is the number of yachts visiting comparably low considering how many are capable of making the trip or transit the Panama Canal?

“I think what is holding people back in many cases is that captains are not comfortable with this area. There are extreme tides, crazy currents and reefs,” says Sidwell. “The idea of breaking away after years of operating on the more conventional yachting routes and

heading north is exciting and a little daunting.”

Todd Roberts, president of Marine Group Boat Works in San Diego, echoes this sentiment and emphasises the importance of collaboration within the industry. He urges more yachts to venture beyond their usual routines and explore the diverse and expansive cruising grounds.

With a capture rate of yachts heading north over 80 per cent, San Diego and the Marine Group Boat Works facilities are the mid-point for the vast majority of yachts heading along the Pacific Northwest coast, and with that comes a level of responsibility.

“As partners in this region, it’s incumbent upon us to help that yacht make this journey accessible and that hand-off of information from one vendor to the next,” says Roberts. “I’m competing for work along this coast all the time but if the timing isn’t right,

I’m the first to provide them with Delta Shipyard’s phone number up here.”

While these destinations are breathtaking, navigating the waters requires caution, precision and local knowledge. As Sidwell wisely advises, “This is a rugged coastline and you have to pay attention. But there is a great network of local knowledge up here, and it is very accessible.”

He concludes, “If you want to visit the world’s best cruising ground, you have to push out of your comfort zone. If you prefer to stay within your comfort zone, this may not be the place for you. However, if you are willing to break free from the usual yachting routine, it’s definitely worth it.”

An official announcement of dates and programmes for the 2024 Pacific Forum will be made soon. To register early interest please email hello@ thesuperyachtgroup.com

Unique 30m-plus vessels migration analysis, 2015-2022.

RETURNING IN 2024

VICTORIA INTERNATIONAL MARINA VICTORIA, BC

UNMUDDYING THE WATERS OF SAFE NAVIGATION

Sonar’s role in collecting ocean data

Forward-looking sonar systems (FLS) are underwater imaging devices that use sound waves to create a detailed, real-time picture of

characteristics) and use it to create a more complete picture of the shallow ocean by contributing to initiatives such as the Seabed 2030 project. FarSounder sees the superyacht fleet as a potentially vital part of this effort. As the cliché goes, we have a clearer picture of the surface of Mars than we do of the seafloor.

This data is a form of passive scientific research. Additionally, as Zimmerman explains, it can be collated into a database of oceanographic data points that can complete contemporary soundings of the seafloor to improve charts for navigation. One such organisation that has used the data is the Canadian Hydrographic Service which, along with a handful of trusted other sources, has included depth measurements collected by a FarSounder customer in the Northwest Passage as part of the official chart data in the area, as shown in the graphic above.

The lack of detail worldwide to this point is because traditional hydro-

graphic surveys are expensive. The US has dedicated the largest amount of resources to its survey work and has arguably the most complete charts. However, as Zimmerman points out, sporadic surveys don’t complete the picture.

“The US has the best charts in the world, and even then more than 50 per cent of these charts are more than 50 years old. Something close to only 53 per cent of US waters have actually been surveyed, and you only get to that 53 per cent if you loosen the constraint to 100-metre resolution.”

Zimmerman goes on to highlight how this was laid bare not far from where he is based. “We have a navy base in Narragansett Bay [Rhode Island] that is the home of a couple of aircraft carriers. They are not active, but they have a 50-foot draught and an actively maintained channel to get the carriers in and out of their home berth. Around 15 years ago, a shipwreck was discovered in the

50-foot draught shipping channel that was only 27 feet deep at low tide. And that shipwreck had been there for

“So if that’s what we’re finding here, imagine what’s in other places. What debris is in a previously known and previously safe passage and likewise post-military conflict? What type of new debris is now in a previously known location? Not to mention all the traditional navigation hazards such as rocks, corals, ice and shipping containers.”

The initial safety and efficiency benefits of FLS systems are clear. They can provide detailed information about the underwater environment, including the location and size of obstacles, allowing for safer and more precise navigation.

FLS systems can help mariners better understand the underwater environment around their vessels, allowing them to make more informed decisions and avoid potential hazards. By providing advanced warning of obstacles and other hazards, FLS systems can help reduce the risk of collisions and groundings, protecting the vessel and its crew.

Thinking outside the bridge, many superyachts also now have the chance to use a system such as FarSounder to significantly contribute to initiatives such as Seabed 2030. By incrementally improving our fragmented picture of the seafloor, the safe navigation of the fleet and understanding of the oceans can improve hand in hand. JH

surveyed, and you only get to that 53 per cent if you loosen the constraint to 100-metre resolution.”

Depth measurements collected by a FarSounder customer in the Northwest Passage.

up to the image problem

SIZE DOESN’T FIT ALL … BUT IT SHOULD!

We speak candidly with current crew about their experiences of weight-based discrimination within the industry. Some names have been changed to protect the speakers’ identities.

BY GEORGIA TINDALE

Facing

If you are asked to envisage what a superyacht crewmember looks like, there’s likely to be a certain ‘look’ that immediately appears in your mind’s eye. As Beatrice, an experienced yachting masseuse, puts it, “You’ve got to be blonde, you’ve got to have blue or green eyes, be Caucasian and you’ve definitely got to be skinny.

“As one of the minority of black women working in the industry, I have also experienced the racial discrimination which comes with this particular aesthetic. My best friend is thin, with blonde hair, green eyes and is white, and her first boat was Kismet. It took her three months to find her first job, whereas it took me more than a year to find mine.”

Amy, a chief stew with 10 years’ experience, adds, “It’s all related to a set concept of how women should look in this industry. There is an expectation that you look like a supermodel because people think it supposedly looks ‘good’ with the appearance of the yacht. The industry is much harder on stewardesses than [on] captains and engineers.”

Although this may seem a somewhat archaic perspective for any employer in 2023, when speaking to current crew on board vessels in all sectors, it quickly becomes apparent that weight stigma and size-based discrimination remain rife within yachting, and that women bear the brunt of this.

The power of preferences

In an industry where the owner’s opinion of how their crew should look is paramount, tales are rife of unfair and discriminatory treatment as a direct consequence of these preferences.

“I’ve been in the industry for coming up to seven years. I have never been a skinny person and on the second boat I worked, where I was hired as the 3rd stew, the boss’s wife wanted to get rid

of me because she said I didn’t look the part,” says Sabrina.

Although the chief stew on board stood up to the owner’s wife on behalf of Sabrina, which meant she was able to keep her position on the vessel, the impact of this discriminatory treatment remains to this day.

“Due to my weight insecurities, looking for another position was incredibly stressful as I knew so many boats would think I didn’t fit their criteria of being a skinny stew,” adds Sabrina. “It still plays such a big part in my anxiety dayto-day as I think even with my great references I would struggle to find a new role.”

For Nicky, a 2nd stew on a 52-metre motoryacht, this discriminatory treatment directly resulted in her losing her job. “On my first boat, the captain and the owner’s villa stews told me that I need to lose weight because the owner doesn’t like girls that have curves, he likes the girls to be really skinny. I was fired from the position. The captain did stand up to the owner on my behalf but, at the end of the day, it was the owner who was making the decisions.”

A picture paints a thousand words

Issues around size and appearance can also rear their head when it comes to hiring practices within the industry. Elisa, a chief stew on board a 63-metre private charter vessel, explains, “A chief stew on board a 117-metre vessel I worked on didn’t offer a girl a temporary position because she was ‘too big’. I think she was about a UK size 14 at the time.” Cantleigh, an experienced chief stew, is candid about the prevalence of these kind of practices within yachting. “I’ve sat with captains who hire, literally, just by photo. They don’t even open the profiles or CVs until they’ve first judged the image. I’ve also had an owner who only allowed me to hire tiny blonde

girls with large breasts. It reduces your hiring process down to such a low level, and you lose valuable potential crewmembers along the way. It’s really sad and disappointing but it is still very much part of the industry today.”

‘Fit’ to work?

Whenever this requirement for being a certain size to work in yachting –anecdotally somewhere between a 0 and a UK size 10 for women – is raised, there are some who present the counterargument that it actually comes down to a question of fitness, and ensuring that crew are able to successfully perform the sometimes quite physically demanding role required of them.

However, as chief stew Amy says, “People of a larger size aren’t necessarily unfit, and people who are small sized are not necessarily fit either. It is much more complicated than this.” Indeed, it’s hard not to leap to the cynical conclusion that these conversations around ‘fitness’ serve as a vehicle to disguise much more tricky and uncomfortable conversations around ‘fatness’ and aesthetic considerations.

‘We don’t stock your size’

Furthermore, the question of a fixed crew uniform can also be an enabler for this kind of discriminatory practice. As 2nd stew Nicky says, “Personally, I have been looked up and down during a face-toface interview and have been told ‘I don’t think we have your size in uniform’, and I am not even that big.”

Amy agrees. “On my first boat, the entire male Italian crew told me that I had a large behind,” she says. “This made me very insecure and I was in a size 6 Smallwoods skort at the time. I ended up losing some weight and am a size 0 nowadays. At the time it was hell and it destroyed my confidence. I’ve come across a few yachts where they would

only hire girls with a skort size of 8 or less and a shirt size of L or less. They refused to order larger sizes in.”

Size-inclusive uniform

Hearteningly, however, moves are being made within the industry to create more inclusive crew uniform. Deirdre Colgan is a former charter chief stew and founder of the clothing brand Nautilus Yachtwear, based in Palm Beach County in the US.

Using her own experiences as crew as a springboard, Colgan’s company sells size-inclusive, comfortable and practical clothing for those on board, countering the idea that the crew must fit into existing uniform rather than the uniform being made to fit them.

“I want to come away from traditional sizing, while still making sure I fit the industry standard. I have been that girl crying in the fitting rooms, so I know how much unnecessary power these numbers can have over you,” says Colgan.

“At the moment, I will be looking to go up to a size 18 or 20, but I will be doing a poll and ask people, ‘How big should I go?’, ‘Who is in the market and is currently not being served?’. I want to cover as many sizes as possible because no body size is wrong or right, we all just need clothes we can work in comfortably, whatever size we are, and I don’t think there is anybody else in the industry doing that.”

Under the knife

Unsurprisingly, with so much pressure to fit into this very particular mould for how a crewmember should look, it’s common for female crew to spend their wages on cosmetic procedures. Cantleigh says, “Pretty much all of the girls I’ve worked with have done at least Botox, and I started when I was 28. When you get into the port, it is like, ‘Book in

for your laser, book in for your nails and Botox, sort yourself out’. Appearance is such a big thing.”

A sizeable problem

Although it’s difficult to gather exact data to accurately gauge the extent to which size-based discrimination affects crewmembers due to the sensitive nature of the topic, the deluge of responses we received when opening up this conversation serves as a very strong indication.

As for the impact of such discrimination on future recruitment, and what the industry should do to tackle this issue, we’ll leave the final word to Nicky.

“I recently had a conversation with a friend who really wants to join yachting and would fit in perfectly with any crew,” says Nicky. “She is hard-working, friendly, absolutely beautiful, but is a bit heavier. She mentioned that she hadn’t seen anyone her size in yachting and wanted my opinion. I had to be brutally honest with her, and told her that this industry brings you to your knees in this aspect. It is heartbreaking to have to say this to her.”

So what is the message to those occupying positions of power and hiring within the industry? For Nicky, it’s obvious. “Size shouldn’t be a factor when hiring new crew. It should be about work ethic and demeanour. Remove the photos from the CVs and base your decision on experience, references and calls with the potential candidate, not on how they look. It is 2023.” GT

If you have been affected by any of the issues raised in this article, please reach out to:

• Yacht Crew Help

• The Crew Mess

• www.iasp.info/crisis-centres-helplines

“Remove the photos from the CVs and base your decision on experience, references and calls with the potential candidate, not on how they look. It is 2023.”

“Finally, a solution with the captain in mind”

AnchorGuardian – putting safety when anchoring first.

Swiss Ocean Tech spends much time speaking with captains, and listening to their concerns and hopes when it comes to the anchoring procedure. When we ask what safety when anchoring means to them, the answers usually revolve around three main categories: protecting the environment, the people on board and the vessel itself, not necessarily always in that order. According to YETI1 research, 30 per cent of a yacht’s time is spent at anchor, so there is good reason to focus on this element. One captain’s answer was particularly revealing: “What my one deckhand interprets as one metre can easily be 10 metres for the next when anchor-ing. Safety to me is having confidence in the information I am receiving.”

Although anchoring is an age-old craft, it has not changed much over the centuries. An experienced captain still relies very much on skill, intuition and know-how. As the yachts get bigger and the crews larger, there is a strong element of trust and teamwork at play. Add to that an ever-increasing fluctuation in personnel and then, “I wish sleeping with one eye open were not so literal”, as one captain told us. This is where AnchorGuardian comes in.

AnchorGuardian is bringing safety to anchoring for sailor, ship and sea. It offers a unique innovative solution combining proprietary and state-of the-art sensors to move anchoring from reactive to proactive. The solution monitors the movement and position of a ship’s anchor, delivering intelligent data to support the crew while laying/lifting the anchor and during the entire anchoring procedure. Main functionalities include:

• Dragging distance

• Force at anchor

• Sediment detection

• Anchor roll angle

• Anchor position on electronic chart

• Chain angle at anchor

• Chain amount on seabed

• Anchor hold prediction

• Depth of anchor

The patented technology operates independent of GPS and any movement of the ship, all enabling the captain to make informed and safe decisions based on factual in real time data.

As the season moves into full swing, responsible captains must inform themselves of current regulations around the Med for both the protection of marine ecosystems and also the avoidance of heavy fines. Rash anchoring can come with a heavy price tag for both captains and owners alike. There once was a time boats could anchor freely in every and any destination they chose, but those times are changing and superyachts need to change with them. Dedicated platforms outlining existing laws should be the go-to resource when planning the travel schedule. Another captain we spoke said, “I think our oceans will be better off with AnchorGuardian because it will stop the anchor slippage situation where we are not dragging

anchor enough to re-anchor, but we are ploughing up the seabed. By warning us before our anchor drags rather than afterwards, it means we are not dragging this anchor through the seabed and destroying the environment we have come there to enjoy.” It is a coordinated effort to future-proof the industry.

To be clear, AnchorGuardian does not replace a captain or crewmember, nor does it change how one anchors. What it does do is provide intelligence about what is happening with the anchor in real time. As another captain told us, “It is putting the power where it belongs – in the captain’s hands.”

anchorguardian.com

The evolution of the superyacht nurse

Bianca Dunham, nurse and stewardess on Black Pearl, discusses on-board health care and shoreside support, as well as the particular attributes and personality required to be successful in this dual role.

BY JACK HOGAN

The on-board medical professional is becoming more widespread. Once only associated with the largest motoryachts, and in the context of the wellbeing of the guests, they are now present on a wider range of vessels. Medical-support providers such as MedAire are a phone call away, but having a professional, such as a nurse, on board to interpret, assess and treat situations adds another dimension to on-board health care.

Bianca Dunham is the nurse on board the 107-metre Oceanco Black Pearl. Having started her career at sea on a range of conservation and research vessels, she now works as both a nurse and a stewardess on one of the largest and busiest yachts in the fleet.

“My job, as with most nurses on board, is a dual role,” says Dunham. “It can be very busy with nursing work as many crews take advantage of having a medical professional on board. When I joined Black Pearl, I had to figure out the priorities. How busy we are, I am sure, is partly due to the size of the crew but it is also due to the crew taking advantage of having a medical professional on board and being cautious with medical issues.”

To this last point, it’s interesting to note that, perhaps counterintuitively at first, often the yachts with medicalsupport professionals on board are also those making the highest frequency of calls to MedAire. While many factors contribute to this, fostering a culture of communication and openness about health concerns will lead to more issues, both physical and mental, being relayed to MedAire.

Many yachts now have equipment that is complex enough to warrant a

full-time professional to maintain it. The days of a boson or chief stew giving the grab bags a cursory look during monthly safety checks have long since passed. Technology and the capacity for medical care have progressed rapidly and accelerated even further with the heightened health awareness brought on by the Covid pandemic. A specified medical professional who can take responsibility for the medical kit, much of which is highly specialised, is becoming imperative for some of the fleet.

“Another large component of the job is training,” adds Dunham. “Training the crew with equipment, running through medical journals and tracking inventories. We are a relatively large boat so we have a lot of medical kits on board. We are very lucky in that regard, but it takes a lot to maintain and track, most of which falls to me.”

So does Dunham find that the line is becoming blurred about the level of care the crew think that she can provide in her capacity as a nurse?

“Yes, and you need to be quite confident in your role and ensure that there is a well-established boundary. For example, I often need to say, ‘I am not a doctor, I cannot do that but I can recommend this course of action or to call shoreside for treatment advice’.

“Having MedAire there makes such a difference for us on Black Pearl. I have worked on other research and conservation vessels without this support and it’s a challenge. Having MedAire available at all times is a huge advantage.”

Dunham explains that dividing her time between her responsibilities as a

“For me, being part of the crew is a great help. It helps me build a level of trust that means that they are happy to come to you for support with both physical and mental health issues. They can open up to you.”

Bianca Dunham in the crow’s nest on the 107-metre Oceanco Black Pearl.

stewardess and as a nurse helps create a culture of openness and a willingness to seek treatment on board. “For me, being part of the crew is a great help. It helps me build a level of trust that means that they are happy to come to you for support with both physical and mental health issues. They can open up to you.”

The interaction that a nurse or healthcare professional has with a guest is on a level far more intimate than that of even the chief stew. In the typically stratified and compartmentalised hierarchical

structure on board, the nurse breaks through these traditional barriers and, as Dunham explains, this involves care and caution.

“These are very rich and famous people, and that can be a little intimidating. A good nurse needs to get over this and also recognise that you are still just working on someone else’s property. Yes, you are serving them as part of your dual role, but you are also a health-care professional at the same time. This certainly has its challenges.”

Dunham concludes, “To succeed as a nurse, you need to have a particular set of attributes and your personality needs to be quite specific. Not every nurse is going to be able to slot in on board a busy yacht. Anyone wishing to take on this kind of job needs to be prepared for that. You need to be flexible, adaptable and extroverted. This is not the job for what may be termed ‘the hard-arsed nurse’. It is very rewarding and challenging, and having MedAire in contact to provide support really helps.” JH

“Not every nurse is going to be able to slot in on board a busy yacht. You need to be flexible, adaptable and extroverted. This is not the job for what may be termed ‘the hardarsed nurse’.

Black Pearl.

WHAT NEXT FOR CREW IN THE POST-YACHTING LANDSCAPE?

BY GEMMA HARRIS

Is the industry doing enough to tap into the experience of those who eventually decide to jump ship?

Crew retention is a hotly debated topic within the superyacht industry. Dedicated conferences and multiple crew-survey data sets corroborate the conversations surrounding the lack of longevity and the potential reasons why. While most crew have an expiry date for the ‘right’ time to leave, what are their potential longer-term prospects? How do crew contemplate their next steps on transitioning to shore, and is the industry doing enough to pave the way?

The reasons behind leaving a vessel vary and can stem from the desire for a career change or a better work-life balance to a change in circumstances. “Not everybody is going to spend their whole lifetime working at sea, few people do, but eventually, there are a few different factors driving people ashore,” says Emma Baggett, founder of The OM, which offers life-after-yachting support.

A sea of confusion

Whatever the reason, it can be daunting for crew who do take that leap of faith from ship to shore, and many are unsure what options are available and are left wondering what skills can be transferred.

“I think what scares people the most about the ship-to-shore transition is going into a corporate environment where they fear they lack the skills and expertise,” explains Nicola Kienzle, an ex-crewmember and co-founder of Metarina, a company that connects marinas with boats.

Maria Parry, Wilsonhalligan’s shoreside recruitment consultant, says, “I speak to candidates who have no clue what they want to do or what they are

qualified even to do. They have all these skills from yachting, but when thinking about coming ashore, they have no idea what they can do with the skill set. I help them focus on which parts they enjoyed most on board and help them see a crossover.”

Simon Foulkes, senior consultant at shoreside superyacht recruitment agency SYR, adds, “Candidates working on board have difficulty in how to approach the shoreside market, and what sort of skills and outside knowledge of a yacht that potential employers are looking for. The skill set is not immediately obvious to crew.”

Ship to shore

The past year has seen a significant focus and dedication to the shoreside job market from industry recruitment agencies, highlighting a strong link between excrew and shoreside companies and the desire to retain industry knowledge and expertise. Rather than some crew, especially those in junior roles, seeing their time in the industry as temporary, the opportunities lie in creating stepping stones to a fulfilling career that develops ashore after their stint at sea.

The industry can fall short when it comes to developing and investing in crew, and therefore not ensuring the potential future talent pool has clear avenues towards shoreside roles.

Baggett explains, “There is an enormous amount of wasted talent and knowledge lost when crew drop out of the industry prematurely, which could be mitigated if crew had a more informed understanding of the sector they are entering into from the start,

supported with a realistic career plan, shifting the focus from racing through qualifications as quickly as possible, to encouraging them to take time to gain experience and enrich themselves along the way. Management companies do not currently see it as their role to sit down with crew and support their career ambitions; however, it would be worth it to try and keep these crew employed within their fleet.”

Peter Vogel, founder of Luxury Hospitality Management, says, “Not everyone can identify their value on land following a successful career at sea. It is super important to think about the next steps while employed at sea. Everyone wants to develop and when this is provided on board, it allows you to seek a direction that will support you when you decide to go on land.”

If shoreside companies shed more light on the options available to crewmembers, this could help them navigate the transition. Kienzle adds, “Companies that offer on-board training should also be open to offering courses in things such as basic managerial and business skills. While crew have a lot of great soft skills and unique knowledge, there are basic things they need on land that they won’t be used to doing on a boat.”

Keegan Leslie, another ex-crewmember and business development manager at Aquator Marine, agrees. “The industry needs more things like training, internships and yachting companies that are helping crew transition to shore life,” he says. “I don’t think this has been done yet, but it would certainly gather a lot of interest in the crew.”

Parry relates an incident where training was included in a shoreside package. “We placed someone in an admin and accounting role at a small shoreside company and they offered to pay [for] her accountancy training, which was brilliant and what we need more companies to do as candidates can then prepare themselves for the transition by retraining.”

Retaining knowledge

When it comes to the benefits for the shoreside companies, Sara Duncan, founder of Shoreside recruitment agency, says, “To have someone with onboard knowledge is a great asset for any business, for the day-to-day running of any business within yachting. There is a huge element of learning to be done by shoreside companies.”

Having an employee who knows the industry’s intricacies and understands its niche dynamics is vital. “At the end of the day, most yachting companies have some kind of crew aspect to them, to their end user or customer. The value they can add is tremendous,” says Leslie.

Kienzle adds, “Understanding my customers already was a huge advantage to me. I know how the operations work, I know the language, what is important, and it is obvious what the pain points are.”

Dan Armsden, co-founder of shoreside company Crewdentials and excrewmember, explains, “Having practical first-hand experience on board, appreciating the complexities of how yachts operate and the curve balls

“I speak to candidates who have all these skills from yachting, but when thinking about coming ashore, they have no idea what they can do with the skill set.”

Maria Parry, shoreside recruitment consultant, Wilsonhalligan

that go into the mix are key skills for shoreside companies.”

Nicola Morgan, director of Wilsonhalligan, agrees, “A certain percentage of our team is made up of ex-yachties because first-hand knowledge is definitely a huge advantage.”

It isn’t just about knowing the industry. Ex-crew tend to advocate for improvements; whether that is crew well-being, guest logistics or general management, they can see and have already experienced the problems. One recent example of a placement by Shoreside was securing a candidate a role within a wine supplier.

“Her knowledge is invaluable to them,” says Duncan. “While she isn’t a master of wine, her knowledge lies in how much wine the yachts need for a season and how they need to store it, for example. She is giving the on-board experience that the managers of the company have no clue about.”

Crew expectations

Although synergies between ex-crew and shoreside companies are evident, companies can be reticent to hire crew, sometimes because of the conceived transient nature of the roles. Foulkes says, “The biggest initial hurdle to overcome when presenting a candidate fresh off a boat [to clients] is what their story is and the reasons behind why they are coming ashore.”

Duncan explains that they also recruit wisely, getting a hold on a candidate’s transitioning situation and progress. “There are some great people

in our industry that can stay within the sector, but I think companies are frightened they don’t want to invest in someone with golden handcuffs.”

The salary differential is certainly a sticking point for some crew. When it comes to these expectations, Leslie explains, “You have to start from the bottom when you’re transitioning. The role and responsibilities aren’t equal, so the pay won’t reflect that.”

Aside from the pay bracket, another challenge for crew can be logistical. Having spent their time floating between jurisdictions when it comes to moving ashore, there can be hurdles, especially with most shoreside companies being either US- or European-based.

Leslie says, “Being South African, I didn’t have the visas and couldn’t work in Europe unless on a yacht, but Aquator offered me a fully remote job which was perfect. But it can be harder for nationalities such as South African, Kiwi and Australian when looking at opportunities on where to base themselves.”

Going it alone

The transition ashore doesn’t always have to be found within a company; the industry also tends to attract independent individuals who go on to develop their own ventures. “Crew use the money and experience gained during their on-board careers to inspire, finance and support their own successful business start-ups; this has been an increasing trend in recent years,” remarks Baggett.

Entrepreneurship is on the rise

“The industry needs more things like training, internships and yachting companies that are helping crew transition to shore life.”

Keegan Leslie, business development manager, Aquator Marine.

within yachting, and communities such as Yachting Ventures, facilitating yachting-specific start-ups, highlight this. Businesses established by ex-crew tend to have been founded on their frustration with the industry, from operational to design.

A full-circle effect

No matter how long crew have spent in the industry, leaving can be daunting, and they often find themselves at a crossroads when contemplating their next career move. If you take a senior role as an example, dropping out of the industry to retrain and reskill after being a captain isn’t the most appealing without support, especially when golden handcuffs are at stake.

However, these crossroads can be better navigated by crew and supported by shoreside companies if both took more of an active role earlier. Harnessing the talent pool and available knowledge while crew are still in the industry is advantageous for both parties. Internships and training schemes can help crew begin the transition, and companies can then nurture and invest in those who want to make the move.

The industry’s increased rotational positions can also facilitate this transition period when upskilling and training. More flexibility in time off and rotations, especially for senior crew, to upskill can benefit both the individual and the company. This additional time off can also bolster the side-hustling crew community. Running a shoreside business initially from a crew cabin

isn’t unheard of, and the more who take the initiative of setting up industryspecific businesses can only benefit the industry, so stakeholders should be privy to this.

While there are the more apparent crossovers to careers on land for crew, such as yacht management, brokerage and crew placement, there are many other industry sectors that would benefit from crew expertise, such as the multiple onshore support businesses, consultancy roles, technologically driven companies building software and apps as well as companies advocating sustainability for the industry. All these could benefit from the flow of knowledge at an early stage.

This ‘full-circle’ effect creates an exemplary cycle of talent development. As crewmembers move into shoreside roles and gain expertise, they also become valuable role models for the crew still on board. This cycle creates knowledgeable mentors nurturing the next generation, who will eventually seek their path out.

It’s crucial for the industry to recognise the potential of this shipto-shore transition, encouraging the professional growth of crew seeking opportunities ashore. The industry can tap into this talent pool by fostering a space that values and integrates ex-crew into the shoreside community.

If a crewmember can see a clearer path out – but still very much within the industry – this collaborative approach will contribute to a successful and thriving post-yachting landscape, both for the crewmember and the industry. GH

“Crew use the money and experience gained during their onboard careers to inspire, finance and support their own successful business start-ups; this has been an increasing trend in recent years.”

Emma Baggett, founder, The OM.

Tankoa Yachts – the expression of Italian excellence

50m M/Y Kinda: style and elegance for Tankoa’s second hybrid superyacht.

Motoryacht Kinda is the fourth hull in Tankoa’s successful 50-metre allaluminium series designed by Francesco Paszkowski, and the second with hybrid propulsion. Delivered to her proud owners in June 2022 and officially unveiled to the public during the Monaco Yacht Show 2022, a full photo shoot of her exterior and interior was recently completed.

“M/Y Kinda had great success during MYS 22,” says Giuseppe Mazza, Tankoa sales manager. “Her great spaces, the fantastic interior design, the stunning pool in the bow plus hybrid propulsion make her the perfect yacht where

the owner can collect unforgettable moments while enjoying cruising with family and friends, which he really did! Owner satisfaction is at the top of our goals and Kinda has exceeded our expectations.”

Kinda has the same low-rise, graceful profile as her predecessors, but an added highlight is a 5,000-litre capacity pool on the foredeck. Paszkowski’s exterior design, Tankoa’s high build quality and the option of installing hybrid propulsion were all key factors in the owner’s decision to acquire the project that was started on speculation by the shipyard.

“Kinda is the result of a concerted effort between the shipyard, the owner and our studio – a yacht truly built step by step together,” says Francesco Paszkowski. “The exteriors have also been customised while maintaining the main design characteristics of the 50-metre series such as the vertical bow, which makes it possible to increase the internal volume to 496gt, the generous swim platform in the stern, and large windows that provide continuity between interior and exterior.”

With six guest cabins, including a full-beam VIP suite and master stateroom on the main deck forward, the

Photo: Leonardo Andreoni

interior layout was tailored to the owner’s needs and on-board lifestyle.

A standout feature is the majestic main staircase with wooden steps supported by a central pillar of polished stainless steel and bannister. Also on the lower deck is a beach club and sideloading tender garage in the stern, and the crew accommodation and services forward, including a pro-spec gallery and crew mess.

Open-air areas include a very large sofa arrangement on the main deck aft, the forward lounge area and swimming pool, dining for a full complement of guests on the upper deck aft, and the spacious sundeck equipped with sunpad forward, an al fresco galley, pop-up tables and sun loungers.

“Created in collaboration with Margherita Casprini, the interior design reflects the owner’s desire for a contemporary and refined environment,” continues Paszkowski. “The coherent style is based on natural materials, glossy and matt finishes, nuances of

soft, harmonious colours for the fabrics and dark contrasting shades for some furnishing accessories.”

Brushed oak has been used for the soles and the ceilings are lacquered in light tones. Leather panels in various shades of grey with highlighted joints were chosen for the walls. Headboards covered in soft nabuk are coupled with a dark grain leather in the owner's apartment and the VIP suite, and darkbrown leather in the four guest cabins on the lower deck.

Other natural materials include the chaise longue in the main saloon uphols-tered in champagne-coloured leather, and the dark-brown leather for the Venetian blinds and chaise longue on the upper deck. The choice of furniture brands varies from Minotti for the sofas, armchairs, ottomans and coffee tables to Gallotti & Radice for the chairs, and Kettal and Talenti for the outdoor furnishings.

Sandblasted Botticino marble enriches the soles in the bathrooms, while the interplay of brown, bronze and

black streaks of the Saint Laurent Velvet and Velvet Brown marble in matt or glossy finishes embellish the bathroom wet surfaces. Even the mirrors in the bathrooms have been re-proposed in smoked and havana shades to blend with colours of the floors and walls.

Kinda builds on the experience of Bintador’s hybrid propulsion developed in collaboration with MAN and Siemens to provide three cruising modes: dieselmechanical, diesel-electric and fullelectric. In zero-emission or battery mode and diesel-electric mode the yacht is virtually silent. It is also possible to anchor at night with no noise or emissions from the generators.

Furthermore, selecting the most appropriate mode of sailing, it is possible to reduce fuel consumption and extend the servicing time of the machinery, especially the generators. Last but not least, the eco-friendly nature of hybrid propulsion means the vessel’s owners can access protected areas that other yachts cannot.

Photo: Leonardo Andreoni

Photo: Leonardo Andreoni

Photo: Leonardo Andreoni

Photo: Leonardo Andreoni

A look inside the 'Top 10' charter yacht

Sea Eagle: Set to soar

Three years after an enforced understated launch, the striking 81-metre schooner is ready to embark on a busy and challenging schedule to the furthest reaches of the Pacific.

Photo by Tim McKenna

BY JACK HOGAN

Delivered in 2020 at the height of the pandemic, Sea Eagle’s arrival on the superyacht scene was, as even Royal Huisman admits, ‘low-key’ compared with the stature it has now gained in the upper bracket of sailing superyachts.

TSG caught up with the stunning 81-metre schooner as it was completing a yard period at STP Palma ahead of a busy charter season. Cutting an imposing figure at the end of the dock, Sea Eagle has very few contemporaries for true comparison, whichever way you look at it.

As the world’s largest aluminium sailing yacht, it takes its place in the top 10, alongside Huisman’s Athena A contentious list at the best of times, the key criterion that elevates Sea Eagle relates to the word ‘sailing’. Sea Eagle’s comparatively light weight, long waterline and powerful, yet manageable, Panamax rig ensure it lives up to the cliché of being ‘a true sailing yacht’.

Originally built for a discerning owner with blue-water cruising and private usage in mind, it’s now under new ownership and ready to make a bigger splash. At the time of writing, it’s in Sweden, where it will spend the summer cruising the Nordic region before returning to the Mediterranean in late September.

According to Royal Huisman, the original brief for Sea Eagle was to “create an extremely comfortable and spacious yacht with good seakeeping and exceptional amenities for both guests and crew, offering outstanding passage-making performance so that the owner could take in as much of the world under sail as possible. A true sailor’s yacht – practical, powerful, safe and easily managed. Finally, it had to be functional, favouring simplicity and reliability over unnecessary frills.”

A walkthrough of the yacht clearly reveals that this brief has certainly

been followed. The guest accommodation is spacious but not excessive. Undoubtedly, the designers could have taken more space for the owners’ areas, considering the available volume. Instead, it’s obvious that it has been intelligently used to provide the necessary storage, working areas and crew accommodation to fulfil the rest of its brief: that of an efficient world cruiser.

In the pantheon of very large sailing yachts, Sea Eagle is in the minority. It may seem like a misnomer, but a dirty secret of some large sailing yachts is that they don’t sail as much as their smaller cousins or common conception suggests.

The reasons for this are manifold. A combination of the extreme forces at play, the danger associated with accidents and the high cost of replacement and associated lead times in case of mishaps can leave crew skittish when it comes to hoisting solely for the purposes of a passage.

“Sea Eagle has sailed over 55,000 miles in the first three years,” says its captain, Mike Douglass. “A lot of that has been under sail and without engines. It handles very well, and having the confidence to do these passages with very little engine use is a testament to the build quality.”

A contributing factor to this confidence is the fact that the massive sail area (2,580 sq m/27,770 sq ft upwind; 3,552 sq m/38,233 sq ft downwind) is spread over three masts. The hoisting and furling time is roughly equivalent to a sloop of 50 metres, meaning managing this kind of sail set-up is not as daunting as it may have been half a generation ago.

Behind this abilty is the energygeneration and management system. Electrical and hydraulic power come mainly from the twin generators. In addition, there is a hydraulic take-

SPECIFICATIONS

Type: Three-masted contemporary schooner

Exterior styling: Dykstra Naval Architects + Mark Whiteley Design

Naval architecture: Dykstra Naval Architects

Interior: Mark Whiteley Design

Builder: Royal Huisman, 2020

Accommodation: 11 owners/guests + 14 crew

Length overall: 81m/266ft

Beam: 12m/40ft

Draft: 6m/20ft

Hull speed: 22 knots

Construction: Aluminium hull + superstructure

Classification: Lloyd’s MCA (LY-3)

Main engines: 2 x 1,081kW, Caterpillar

C32

Generators: 2 x 120kW, Caterpillar C7.1

Battery system: 12kWh for peak shaving

Rig: Carbon masts + furling booms, Rondal

Air draft: 61m/201 ft

Sail area: 2,580 sq m/27,770 sq ft

upwind and 3,552 sq m/38,233 sq ft

downwind

Sails: High Roach Stratis sails, Doyle

Sail handling: Integrated Sailing System, Rondal

Photo by Jarrad Yates @superyacht_imagery

Photo by Tim McKenna

Photo courtesy of Royal Huisman

Photo by YachtingImage

Photo by YachtingImage

Photo by YachtingImage

Photo by YachtingImage

Photo by Team Sea Eagle

off from each main engine and peak shaving from the powerful battery bank, resulting in a significant volume of hydraulic capacity (500kW) – well in excess of requirements to hoist fore, main and mizzen sails simultaneously.

The 60-metre carbon Rondal masts, as with all that leave the Rondal factory, are built in one piece. The carbon-fibre roller furling booms, captive reel and drum winches, and flush deck hatches were also manufactured by Rondal, while continuous carbon-fibre standing rigging was supplied by Carbo-Link. The sail plan is then managed by Rondal’s Integrated Sail Handling System which interfaces spars, rigging, winches and sailing hardware in a custom configuration.

“Environmental impact reduction is better achievable when the vessel is responsive to the breeze and can sail by wind to the desired destination,” says Erik Wassen, of Dykstra Naval Architects. “The powerful rig geometry of Sea Eagle can be quickly adapted to the conditions encountered, allowing her to safely sail for proportionately more miles of the journey.”

Douglass adds, “When you look down the line of the great Huisman sailing yachts using similar rigs – Blue Papillon, Hyperion – they are tried and tested. We’re just running three of them side by side.”

Sea Eagle’s Panamax rigs are integral to its world-cruising credentials. The ability to transit the Panama Canal (while fitting under the Bridge of the Americas with a 61-metre clearance) means the yacht can sail from the Caribbean to the Pacific without the arduous trip around Cape Horn.

After a planned Caribbean charter season, and hopefully a racing schedule, that’s exactly where it will head. As with increasing numbers of intrepid yachts, the wilds of Central and South America await.

Large sailing yachts are idiosyncratic, none more so than Sea Eagle. They appeal to a smaller section of the charter market and have to contend with a smaller pool of prospective clients. And, at 550,000 euros per week (via Burgess as the sole CA), it’s at the sharp end of the sailing charter market.

“I have no doubt that what Sea Eagle offers more than overcomes this price point,” says Douglass. “We have a very experienced charter crew and some great sailors. The space on board, the comfort underway and the experience that we can offer, compared to what the same price gets you in the motoryacht market, it’s incomparable.”

Having been on the build crew and eventually captaining sailing yacht Vertigo, the 2011 67-metre Alloy Yachts ketch, through one of the busiest sail charter programmes imaginable, as well as more recently the 83-metre Abeking & Rasmussen motoryacht Secret, Douglass understands the finer points of successful sailing charters.

“There are minor adjustments that need to be made,” says Douglass. “For example, with a six-metre draft like we have on Sea Eagle, it’s vital to explain to guests who may not have experience on sailing yachts our limitations versus opportunities. We may not be able to get all the way into this bay, but we can offer this other experience in return.”

There are other subtleties that set Sea Eagle apart – less glamorous than

the sailing capability but no less vital for its global chartering aspirations. The Pacific specifically tests the boundaries of a conscientious vessel’s garbagemanagement systems. Ironically, many will run out of cold storage before they run out of fuel. Having systems in place to manage overlooked factors such as this is vital to effective and low-impact chartering.

As experienced charter brokers will tell you, aligning the right client with the right boat in the right place is tough. Many owners are taking their yachts on global programmes that are redefining yachting’s global boundaries. Sea Eagle is looking to follow suit.

However, the bread and butter of the charter market remains the Mediterrranean/Caribbean split season. Attracting clients to the furthest reaches of the Pacific, although richly rewarding for those willing, is still a challenge.

“Rather than sporadically picking up charters, the vision we have is to slowly build a network of charter guests that have an emotional investment in the yacht and are interested in its programme – people who have been on board, perhaps in the more traditional destinations, who we can share the yacht’s plans with and look 12 to 24 months down the line,” concludes Douglass.

“We are embarking on a busy and challenging programme. It’s great to have an owner who’s open to discussion and happy to let the expertise, both on board and in various fields or regions, guide us. Our approach is always to assess the process and make sure we are operating the boat as safely and effectively as possible.” JH

“Rather than sporadically picking up charters, the vision we have is to slowly build a network of charter guests that have an emotional investment in the yacht and are interested in its programme.”

UNDER THE HIGH PATRONAGE OF HSH PRINCE ALBERT II OF MONACO

Going ‘beyond compliance’

In every crewmember’s career, there comes a time to revisit the basics. TSG visits the team at Viking Maritime to discover how they are taking refresher training to a new level.

BY JACK HOGAN

Like growth rings on a tree, each seafarer and superyacht crewmember can measure their career by their five-year refreshers. Some insist that ‘this year will be the last’, others grumble about the inconvenience, certain they ‘know everything and don’t need to be told how to don a life jacket’.

The International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW) was first adopted by the International Maritime Organization (IMO) in 1978. It was established to create basic requirements for training, certification and watchkeeping for seafarers at an international level. For me, it was time for my second STCW 2010 refresher. Unlike previous times, it was not a rushed job, wedged between a yard period and a season.

The Maritime Skills Academy (MSA), part of the Viking Maritime Group, specialises in training. MSA offers a comprehensive range of deck, engine simulation, marine, fire and safety training courses. The MSA approach, termed ‘beyond compliance training’, advocates for further investment in maritime crew training – especially in operational firefighting – equipping crewmembers with skills and knowledge that exceed mandatory requirements.

With training centres in Portsmouth, Dover and Gibraltar, MSA provides a vast array of simulator training, including bridge-resource management (BRM), ship handling, tug operations, Polar Code, engine-room management (ERM), high voltage, STCW safety, commercial fire, medical, Global Wind Organisation (GWO) and hospitality training.

On-board drills on ISM-compliant yachts aim to keep all crewmembers as updated and well versed in safety procedures as possible. However, the reality of on-board operations is often different; busy yachts during long seasons may go months without conducting a full drill. The ‘table-top’ drill often turns into a quick chat that

placates the management company but does little to reinforce essential safety practices.

There’s a wide range of courses out there. An online search in the UK and Europe will reveal many options, reflecting the vast number of seafarers in the region. However, few offer the in-house experience of the team at Viking Maritime and the Maritime Skills Academy. Viking has used its extensive experience in the commercial maritime space to elevate the standard for superyacht crew-safety training.

The key to any training, much like school, lies in how engaging the instructors are. In my case, spending most of the course with my instructor Dean was, to pardon the pun, refreshing. Dean had a career spanning from working on cross-channel car ferries to being the chief officer on board 180m Azzam, the longest superyacht in the world. His experience brought a deeper level of understanding that had been lacking from previous courses I attended.

The pool facility, in particular, is outstanding. While many training providers use external pool facilities, the MSA Dover’s is custom designed for STCW training. The simulated storm it can replicate during the Personal Survival Craft Techniques module is both intense and exhilarating. Having a freeing hose of salt water spraying through an open life-raft flap is a quick reminder of how unpleasant a real abandon ship may be. This is complemented by full davit-mounted lifeboat, an inversion drill craft and evac chute.

“This is about more than the mandated STCW refresher obligation,” says operations director Mark Jaenicke. “This is what we call ‘Beyond Compliance’.”

The firefighting training area comprises a dozen shipping containers, welded together like a nightmarish episode of Grand Designs. Even after years of fully suited on-board drills,

spending 10 minutes inside with fires raging serves as a crucial reminder of the dire situation you wouldn’t want to face on board.

With skilled and experienced instructors, even the most nervous trainees can achieve remarkable feats after initial hesitation. Legalities aside, corporate team-building exercises could definitely benefit from taking this approach. Finding and recovering a life-weight mannequin from a burning engine room in zero visibility and ovenlike temperatures can definitely cement camaraderie.

The flooding simulation room is another fascinating challenge. While not part of the STCW course, the mock engineering pace can be flooded with freezing water from a series of burst pipes and breaches. As more and more yachts head further afield, and into potentially dangerous and isolated locations, having as near to realistic training in these high-stress scenarios may be invaluable.

Easily accessible in the port of Dover are the MSA’s on-water facilities. Launching, navigating and recovering the cumbersome SOLAS lifeboat into a busy harbour, complete with radio communications with the harbour master, is an added detail and refresher in a less familiar aspect of deck operations for many superyacht crew.

MSA and Viking are developing bespoke course offerings that can take this experience further, safely pushing the boundaries for even the most experienced crew.

“A great example is when we have a boat in, say, Holland, for a refit,” says Jaenicke shortly after my afternoon in the pool. “They can send their crew over by coach with all their equipment, and we conduct a bespoke week of firefighting and damage control.

“We can use our facilities to run them through a detailed set of circumstances specific to their operations, really testing them and their equipment in

Investing in high-quality training not only results in better safety on board, but also contributes to team cohesion and overall morale.

SOLAS lifeboat launch and recovery, Dover harbour.

pressure situations. For many of these crewmembers, their gear is relatively new. They may have only seen it during a table-top drill and it might still be in its packaging.”

Jaenicke explains that the custom safety courses have been born out of the demand from the discerning and safetyfocused cruise industry. However, conscientious yachts are beginning to recognise the layered benefits.

“We predominantly see larger yachts at the moment. We have a strong representation in the commercial and cruise sectors, so this is a natural fit for us. However, with the experience we have on site and the flexibility of our facilities, we can tailor the courses to crews of any size.”

One fleet in particular, whose name Jaenicke does not divulge, and its management have been sending its crew to MSA Dover during downtime for entirely custom courses for many years. It’s a global programme with a heavy focus on science, exploration and philanthropy, and the value in the investment is clear. Championing the safety of the crew and the vessel has a flow-on effect, with the crew feeling secure and invested in the programme, which tangibly improves retention rates.

With an impressive client list across the cruise and ferry sectors, Viking and MSA draw on a wealth of experience, from both their training history and the maritime professionals they employ to run the courses. These professionals come from an area rich in nautical

history, honed by the challenging English Channel.

One area of growth in particular, as Jaenicke points out, has been the uptake of Polar Code training. As regions such as Alaska become more stringent with their regulations regarding ice navigation, coupled with an increased number of visiting yachts, more vessels are looking to enhance their training.

“Earlier this year, we were accepted by the Nautical Institute to offer our Polar course as part of the ice pilot training programme, which is a UK first,” says Jaenicke.

Interior training sees far less attention on formal training, unlike comparable luxury sectors. Here too, Jaenicke explains, Viking and MSA have leveraged their experience to cater to the growing demand for specialised and yacht-specific training for interior teams.

“The Viking group of companies is expanding,” he says. “We now have a subsidiary entirely focused on interior training and excellence. Currently, we are working with another very large fleet of yachts. Just like with safety training, investing in a high standard of training can really pay off, especially for larger yachts.”

MSA Portsmouth recently opened its second full bridge simulator system to meet demand. “What we offer in Portsmouth is a fully bespoke training system. There are no set courses to book on to,” says Jaenicke. “When approached, we tailor it to the specific needs of the client. So we do bridge-

resource management, ship handling, safe watchkeeping as well as promotion assessments. These are all very popular in the commercial sector, and now we’re seeing more and more yachts recognising the value of this approach.”

Investing in high-quality training not only results in better safety on board, but also contributes to team cohesion and overall morale. As industry leaders such as Viking Maritime and MSA continue to innovate in training delivery, we can expect to see a seafaring workforce that’s not just competent but highly skilled, confident and dedicated to their craft.

Moving forward, the maritime industry will continue to evolve, influenced by advancements in technology, environmental regulations and regulatory compliance for training (as seen with the adoption of the Polar Code). Maritime training will have to adapt to these changes, ensuring that crewmembers are not only compliant with current standards but are also equipped for future challenges.

One can envision an increasingly tailored, technologically enriched and experiential training landscape in the near future. In this light, ‘beyond compliance’ is not just a marketing tagline, it’s about setting a higher standard and inspiring the maritime community to exceed the minimum.

By investing in comprehensive, realistic and immersive training, the industry is ensuring the safety of the current crew and also shaping the seafarers of the future. JH

Taking the Personal Survival Techniques course seriously …

TSF : CONNECT

THE OWNER DAY

We’ll host the owner of a boundarypushing superyacht that is embarking on a challenging programme. With owners as the clients sitting at the centre of all we do, it’s pertinent to explore their interests, wealth trends, and the economics of ownership.

The Definitive Superyacht Networking Platform

THE OCEAN DAY

We’ll dive into the fundamentals of the environmental impact of yachting and seek out ways that superyachts are already operating in sync with the oceans and making a positive impact through scientific research and philanthropy.

THE OPEN DAY

What is Open? At one level it is the Open-Source approach, which we discussed in 2022, about how data and information can be more readily shared. We will look at some of the innovative projects already adopting this philosophy and the stakeholders that have pioneered them.

Introducing ... Superyacht Feedback

BY JACK HOGAN

CHIRP Maritime aims to elevate safety standards via Superyacht Feedback – the first superyacht-specific programme and publication dedicated to improving safety in the maritime industry through vital knowledge-sharing, anonymous reporting, analysis and feedback.

Encouraging a culture of safety analysis

Shighlighting potential shortcomings with practices on board.

sharing of information and insights lag behind other comparable sectors. Reports from insurers and Flag states can take years and, in the meantime, the cycle of rumours and anecdotes fill the space to the detriment of the collective appreciation of important issues.

industry, CHIRP Maritime was formed 20 years ago. A UK-registered charity, it aims to improve safety in the maritime industry through vital knowledgesharing. Now, by launching Superyacht Feedback, the first superyacht-specific programme and publication, CHIRP Maritime aims to grow a culture of confidential reporting and safety analysis on board.

the needs and wants of its guests, where reputation is paramount and saying ‘no’ is difficult because of implicit ‘authority gradients’, how do we ensure that safety is not compromised?” says Adam Parnell, director maritime at CHIRP Maritime.

nuanced. All superyachts sit on a safety spectrum. Even fully ISM-compliant yachts will have 100 near misses a season and more than a few incidents. These may be reported to management but, more often than not, the conversation ends with little follow-up or constructive sharing of lessons learnt.

Maritime since I was a cadet,” says Paul Naranjo-Shepherd, chair of CHIRP’s Superyacht Maritime Advisory Board. “Working with Adam [Parnell] we decided to bring this platform to the yachting sector.”

ience, Naranjo-Shepherd is a Master Mariner, training expert, ISM auditor and safety advocate. A key consideration for Superyacht Feedback, he explains, is that it’s a yachting-specific publication.

tion to continue and welcomes confidential submissions via the CHIRP website. JH

Paul Naranjo-Shepherd, chair of CHIRP’s Superyacht Maritime Advisory Board.

Near miss approaching port

This case study examines how a dangerous approach speed and distractions on the bridge nearly led to a grounding. Adam Parnell, maritime director of CHIRP Maritime, outlines the facts and actionable points.

INITIAL REPORT

Our reporter said, “I was woken up by my second officer, who had just anchored and finished his watch. He was distressed. He had the last navigation watch forarrivalataround02:00,soasusual,the captain came to the bridge before arrival and then took over while the 2/O and look-out went to drop the anchor.

“In this case, a guest and a bodyguard arrived on the bridge just after the captain, who became distracted during the handover due to the presence of the guest who stood at the helm.

“The captain did not realise how close they were to the bay. The second officer realised that the boat was entering the bay too quickly but didn’t feel he could warn the captain who was talking to the guest. He eventually warned him as the boat entered the bay at 14 knots, narrowly missed several anchored sail-ng boats and going aground.”

CHIRP COMMENT

No matter how confident they might ordinarily be, many seafarers can find it challenging to speak up about an issue to someone senior. This is called the ‘authority gradient’ – the real or perceived difference in rank, experience or social or cultural hierarchy. Pointing out an error is especially difficult in front of an ‘audience’, particularly if they are also perceived as ‘senior’ to ourselves.

Masters and senior officers can reduce

the authority gradient by encouraging their team members to speak up – and praising them for doing so, even when the concerns are unfounded. The 2/O’s distress suggests that the captain and the company had not fostered a culture of challenge and response on board. Developing a ‘constructive challenge’ mindset within the team has additional benefits, too: crewmembers become more confident, teams work more cohesively, problems identified earlier and solutions are developed more creatively.

CHIRP and the advisory board members recommend that when guests board the vessel, they are informed during their safety briefing and familiarisation tour that during high-risk navigational phases of any passage, they should refrain from coming to the bridge or engine room. The master, who had arrived on the bridge with a guest, was distracted and not engaged with the navigation, including traffic and other hazards.

Clear communications are required concerning taking over the conn, and this was not evident. This indecision left nobody taking responsibility for the vessel’s navigation, which fortuitously narrowly avoided collision and grounding. For the second officer to be asked to leave the bridge to prepare the anchor long before it was required was bad practice. Another crewmember could assist the lookout in preparing the anchor, and the officer attends to the anchor when

the vessel has reached the anchorage position.

A very effective navigation risk-control measure which would have reduced the vessel's speed as the vessel approaches the entrance to a port, anchorage, berth or rendezvous point is to annotate the passage plan with desired speeds so that the speed of the vessel is commensurate to the risks and allows the vessel to be stopped in a controlled manner.

FACTORS IDENTIFIED IN THIS REPORT

Communication: The actual or perceived ‘gap’ between the reporter and the captain could have led to a severe incident – collisions at 14 knots are likely to result in serious personal injury and significant hull, equipment or pollution damage.

Distractions: The master should make it clear to guests that during any port approaches or high-risk navigational areas, no guests should be on the bridge to maintain focus on safe navigation. This is in everyone’s interest.

Culture: The 2/O's distress suggests that the safety culture on board needed improvement. The master should set an example and highlight this incident as a start to change the safety culture on board and in the company. The company needs to be proactive here and support the master. AP

Pressurised to make a fatal decision

INITIAL REPORT

The superyacht was anchored in a bay where jet skis had been prohibited due to the density of traffic in the anchorage and a spate of previous incidents.

The owner was on board with a fellow guest who drank heavily. They requested that the jet ski be launched. The captain explained that using jet skis was prohibited and ill-advised when inebriated. The owner and his guest were insistent, and this conversation escalated until the captain was given the ultimatum of either launching the jet-ski or being dismissed.

The captain yielded to this threat, and the jet ski launched. Shortly after, the owner’s guest had a high-speed collision with a nearby vessel. The casualty was recovered from the water, unconscious and severely injured; the crew found he was not breathing and commenced CPR, but the casualty died before emergency services arrived.

The result was one death, a traumatised crew and owner, and the captain losing his job. He remained out of work for the following two years while under investigation and threat of criminal prosecution.

Superyacht owners are often demanding and 'no' is unfamiliar to them and seen as an insult. Captains who stand their ground risk being side-lined for their professional conduct, and those that do yield to such demands potentially face even more dire consequences.

CHIRP COMMENT

The drink had clouded the judgement of the guest and the owner, but the captain knew that jet-skiing in the bay was

prohibited. Even if the owner had sacked the captain on the spot, once they had sobered up, they would most likely have realised that the captain was speaking objectively, not subjectively. However, even when it could place others in danger, it can still be hard to refuse a request or order by an owner, particularly if they are used to getting their own way or see refusal as a challenge to their authority.

In this instance, the owner bullied the captain into launching the jet ski against their professional judgement. However, a captain’s first duty is the safety of crew and passengers, and they should have refused, no matter the circumstances.

To avoid such scenarios, captains are encouraged to confirm with the vessel’s owner that they are empowered to refuse requests that put people or the vessel at risk of harm and, crucially, that they will be listened to. Ideally, this should be done as early in the professional relationship as possible – potentially even at the interview. Shrewd owners

will accept that the captain is looking after their interests.

Where such assurances are not forthcoming, this should be a ‘red flag’ to the captain that safety on board is at some point likely to be compromised. Better to seek alternative employment at that point than find oneself being threatened with the sack in the heat of the moment. CHIRP wants to state that the master has other places to report this coercion, which should be made known to the master.

KEY ISSUES RELATING TO THIS REPORT

Fit for duty: Drink had impaired the judgement of both the guest and the owner.

Pressure/culture: The owner bullied the captain into going against their professional judgement. On board, such behaviour was reflected in the safety culture (and probably the welfare culture).

A tragic outcome that stemmed from an all-too-common set of occurrences in the superyacht industry.

Even when it could place others in danger, it can still be hard to refuse a request or order by an owner, particularly if they are used to getting their own way or see refusal as a challenge to their authority.

CHALLENGE CONVENTION

We like to challenge the ordinary and explore the unknown. We create energetic campaigns driven by market insight and intelligence that ultimately form the basis of your brand and marketing strategies. If you’re tired of the ordinary, get in touch now to see how we can reinvigorate your brand ahead of the boat show season. thesuperyachtagency.com

CHALLENGE THE ORDINARY

ARE WE AT LONG LAST ADDRESSING CREW MENTAL HEALTH?

In late 2021, Quay Crew collaborated with Mental Health Support Solutions (MHSS) to create a comprehensive report exploring the mentalhealth status of crewmembers, based on a survey that received more than 1,000 anonymous responses from crew hailing from 50-plus countries. A selection of the findings can be seen in the following pages.

Among other stark revelations, the report underlines a glaring gap between management’s claims of providing mental-health services and the reality for the crew. It reveals that 89 per cent of crewmembers have never received any form of mental-health training throughout their yachting career and 62 per cent report unawareness about any mental-health policies in place.

The report also identifies a discrepancy between the management’s actions and the crews’ perception. Charles Watkins, managing director at MHSS, suggests the concept of ‘support’ extends beyond just providing a helpline, emphasising the role of on-board culture shaped largely by the leadership.

The report struck a nerve with many and was a driving factor in the formation of a working group centred on crew welfare, hosted in London in May. The superyacht industry can rightly be criticised as being far too reactive to these issues. While it was more than a year in the making, the meeting has, refreshingly, produced concrete outcomes and strategies to mitigate the trends highlighted. With crew turnover high, addressing these issues is imperative to ensure a career at sea on board a superyacht remains an attractive option.

Burn-out fatigue, stemming from an on-board culture, contributes significantly to poor mental health. This was reported by 62 per cent of respondents, followed by tension arising from harassment, bullying and abuse, which was reported by 59 per cent. Leadership roles significantly affect this as stress trickles down the ranks.

Strikingly, 22 per cent of female respondents and eight per cent of male respondents label their mental health as ‘poor’ to ‘extremely poor’, rejecting the narrative that mental-health concerns are primarily an issue for younger, less experienced crewmembers.

BY KEN HICKLING

The lack of a comfortable channel

In the aftermath of a damning crew welfare survey published by Quay Crew, business advisor Ken Hickling reports on how an industry-wide discussion is now taking place about how to tackle the root causes of the numerous issues raised …

Tackling crew mental health issues

Demographics of respondents

Reasons cited for poor mental health

to communicate about mental-health issues adds to the problem. 37 per cent of respondents felt uncomfortable discussing these issues with their head of department. Moreover, only five per cent would feel comfortable calling a 24/7 shoreside support network. The striking relationship between effective leave policies and rotation, and an inmprovement in crew mental health, and overall retention rates is also hard to ignore.

The report stresses the importance of a positive work culture and transparency in mental-health policies to retain quality crew. It further underlines the crucial role of drug and alcohol policies. With 59 per cent of crewmembers acknowledging substance misuse as a contributor to mental-health issues on board, but fewer than 20 per cent identifying it as a personal issue, Tim Clarke, director at Quay Crew, suggests more rigorous drugtesting and a re-evaluation of alcohol policies.

This report represents a significant step forward, shifting the conversation about mental health in the yachting industry from anecdotal evidence to hard data, sparking a much-needed dialogue about the mental wellbeing of crewmembers. Crucially, in this case, it has also led to a multi-sector network

CREW MENTAL HEALTH SURVEY

of key stakeholders coming together to tackle the pressing issues.

The roundtable discussion, coordinated by the UKSA and hosted at SSAFA, the armed forces charity, in London, assembled a broad spectrum of stakeholders from within the maritime industry. The list of participants included seafarer charities, training organisations, recruitment specialists, mental-health professionals, trade associations, trade unions, media groups and management companies.

From the outset, there was consensus about the root causes of the crew welfare issues. Safety and Mental Health were the central focus. The harsh realities of seafaring were universally acknowledged, with the superyacht sector being no exception. Long, antisocial working hours, compounded by cramped living conditions and limited social spaces on board, were identified as the underlying drivers. This arduous environment, with separation from society at large for significant periods, often precipitates feelings of isolation, aband-onment and loneliness.

In any workplace, interpersonal conflicts are inevitable. However, it was noted that how these situations are handled and resolved by senior crewmembers have substantial implica-

Long, antisocial working hours, compounded by cramped living conditions and limited social spaces on board, were identified as the underlying drivers of crew welfare issues.

(Left to right): Martyn Gray, executive officer, Nautilus; Kim Fry, welfare and safeguarding manager, UKSA; Ken Hickling, non-executive director, Viking Maritime Group; Tim Clarke, CEO, Quay Crew; and Stephen Morgan, Europe region director, Mission to Seafarers.

Effects of yachting on mental health

State of mental health since working in yachting

Likelihood of leaving the yachting sector due to mental-health issues

Reasons for not leaving for those considering it

NO – 62% YES – 23%

NOT SURE – 15%

Condition of mental health since working in yachting

Mental health deterioration segmented by department

CREW MENTAL HEALTH SURVEY

Mental-health issues related to amount of leave

THIS DEMOGRAPHIC IS MOST LIKELY TO SUFFER WITH POOR MENTAL HEALTH

Mental-health rating increases with the amount of leave

tions for the crew’s overall wellbeing. This holds true even more so in extreme cases of bullying, harassment and assault.

Such issues permeate the maritime sector, which lags behind its shorebased counterparts in addressing them. It’s worth noting that the passenger sector, encompassing cruise, ferry and superyacht services, has a notably higher proportion of female crewmembers. The survey data revealed a marked disparity in the mental wellbeing between male and female crewmembers, with the underlying concerns differing significantly between the two groups.

Despite these challenges, the superyacht sector does have distinct advantages when it comes to addressing these issues. The roundtable discussion explored several potential approaches, and there’s no shortage of examples of good practice that can be used to guide captains and heads of department towards positive change. Often, the shortcomings are a result of de-prioritisation in the face of more immediate demands. Raising the level of leadership skills is not an insurmountable task, and there are numerous courses available for this

purpose, including those specifically designed to cover mental-health first aid.

Alongside the roundtable group, another think tank, operating under the banner ‘Raising the Bar’, is examining the repercussions of high crew turnover. Their survey highlighted the importance of effective leadership and calculated the financial cost of crewmembers seeking better opportunities elsewhere. These findings align with those of the roundtable, emphasising the benefits of effective management for both crew and guests.

When reflecting on the survey data, one could conclude that the industry doesn’t sufficiently value its crew. Reports abound of budget holders commenting on the high crew salaries, suggesting that payment is the principal means of retaining crewmembers. This is in line with survey data that reveals the chief reason crew choose not to leave is financial.

Many onshore employers have found it is more cost-effective to lower staff turnover by creating a better working environment, investing in managerial training, and demonstrating respect and value for their staff. However,

these improvements require time and a medium- to long-term perspective.

Looking ahead, these two interest groups are entering the planning stages to address these issues. They will be developing methodologies and proposals to be implemented in due course. TSG will closely monitor both groups, with the expectation that substantial proposals and actions will be shared at TSF Connect in Amsterdam in November.

In parallel to this activity, and prompted by the recent roundtable discussions, the Seafarers’ Charity has funded some training development by the Nautical Institute which specifically addresses this issue. TSG has gained early sight of this soon-to-be-announced programme which has a pilot course scheduled for this summer.

It seems we’re now in a productive phase where concerns over crew welfare are starting to be addressed with solid actions that the superyacht sector can latch on to in a positive way – and, as we all know, all factors that contribute to increasing the excellence of the performance of crew will have a beneficial effect for our collective clients on board. KH

This information is just the tip of the iceberg. If you want to know even more about the market and its performance, we can delve a lot deeper into its nuances. To find out more about our bespoke consultancy and due diligence services, please contact Martin Redmayne: martin@thesuperyachtgroup.com

Unrivalled Superyacht Intelligence – your partners for strategic growth

When reflecting on the survey data, one could conclude that the industry doesn’t sufficiently value its crew.

THE CASSANDRA CONUNDRUM

Greek mythology introduces us to Cassandra, the daughter of King Priam of Troy. Endowed with the gift of prophecy by Apollo, she was cursed by the same deity when she rejected him. Her curse ensured that her prophetic warnings, although accurate, were dismissed. Cassandra’s predicament forms a poignant parallel to the contemporary world – the burden of knowledge with the inability to effect change.

The Titan disaster in June illustrated this modern Cassandra predicament all too well. Right from the onset, it was apparent that the catastrophe was foreseeable, if not inevitable. Our modernday Cassandras issued warn-ings that fell on deaf ears, as those who could have acted did not.

Watching the initial wave of ‘expert’ hot takes was akin to viewing a spectacle. An obscure Titanic enthusiast ensconced in their basement was suddenly entrusted with the weighty task of explaining deepsea acoustics and predicting the fate of Titan’s five passengers.

The spectacle was amplified by the global media, desperate for commentary from the extremely niche field of deep submersible exploration. This thirst for commentary was reminiscent of the media frenzy that accompanied the seizure of Russian-owned vessels a year earlier.

However, following an initial period of silence, the narrative began to shift and became more informed. Genuine experts from projects such as the Five Deeps Expedition and the Pressure Drop submersible development team began contributing informed perspectives. Their input clarified the complex aspects of classification, maritime safety and operational standards formed from generations of safe deep-sea exploration.

societies. The Guardian scrutinised the technicalities of pressure boundaries for different materials and the strict guidelines they must adhere to. CNN highlighted the lax regulations for vessels operating outside territorial boundaries.

Even though the Titan Titanic expedition ended in disaster, the response from the field was assertive and informative. They clearly outlined the measures they had tried to implement to prevent it. An exchange of emails and an open letter from industry experts revealed the precision and prescience of their warnings.

This incident underscores the potential dangers that arise when ambition is left unchecked. The superyacht industry, with its numerous layers of safety regulations, is relatively safe, but the Titan disaster sits at the far end of the same safety spectrum within which we operate. It has served as a timely reminder of the significance of these safety standards, and we shouldn’t think we are totally removed from its lessons.

As the industry continues its quest for carbon neutrality, cutting-edge designs and greater capacity for adventure, while incorporating a wide range of cutting-edge technologies, it’s crucial to remember the inherent risks involved. The lessons from the Titan disaster underscore why we adhere to standards. They must also reinforce the fact that we operate complex technologies in high-risk environments, and that the superyacht industry is a relative newcomer building on a foundation of rich maritime history.

BY JACK HOGAN

In a whirlwind of coverage, outlets like the BBC soon began dissecting the purpose and importance of classification

To paraphrase Elon Musk when commenting on the AI revolution, things are getting weird and they are getting weird fast. As we look ahead to a rapidly changing future of technology, it’s a timely reminder that those with the foresight to see the risks posed by ambition, and issue expert warnings, are not antithetical to innovation. JH

The superyacht industry should take heed from the safety warnings and prophesies that went unheeded ahead of the Titan submersible disaster, says editor Jack Hogan.

The METSTRADE Show is the world’s largest marine equipment trade show and the only truly international B2B exhibition. With excellent networking opportunities, a broad range of showcased innovations and located in one of the most beautiful cities in the world, the METSTRADE Show is an unmissable event for every professional in the marine industry.

Heading NORD, looking up at the ink-black sky, I caught sight of POLARIS, the NORTHERN STAR and other PLATINUM-coloured, far away galaxies. I was eagerly waiting to see the perpetual ICE for the first time in my life. A few hours later the RISING SUN appeared and I finally caught a glimpse of the first sharp-edged iceberg on the HORIZONS III We approached closer, and there it stood – like a gigantic, glistening PODIUM. What a contrast: a few weeks ago, I was living the Italian BELLA VITA on CAPRI under the hot summer sun, and now, I was embracing the ELYSIAN-clear cold airs and facing a LIMITLESS white, which could not possibly be HERMITAGE to any living being. A couple of moments later, from my unique AVANTAGE, I spotted the ultimate sight, the ACE: a polar bear with her cubs. What a proud, mighty HUNTRESS she was. Who could not ENVY me for being here? This arctic wilderness was THE ONE place of my lifetime that I will never forget.

Anything can happen onboard a LÜRSSEN: