The Superyacht Refit Report by The Superyacht Group

The Superyacht 219 Refit Report Q4/2023

A REPORT WORTH READING

A market analysis of the demand for teak from the refit sector

How shipyards are mitigating the rigorous demands of refit on crew

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EDITOR’S LETTER

PUTTING IN THE HARD YARDS

Marinas could play a vital role in easing the pressure on refit capacity by providing sufficient space to allow crew and contractors to carry out maintenance and improvements while in dock, suggests Jack Hogan.

BY JACK HOGAN

The Superyacht Refit Report ISSUE 219

he question of what constitutes a ‘refit’ has been discussed in these pages and elsewhere for many years, yet confusion still lingers regarding the boundaries of the word’s meaning. However, often the conversation doesn’t mention a far more intriguing term … the ‘yard period’. Semantics aside, the unambiguous fact is that there’s a shortage of adequately skilled facilities to carry out this work, regardless of the terminology used. It’s crystal clear that annual fleet launches are surpassing the available specialist refit capacity on a global scale. Very few new refit yards are coming online, and those that are will be competing for an already limited pool of skilled manpower across all levels of superyacht refit expertise. The increasing size of these vessels, and the labour and resource-intensive nature of their refits, suggest that the crowded field of large yachts vying for refit positions each autumn will soon reach breaking point. The inherently spontaneous, globetrotting nature of the fleet is becoming less centralised and less compatible with a rigid refit structure. To alleviate some of this pressure resulting from the capacity crisis, we should consider broadening our understanding of what it means to keep a vessel operational. I often speak to people in the shoreside sector who oversimplify the concept of yacht operations and refits. In this narrow view of the yachting world, boats are either in one of two states: in a dry dock at MB92 with their shafts removed and covered by a paint tent or sitting in a Caribbean marina with the welcome mat out, ready for guests to arrive.

The truth is that when guests aren’t on board (and sometimes even when they are), yachts exist in a nearpermanent state of maintenance and improvements. The resourcefulness of the crew enables a significant amount of work to be accomplished. I’ve changed propeller blades on a 70-metre yacht in the water in New Caledonia, removed engine heads through a hull shell door using a mast halyard and a rental car, and even sanded the decks at sea while sailing between charters. Yacht crews will manage a ‘yard period’ wherever and whenever they can. A marina with access for a truck and a nearby airport, for example, can become a makeshift yard where an enterprising crew can push the boundaries of the scope of work that can be done while docked at a commercial facility. Failing to recognise this reality leads to poor design decisions, especially in marinas. Yes, we do need more toplevel capacity in refit specialists and new-build yards. However, we also need more space in marinas and commercial ports to allow the crew and contractors to carry out their work effectively. How many yachts in a partially occupied new marina would trade all the shopping and restaurants for a suitable place to lift a tender or access to a dock for crane operations to remove life-saving appliances? As refit yards expand and ambitious marina projects are unveiled worldwide, marinas should think about what they could do to facilitate this vital work. The nebulously termed ‘yard period’ may yet hold the key to elevating the pressure of the capacity crisis. JH

CONTENTS

Features

The future of superyachting: A collaborative insight Professor Dr Phil Klaus and Dr Annalisa Tarquini-Pol, International University of Monaco, on the recent shifts in global wealth, the motivations behind luxury spending and the perceptions of potential owners and charterers towards the superyacht industry.

‘Now is the time to justify our existence’ Christophe Bourillon, CEO of the Professional Yachting Association (PYA), shares his thoughts on the unmanaged risk that the superyacht industry faces in the court of public opinion.

Photo: Guillaume Plisson

Guest columns

Comforts at the coalface The rigorous daily routine of a refit can be tough for crew, but certain shipyards are working hard to ensure they are content, motivated, rested and prepared for the next season.

‘If we build sustainably, they will come’ MB92’s Rob Papworth and Philippe Bernard discuss their role in the changing landscape of refit, with the emergence of new technologies, ethical challenges and a shortage of skilled workers.

Features

The teak critique We analyse the sustainability of the desire for teak decking in the industry, examine the projected increase in demand from yachts in refit and present a case for an industry-wide shift towards responsible sourcing.

CONTENTS

Features

Photo: Captain Jonathan Allan

Features

Huisfit’s efficient evolution Stefan Coronel, manager Huisfit at Royal Huisman, talks to TSG about the shipyard’s position in the changing world of refit and the lessons that can be learned from its hybrid projects.

The refits of tomorrow As advanced technologies continue to disrupt the industry, today’s shipyards are leveraging these tools to unlock more customisation while also maintaining a delicate balance between preserving the rich craftsmanship and innovation.

Reports Makeover for the modern Lusben Following the completion of a successful and extensive refit of the iconic Maltese Falcon, TSG takes a look at the resurgent Italian refit yard that had, until recently, lain dormant.

Debate to shape our future A focus on four sessions from The Superyacht Forum 2023 covering the industry’s age demographic, nuclear energy, crew welfare and measuring a vessel’s environmental footprint.

The Superyacht Refit Report ISSUE 219

Refitting for the inevitable future Feadship’s Pier Posthuma de Boer and Giedo Loeff discuss the pathways – and associated problems that will have to be overcome – to the decarbonisation of the existing superyacht fleet.

The Superyacht Report

Front cover: Maltese Falcon, refitted by Lusben.

Q4/2023

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 News Editor Conor Feasey conor@thesuperyachtgroup.com Italy Editor Dario Schiavo dario@thesuperyachtgroup.com Sustainability Editor Megan Hickling megan@thesuperyachtgroup.com Contributing Author Georgia Tindall georgia@thesuperyachtgroup.com Guest Author Gemma Harris

INTELLIGENCE

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Head of Intelligence Charlotte Gipson charlotteg@thesuperyachtgroup.com

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The Superyacht Refit Report ISSUE 219

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Guest Column by Professor Dr Phil Klaus and Dr Annalisa Tarquini-Poli

The future of superyachting: A collaborative insight Professor Dr Phil Klaus and Dr Annalisa Tarquini-Poli, together with the Superyacht Life Foundation and the International University of Monaco, delve into the recent shifts in global wealth, the motivations behind luxury spending and, notably, the perceptions of potential owners and charterers towards the superyacht industry.

One of the key revelations that emerge when talking with potential superyacht owners is a clear paradigm shift in the perception of luxury. Yachts, helicopters and private jets are now viewed through a utilitarian lens. More than just a trend, this shift in perspective reveals a deeper appreciation for the value of time – the scarcest commodity for UHNWIs. Above almost everything else, what they most appreciate are priceless experiences. This is particularly true of the younger generation in the wake of the pandemic.

for charter-based experiences over ownership. Negative experiences, high ownership costs and concerns about industry professionalism were identified as significant deterrents to ownership.

What’s most striking is the assertion that a superyacht is not merely an asset class but also part of experienced-based activities. This is a sector that was growing prepandemic and has only accelerated post-pandemic, which means there is considerable potential for growth in the superyacht sector.

Here lies a pivotal moment for the industry to evolve, address these concerns head-on and, in doing so, unlock growth opportunities through improving these aspects of its service offering and professionalism. In particular, potential owners cited the complex service eco-system as not always seeming professional and mismanaging their expectations. The industry is, for the most part, still driven from the inside-out. By embracing client-centric tools such as client journey mapping and client experience management, the industry can immediately turn the challenge into an opportunity.

Our research also brought to the forefront the challenges hindering superyacht ownership. Notably, however, there is a greater appetite

As we chart the future of superyachting, three key facets emerge. First, the emergence of one-stop shopping – a trend fostering collaboration between

The Superyacht Refit Report ISSUE 219

industry players to create a more centralised and streamlined experience. Second, a shift from conspicuous to conscious purchasing, with sustainability playing an increasingly prominent role. Lastly, the concept of ‘slow yachting’, which advocates travelling at slower pace to savour and enhance the yachting experience. Our collaborative research not only affirms the significance of the experiential nature of yachting, but also illuminates areas for improvement and highlighting critically important shortfalls that the industry can address to improve its appeal, particularly in terms of the customer journey. The industry’s growth will be forged from a collaborative and supportive spirit, where challenges become opportunities. Together, we can reshape perceptions and showcase the unparalleled experiences that superyachts offer. The journey ahead is transformative … and it’s one we’re excited to embark on together. PK & ATP

ATHOS

Best Refit / International Superyacht Society Awards 2023 Best Refitted Yacht / World Superyacht Awards 2023

REVIVING YOUR DREAM

Guest Column by Christophe Bourillon

‘Now is the time to justify our existence’ Christophe Bourillon serves as the CEO of the Professional Yachting Association (PYA). Here, he shares his thoughts on the unmanaged risk that the superyacht industry faces in the court of public opinion.

Members of the general public are also voters and, put simply, elected officials and regulators listen to the voters. Over these past few months, we’ve seen several major international regulatory organisations taking a keen interest in superyachts. At the international level, the most recent IMO Greenhouse Gas Study is taking into consideration yachts that are reported to have seen the greatest increase in total greenhouse gas emissions. In Europe, in 2024, the maritime industry will be included in the EU Emissions Trading System. Yachts are – for the time being – excluded. However, powerful environmental NGOs are lobbying the European Commission to include yachts in the new scheme. Additional regulation is likely to be forthcoming and, unfortunately, our industry, which is very fragmented in various independent sectors with very different cultures, doesn’t have any appropriate representation and lobbying power comparable to other industries that must be publicly accountable. It takes years for a company or an industry to build a positive image or a good reputation, but it takes minutes

for a crisis to destroy one. Rebuilding trust and reputation often requires transparent communication, significant changes in management or practices and genuine efforts to address the issues at hand. The reaction of the yachting industry is apathetic. One of the first anti-yacht demonstrations took place a year ago in Antibes, where a handful of activists blocked a quayside in Port Vauban and displayed a banner to protest against what they deemed to be ultra-rich ‘climate criminals’. Over the following few days, I asked colleagues in the yachting industry on the French Riviera what they made of it. The majority told me this was a one-off and it would be best to ignore it altogether. Even today, a number of otherwise informed individuals in our industry still dismiss such anti-yachting activities and sentiments. We, the industry, didn’t see it coming, but our non-existent public image is being destroyed before our very eyes. Collectively, we cannot ignore these issues and requests for public accountability. Now, we have to justify our existence. There have been some developments,

however. We are feeling environmental pressure and, over the past months, there has been an increasing number of statements and claims from yachting companies and organisations about their actions on ‘sustainable development’ and ‘sustainability’. ‘Sustainable development’ and its principles have been around for 30 years. I’ve been working in the yachting industry for little more than two years but I started my career in 1991, working at UNCED – the UN body devising sustainable development principles and key performance indicators, and I remained involved in environmental and sustainable development policymaking for most of my career. Sustainable development has been fully integrated by many industries. Compared to these industries, yachting has only discovered sustainable development recently and we do show gaps in our knowledge of sustainability. For instance, at a recent conference I attended on the future of yachting, there were several presentations and discussions on sustainability in yachting. Most participants didn’t seem to be aware of the Global Reporting

Initiative (GRI), an intergovernmental organisation that has developed sustainability reporting principles for 40 economic sectors. Any yachting company will find something appropriate for them there. In addition, most people ignored the fact that sustainable reporting is now like financial reporting: extremely organised with codes, and do’s and don’ts. In addition to the GRI, several organisations and NGOs help companies in their development of specific and appropriate sustainable development programmes. Our industry doesn’t need to reinvent the wheel and we should seek expertise on these matters from outside. This is one of the main components of an appropriate sustainable development programme. Certain key markers distinguish authenticity from greenwashing. A credible initiative incorporates external input, tapping into outside expertise to shape its standards comprehensively. Full transparency is another cornerstone, demanding clear articulation of objectives, such as specific emission-reduction targets. Crucially, independent verification serves as a litmus test for

legitimacy, with external entities rigorously assessing the fulfilment of commitments. Should deviations arise, a commitment to corrective actions becomes imperative. Lastly, a truly sustainable initiative is characterised by a commitment to continuous improvement – a dynamic approach that acknowledges the need for ongoing adjustments to ensure longterm sustainability.

them didn’t deliver on their stated objectives, including one of the most famous: the 1998 European Automobile Manufacturers Association’s pledge to reduce CO2 emissions to 140 grams per km by 2009. Since then, pledges and voluntary agreements without sanctions have become obsolete and are no longer acceptable in international energy and environmental policymaking circles.

In contrast, initiatives within the yachting industry, labelled as ‘sustainable development’, often fall short of these criteria. Without adherence to these fundamental components, such endeavours risk being dismissed as greenwashing upon closer scrutiny by knowledgeable observers.

As an industry, we can’t afford to get it wrong. If we come out publicly with flawed sustainability programmes or inappropriate industry-wide proposed solutions, we run the risk of being forced into compliance through imposed regulations and taxes.

Another example of how uninformed we seem to be on acceptable environmental procedures is that a group of leading yachting industry companies are considering adopting a ‘pledge’ regarding their collective environmental footprint – a voluntary agreement. In the late 1990s, industry voluntary agreements to reduce emissions were very popular. However, most of

As an industry, we cannot afford to get it wrong ... we run the risk of being forced into compliance through imposed regulations and taxes.

In the years to come, an important part of our activities will be to communicate the reality of yachting – what superyachts bring to the local economies and the interesting jobs to be had in our industry as one of the few where you can still live a life of adventure. You may know of the reality TV show that tells stories of crews living on and operating yachts. This portrayal couldn’t be further from the truth. We must communicate to the world the reality of yachting, not only the economic benefits and jobs created but also the fact that yachting is evolving. More yachts are being built to do explorer work, for instance. We must also communicate what we – the industry – are doing to make yachting cleaner, with due consideration for sustainable development principles. There’s one thing that we have in our industry that other industries don’t: owners who have a huge capacity for investment and, therefore, innovation. In this respect, I do believe that with enough transparency, yachting can evolve to be seen to have the same relationship with the maritime industry that Formula 1 has with car manufacturing. CB

Image courtesy of Teakdecking Systems

Market analysis of the demand for teak

THE TEAK CRITIQUE BY JACK HOGAN

The Superyacht Agency analyses the sustainability of the desire for teak decking in the industry, examines the projected increase in demand from yachts in refit and presents a case for an industrywide shift towards responsible sourcing.

here’s a pressing need to accelerate our adaption of alternative decking sources, both for the well-documented environmental and humanitarian considerations and also to maintain the operation and aesthetics of the fleet. As well as a wake-up call, it also presents a significant commercial opportunity for the industry to invest in innovative solutions.

Teak decking – assessing market size Much of the focus on the use of teak decking centres on its use in the newbuild sector. However, a more significant driver of this will probably be from yachts replacing their decking during refits in upcoming cycles. The changing demographics of the fleet towards larger yachts and design conventions for large deck areas (and teak volume) have created a substantial market for decking. While alternatives to Burmese oldgrowth teak do exist, the superyacht industry remains undeniably attached to its aesthetics and longevity. The distinct, unbroken golden hues of teak have become synonymous with classic yacht design, and the hardwearing nature of teak has been part of marine applications for hundreds of years. However, this status quo cannot continue. The high demand for teak has led to deforestation and illegal logging in Myanmar, contributing to environmental degradation, humanrights violations and damage to the reputation of companies associated with this trade. In 2021, the Council of the European Union imposed sanctions on Myanmar’s military regime, targeting its timber exports. The Environmental Investigation Agency (EIA) welcomed this move, highlighting the marine sector’s role in driving illegal teaklogging in Myanmar. While not all logging operations are highly destructive, a significant portion originates from traditionally harvested regions that are essential to Myanmar’s economy. Nevertheless, the profits from this exploitation are inevitably linked to the military junta. Burmese old-growth teak is unsustainable, has limited supply and raises substantial ethical concerns. In recent years, there have been

The Superyacht Refit Report ISSUE 219

positive developments in the industry. In 2017, a consortium of leading superyacht builders and designers, including Feadship, Heesen Yachts and Oceanco, signed the Statement of Commitment to the Global Superyacht Industry Sustainability Charter, pledging to source sustainable teak. However, the effectiveness of these self-policing initiatives remains to be seen because resistance to change is still prevalent in the industry. As with so many sustainability issues, a lack of data and reporting has hindered effective action. Without a baseline or forecast, it’s hard to quantify the issue. Responses to requests by The Superyacht Agency for data from many highprofile and conspicuous consumers on the amount of teak they used were limited. However, there was positive engagement from some suppliers and installers of teak decking, and a list of teak-decking volumes used on a wide range of superyacht projects was compiled. The analysis was fairly straightforward and took a few key considerations into consideration. Some yachts, if well maintained and relatively sedate with their operations, may never have their teak replaced. Part of the appeal of old-growth hardwoods such as teak is their longevity in marine applications. However, the majority of yachts will replace their teak sometime after between 10 and 20 years of cruising. By collating the total amount of teak decking used across a diverse set of yacht projects, ranging from a 45-metre sailing yacht to a 127-metre motoryacht, a factor of cubic metres of teak per metre of LOA was calculated and then generalised into three sub-categories: • 30-60m: 0.125 m3/LOA • 60-90m: 0.29 m3/LOA • 90m+: 0.48 m3/LOA With the volumetric increase in size relative to LOA, the sharp increase in the amount of teak use is evident, with nearly four times as much per metre in the 90m category compared to the 3060m sector. This data can then be overlaid with the 30m+ delivery numbers to give an estimation of the amount of decking in the fleet and its forecasted growth year on year. This analysis applied a conservative fleet growth factor to estimate the number of 30m+ yachts

Part of the appeal of old-growth hardwoods such as teak is their longevity in marine applications. However, the majority of yachts will replace their teak sometime after between 10 and 20 years of cruising.

delivered by 2040 at roughly 160 units per year. While there has been a limited uptake of non-teak solutions in recent years, as well as synthetic alternatives, the teak volume is roughly equal to the decking volume relative to the error margins of this analysis. For the purposes of this analysis, and based on the current fleet, ‘teak’ and ‘decking’ are used interchangeably. One of the key factors to highlight concerning the increase in decking volume is the expansion of the largeyacht fleet, especially the 90m+ sector since 2000. Of the 108 90m+ yachts in the fleet, 84 have been delivered since 2000. These large yachts have a reciprocally higher teak volume per LOA, with the most teak-intensive motoryacht analysed being well over 0.50m3 of teak per metre, and the average for this size sitting at 0.48m3. The impact this will have on the total demand from the new-build sector is outlined in Figure 1, with a conservative fleet growth estimate applied. Within these parameters, total 90m+ deliveries will level out at between six and nine per year by 2040. However, this sector still sees 4.4 per cent of the fleet accounting for 27 per cent of the teak. The number is similar for the 60-90m sector, which makes up 8.8 per cent of the fleet now, growing to 10.8 per cent by 2040 and accounting for 22.5 per cent of the teak. These two sectors combine to make up 49.5 per cent teak usage for the fleet now, growing to 54.5 per cent by 2040. This means that roughly 15 per cent of the fleet by units uses half the teak. This is a stark number now, but things get really interesting when we look further down the line. What happens when these big, multi-deck yachts with modern lines and long decks of unbroken teak start looking to replace them, especially when alternative uptake in the new-build space is still relatively small? The refit model used was relatively simple, with two overarching assumed parameters: • Yachts built after 2000 will start to replace their decks after between 10 and 20 years of operation (both the 10- and 20-year intervals displayed in Figures 2 and 3). • The new-build demand is assumed to continue at present levels, using

KEY FINDINGS

Following an analysis by The Superyacht Agency of the numbers and forecasts of the likely future demand for teak, the key findings were:

15 PER CENT OF THE FLEET ACCOUNTS FOR MORE THAN HALF THE TEAK USED

27 PER CENT OF THE TEAK IS USED BY THE 90M+ FLEET, WHICH COMPRISES 4.4 PER CENT OF THE UNITS BY NUMBER

DOUBLE LIKELY REFIT DEMAND FOR TEAK COMPARED TO THAT OF THE NEW - BUILD SECTOR BY 2040

the conservative fleet growth estimate outlined previously. Those yachts built since 2000 will also enter the teakreplacement model at the outlined 10and 20-year intervals. Demonstrating this in the data is the spike in demand in 2028 (Figure 2, overleaf ), which correlates to the reciprocal spike in deliveries in 2008 (Figure 1, overleaf ). Evidentially there is a high degree of variation between yachts and when they may choose to change their decking, but the inferred increase in demand is there, reaching a peak of around 3,000 cubic metres by 2048. As the majority of these are larger and teak-intensive yachts, even based on the overly conservative 20-year teakreplacement cycle outlined, the demand for teak each year will more than double the assumed demand per year from the new-build sector today. If these parameters are decreased to operate on a 10-year cycle, a conceivable timeframe for heavy-usage yachts with demanding owners, the trend is amplified significantly, with refit supply demand doubling the new-build demand by 2038. Teak is known for its durability and, with proper maintenance, it can last for generations. Ensuring its sustainability hinges on effective management of the resources already in use. While some areas, such as the swim platform or sun deck, experience substantial wear and require replacement, many others, like protected walkways, may still have several years of use left. The goal should be to recycle and reuse as much as possible but chemical processes in application make this difficult and many owners opt for a full-deck replacement. The commercial pressure to supply vast quantities of old-growth teak persists, and it will require a collective effort from the industry to shift towards a more sustainable solution. As Richard Strauss from Teakdecking Systems aptly puts it, “The ultra-wealthy want what they want, but there is a finite supply. “The commercial pressure for large quantities of old-growth teak still remains a significant challenge. Nevertheless, the industry has reached a pivotal moment regarding sustainability that necessitates a united effort. To shift the status quo to a more sustainable solution, we need to educate clients and

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TEAK DEMAND DATA

Figure 1: Teak useage in new builds by year, 2000-2040 30-40m

Metres3

40-60m

60-90m

90m+

2,000 1,800

Forecast

1,600 1,400 1,200 1,000 800 600 400 200 0 2000 2002 2004 2006 2008

2010

2012

2014

2016

2018

2020

2022

2024 2026 2028 2030

2032

Of the 108 90m+ yachts in the fleet, 84 have been delivered since 2000. These large yachts have a reciprocally higher teak volume per LOA, with the most teak-intensive motoryacht analysed being well over 0.50m3 of teak per metre

2034 2036 2038 2040

SuperyachtIntelligence.com

Figure 2: Teak usage in refit in 20-year intervals of yachts built after 2000 30-40m

Metres3 3,000

40-60m

60-90m

90m+

Forecast

2,500

2,000

1,500

1,000

500

2020

2022

2024

2026

2028

2030

2032

2034

2036

2038

2040

2042

2044

2046

2048

2050

Figure 3: Teak usage in refit in 10-year intervals of yachts built after 2000 30-40m

Metres3

40-60m

60-90m

90m+

4,500 4,000

Forecast

3,500 3,000 2,500 2,000 1,500 1,000 500 0 2010

2012

2014

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2016

2018

2020 2022 2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050

What happens when these big, multi-deck yachts with modern lines and long decks of unbroken teak start looking to replace them, especially when alternative uptake in the new-build space is still relatively small?

the wider industry about the benefits of alternative materials. Embracing a more diverse selection of excellent alternative wood options that are readily available is crucial.” Ultimately, if these materials are not readily available in Europe, yacht owners may opt to outfit their vessels up to the point of laying the deck and then transport them to regions with more relaxed import regulations. To safeguard these forests and their supply, this scenario must be prevented, emphasising the importance of educating the industry and clients about alternatives and presenting diverse, sustainable solutions. According to a report from the Environmental Investigation Agency (EIA), as much as 40 per cent of teak imports from Myanmar, one of the largest wood exporters, finds its way into luxury-yacht construction. This demand has spurred illegal teak logging, particularly in Myanmar where corruption and lax law enforcement have allowed the trade to flourish.

Strauss highlights a positive trend in the increasing interest among yacht owners, representatives and shipyards in understanding teak supply chains and exploring alternative solutions. This shift in perspective, noticeable even at events such as METS, may signal a turning point for the industry as it steers towards a more sustainable future for teak. Lürssen has shown its support for German-based Tesumo, whose modified wood process has been designed specifically for the yacht market. Developed as part of a research project conducted by Lürssen Shipyard and the German University of Göttingen, Tesumo uses natural, fast-growing wood, preferably from controlled sustainable forest management, as a basis and refined in a three-stage modification process. Cork is another promising alternative. It’s known for its lightweight, inherent noise damping, low thermal conductivity and sustainability. Cork oak forests capture carbon dioxide and play a vital role in air quality. Cork oak

is predominantly found in the Western Mediterranean region and North Africa, offering a sustainable source for this versatile material. Other synthetic alternatives like Flexiteek are used in specific areas of superyachts, such as helicopter-landing areas and workspaces. However, the appeal of real wood underfoot remains unmatched, providing a sensory experience that synthetic materials can’t replicate. In conclusion, as emphasised in the analysis, there’s the looming issue of a drastic increase in teak demand from the refit sector. Exacerbated by the increase in large yachts and their teakintensive designs, significant pressure is likely to come on an already strained supply chain as this fleet looks to replace its decking in the coming years. While industry players may deflect criticisms of the providence of the teak they use, the need to source a more diverse range of decking solutions and to be more efficient with current supplies is clear. JH

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

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The benefits of Boero Boero LifeCycle enhances the customer experience in painting solutions, while reducing total environmental impact. What is the service and how does it work? Through this project, Boero YachtCoatings, as a unique and preferred supplier, provides a comprehensive range of customised painting solutions and services that are designed to meet the most complex requirements of the industry, offering a continuity of support and solutions to our fleet from the initial application onwards. Our global network of international distributors and professionals is ready to deliver excellent technical service and ensure high product quality. With our commitment to excellence, we guarantee optimal performance throughout the entire lifecycle of the paint system. What are the benefits of the service and how does it solve a problem or meet a need? Boero’s excellent technical sales support in the main business hubs around the world ensures that customers receive the guidance they need to achieve the best possible results. With our carefully developed paint system, users can enjoy sustainable benefits such as the ability to repaint without removing the previous application, as it maintains its quality and good adhesion throughout the entire lifecycle, significantly reducing maintenance times in the shipyard. Additionally, using the right amount of our antifoulings and performing a correct application, the dry-dock interval can extend up to three years, reducing maintenance costs for superyachts over time. Choosing Boero as the main partner is also synonymous with sustainability in terms of respect for the oceans. After a Life Cycle Assessment study performed by Water Revolution Foundation, two of our antifoulings have been recognised as

sustainable solutions, with approximately 20 per cent reduction of an environmental impact compared to typical product performance. After this Life Cycle Assessment study performed by Water Revolution Foundation (a Dutch-based public benefit organisation, on a mission to reduce environmental impact of yachting and preserve the world’s precious oceans), two Boero antifoulings products – Magellan 630 Extra & Giraglia 633 Extra – have a 20 per cent improvement of environmental impact compared to Boero’s previous standard products. Who is the target audience for the service and how will it appeal to them? How does the service differ from similar services on the market? How does it enhance the user experience? This project is aimed at all decisionmakers in the industry, such as owners, shipyards, captains, crew, management companies, representatives, naval architects, designers, etc. For all our stakeholders, Boero Lifecycle aims to reduce the burden of finding a reliable supplier of products and services by providing accessible support wherever they are. We understand the challenges that come when you need to find a reliable supplier quickly – that’s why Boero

LifeCycle provides customers with a direct point of contact for support and assistance globally with a dedicated maintenance team following this project to cover all the requests from the market. This approach aims to give customers confidence and trust in the quality of our products and services, making the painting process as easy as possible for them. Thanks to the BYC Academy, we offer a series of courses tailored to each reality, aimed at improving the management and application of our products and enabling our customers to have autonomy and empowerment in decision-making regarding yacht maintenance. How is customer support provided and what are the available channels for communication? Ignazio Casarin, Boero’s refit and repair manager who is in charge of this project, has a long background in the chemical industry, working in the field of colours, pigments and paints for more than 20 years. Thanks to his experience in the superyacht sector, he guides and coordinates the entire team to achieve proper project management of all the services offered. “Dry docking keeps a yacht running efficiently, while a refit can radically transform the look of a yacht. Boero Yachtcoatings offers to be a functional partner for owners, shipyards and applicators, providing quality products, best technical knowledge and prompt service, which are fundamental for this crucial moment of the life of the yacht,” says Casarin. For a correct division of support provided to our customers, the market is being approached in categories for greater penetration and specialisation of the functions that will meet the needs of our main stakeholders.

Crew well-being during refit projects

Comforts at the coalface

Photo: Amico & Co / Freaklance

BY GEORGIA TINDALE

The rigorous daily routine of a refit can be tough for crew, but certain shipyards are working hard to ensure they are content, motivated, rested and prepared for the next season. The Superyacht Refit Report ISSUE 219

here’s no denying that superyacht refit projects can be very intense for all involved – from captains and project managers, to shipyards, suppliers and sub-contractors. Among a myriad of factors that have to be brought to bear for everyone to work effectively together during what can be highly pressurised periods in the rush to meet those all-important deadlines – and remain, as far as possible, within budget – there’s another vital issue that is not always considered during this time: the well-being of superyacht crew. Here, we speak to experienced crew and shipyards to discover more about the day-to-day reality of working on refit projects … A change of pace Firstly, whatever the size of the vessel and/ or scope of the works being undertaken, it’s undeniable that launching into a refit project at a shipyard represents a major shift in working patterns and lifestyle for superyacht crew across all departments. Most obviously, crew are no longer travelling the world between beautiful exotic destinations but instead find themselves working ashore, often in cold, wet and somewhat industrial locations for prolonged periods. This can be an uncomfortable and gruelling experience. Andrea Nicholas, a chief stewardess/interior manager with more than 20 years’ experience in yachting, explains, “A lot of crew find it difficult as they are either living in apartments ashore in a country where they don’t speak the language [such as Germany, France or Spain], or they are living on the boat during the refit, which can be an uncomfortable, very busy work site, often without air conditioning,

heating, running water or toilets on board. “For some crew this is the first time they have lived on their own and [they] find it difficult adjusting and generally having to cook for themselves and the usual tasks we take for granted working on a yacht.” In terms of working hours during refit projects, despite the fact that crew are no longer expected to undertake the extremely long hours which are part and parcel of guest trips, this does not mean that they get much rest. Carol Benbrook, captain on board the 52-metre Palmer Johnson yacht Sanam, says: “Yard periods can be very demanding on the crew. You might imagine that you’re going to have a nine-to-five job and have your evenings and weekends free, but most of the time you just about get home in time to have dinner and would be lucky to have a quick bit of exercise before bed. There can be a lot of pressure on the crew because the yard period is often so condensed and we are trying to get in and out as soon as possible.” Indeed, as Benbrook highlights, for those in senior crew positions in particular, there can be many plates to juggle during refit periods. “Take, for example ,the chief engineer. They might be going from working with AV/IT, back down to replacing valves or sourcing equipment, working with suppliers and yard employees, supporting juniors, watching quality control for shaft alignment and much more – and then they must report on everything they have done that day. They have to be there when the yard opens in the morning and often can’t go home until after the last contractor.”

“The shipyard project manager has a vital role to play, as the main link between the crew and the yard and contractors. They have a huge responsibility for the overall mood of the project.”

Previous page: Complex refits are often undertaken when crew numbers diminish owing to leave and training periods, but their presence is essential for optimising work periods.

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Communication is key Naturally, when the financial and other stakes of a project are so high, the successful completion of any refit project demands clear communication between all parties involved to ensure everyone is on the same page and understands the individual needs of the boat itself, to reduce the risk of any frustrations arising. Indeed, many interior crewmembers are quick to express their annoyance at irritating scenarios during refits, such as contractors neglecting to put down dust sheets before beginning their works, causing major damage to painstakingly cleaned and expensive surfaces and creating unwelcome additional work for the crew. Daniel Küpfer, managing director at Ocean Independence, believes day-today problems can be rectified through the thoughtful implementation of a project manager. “No matter whether it is a new-build or refit project, wherever you might be based in the world, you can experience a clash of cultures between the owner and the shipyard’s side, and

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this can be a source of tension,” says Küpfer. “The solution is to put people there as an interface who understand and can communicate across both cultures to help smooth things over.” Aldric Bullot, head of customer success at Monaco Marine, agrees. “The shipyard project manager has a vital role to play as the main link between the crew and the yard and contractors,” says Bullot. “They have a huge responsibility for the overall mood of the project. Communication and regular meetings and reporting, as well as being pleasant and respectful of all parties, are key to their role.”

Major refits, including paint jobs and structural modifications, often require that crew stay in on-shore accommodation for at least part of the works period.

Fantastic facilities Despite the challenges already outlined, it’s notable that many shipyards have made a significant effort in recent years to ensure crew are supported and are able to rest, recharge and relax during refit periods wherever possible, with their well-being being taken ever more seriously. Bullot adds, “At our facility, we offer various different places for crew to cook,

Photo: Guillaume Plisson Photo: Guillaume Plisson

Top: Crew area in La Seyne. Above: Superyacht crew working out at the Monaco Marine facility.

“Making crew feel welcome here is indeed a large part of our job, so we invest time and energy into getting to know them better. This ensures that everyone feels that they are working towards the same goal.”

eat, watch TV and relax, including a crew lounge. We also have a gym area and organise a variety of different activities for them to enjoy during downtime, including yoga classes, bike excursions, paintball, wine tours, beach volleyball and more. We want to make life as easy as possible for crew as we know that the shipyard environment can have a major impact on the well-being of crew.” Similarly, despite the inevitable change in pace and environment, there is no need for crew to feel isolated from their surroundings during refits. Clelia Frignani, crew services manager at Amico & Co, explains, “The shipyard becomes a new base or berth from which all operations need to be managed. Shipyards need to ensure that as many services as possible are available for crew working on the refit, as well as helping them to ensure their time off when they are here in Genoa, bridging the gap with local knowledge and turning a location into a destination.” As Frignani points out, with the pressure to complete works on schedule constantly ramping up for crew, improving their practical day-to-day experiences during the works is most vital. “On a practical note, the shipyard should provide some separate space for crew use, such as dedicated showers and toilets. At Amico & Co, these are in the

The Superyacht Refit Report ISSUE 219

marina and can be easily reached with our free shuttle. Spaces are supplemented by the provision of containers that are equipped for support, with temporary galleys and so on.” From the shipyard’s point of view, there’s also a clear business rationale for boosting crew morale, in terms of reducing employee turnover and keeping a project on track. “Making crew feel welcome here is indeed a large part of our job, so we invest time and energy into getting to know them better,” says Frignani. “This ensures that everyone feels that they are working towards the same goal, getting a great budget and time result for the owner and ensuring that he or she gets to enjoy the yacht as much as possible.” The knowledge boost Furthermore, from the perspective of both acquiring knowledge and boosting career progression, getting stuck into a refit project can also have major benefits. Toby Allies, managing director at Pendennis Shipyard, says, “What is really beneficial for crew involved with refit projects is that rather than just trying to fix something in a very short period of time during an operational period, they actually have the downtime to understand and talk it through with our in-house specialists. This gives

Photo: Amico & Co / Carlo Alberto Alessi

Waterfront Marina in front of Amico & Co’s refit shipyard contains the crew facilities, including sports pitches and a yoga and pilates studio.

them a really positive opportunity to learn the intricacies of the system in detail, and how to maintain it for as long as possible, thus improving their intellectual knowledge of their boat and the systems that keep it going.” Sean Whitney, captain of 45-metre Dubois ketch Catalina, has worked on both the shipyard and owner’s side in refits, gaining experience at Pendennis on projects including 65-metre sailing yacht Adix and 35-metre Beagle V. This has both enabled his progression up the ranks and is also something he seeks out in his own hiring process for junior crew. “When doing a refit project, you obviously have to swap your nice shorts, T-shirt and sunglasses for highvis jackets and steel-capped boots, meaning it is a very different lifestyle, but there is a lot to be gained,” says Whitney. “Personally speaking, I really like refit projects because you learn so much more about your boat and gain hands-on knowledge which you simply would never get otherwise.” He adds, “If you are looking to

become a captain, these projects are excellent for standing out in an interview with an owner. All boats need to be maintained, and you can demonstrate to them that you can handle complex projects and don’t just jump ship at the first sign of difficulty to carry on with the enjoyable sailing part.” Indeed, it’s worth noting that playing a role in a well-located refit project can also provide a jumping-off point in a crewmember’s future career or aid with the common transition to a shoreside role, thanks to those all-important connections that crew can make, both in the yard and in the local area. Manuel García, harbour master and production assistant manager at STP Shipyard Palma, says, “Thanks, in part, to our well-connected location in the superyacht hotspot of Palma, working in a shipyard like STP gives crewmembers a very extensive contact book, and they usually change boats after having passed through here. Sometimes they even stop working on board in exchange for a position on land.”

Getting your hands dirty Bearing in mind all of the above, whether refit is approached with resignation or delight at the end of a busy charter season, there’s a lot to be gained for crew when they are willing to fully immerse themselves in a refit project, accepting the highs and lows along the way. The final word on the topic can be given to Captain Kelly Gordon. Gordon is at the helm of a 33-metre Pershing which is currently undergoing refit works at Rybovich North in Florida, and she is keen to encourage a handson approach from her crew during refits. “One of my biggest bugbears among my crew is when they say about a task ‘Oh, that’s not my responsibility. I am working in interior, so I can’t help out on deck’. That really grinds my gears,” explains Gordon. “During a refit period, this is the ideal chance to forget what you think your role is, muck in, get your hands dirty and discover new skills which you never knew you had.” GT

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Refit group on a journey to net zero

BY CONOR FEASEY

achting has undergone significant transformations in recent years, and MB92 Group’s managing director Rob Papworth remains at the forefront of developments in refit through advancements in carbon-reduction strategies, resourceful infrastructure and human capital. Papworth, one of the most respected executives in the sector, underscores that moral and ethical obligations to people and the wider world drive the company’s growth and vision of the future. Sustainability and future-proofing, both in technical practices and people-management, present the most challenging force in the refit sector. “Things are changing, and I believe it’s fair to say that most people in this industry feel some sort of moral and ethical obligation to do better,” says

The Superyacht Refit Report Report ISSUE 175 ISSUE 219

Papworth. “That being said, there is still very little demand for it from an owner’s perspective. So we have opted for a ‘build it, and they shall come’ approach in terms of providing more environmentally conscious alternatives in refit and trying to educate the wider industry.” With a long waiting list and a skilled labour force renowned for producing some of the best refits on the market, the decision to insist on more sustainable refits is a bold one. However, it’s a move that MB92 can afford to make with its reputable brand and persistence in improving its green credentials over the past decade. The refit group, based out of the La Ciotat and Barcelona shipyards, has released numerous reports in recent years detailing the need for more sustainable practices in refit and the industry as a whole.

Rob Papworth, managing director, MB92 Group.

As part of its Refit for the Future programme, MB92’s partnership with Rolls-Royce aims to provide carbonreduction strategies through more efficient propulsion and energy-management systems for the global fleet of existing superyachts. An important element of the part0nership directs the fleet towards lowcarbon synthetic fuels such as BtL (biomass to liquid), HVO (hydrotreated vegetable oil) and PtL (power to liquid) like e-diesel, all of which can replace conventional diesel fuel in mtu Series 2000 and 4000 engines without any adjustments. Both firms have also agreed to share data in order to bolster further developments and research. This initiative is part of a broader push to reduce MB92’s climate footprint and marks a significant step forward in promoting greater environmental consciousness within the wider industry and outwardly to the rest of the world. “One of the reasons behind this partnership is that Rolls-Royce is a key supplier for a large part of the fleet and has a multitude of engines out there,” says Papworth. “What we can now do, with confidence, is present credible and quantifiable solutions for ships that have mtu engines.” The importance of incorporating fewer carbon-intensive practices in refits extends beyond propulsion. Shipyards must continue to integrate an increasing number of eco-friendly methods in their day-to-day operations, a commitment understood by the leadership at MB92. At both La Ciotat and Barcelona, MB92 has replaced its support vehicles with electric and HVO-powered vehicles, and even provided bicycles for workers, both on and off-site. “In terms of cost, there was the inevitable premium that you pay when initially switching to electric, but it wasn’t something we noticed if I’m honest. It was only around

“When taking that initial hit to invest in a more environmentally friendly refit, you are essentially future-proofing yourself.”

a 30 per cent increase at the start, so it’s a worthwhile investment,” says Papworth. MB92’s ambitions for a net-zero future go far beyond merely switching vehicles from diesel to electric or HVOcompatible. Instead, the refit specialists are in the process of building an entire ecosystem that aims to reduce the levels of carbon output, integrate renewable energy and conserve resources. Philippe Bernard, procurement director at MB92, says that having its own shipyards using HVO, and actively aiming to reach net zero, not only aligns with the company’s ethos but also pays dividends when promoting the technology to potential clients. There are also extensive developments underway at La Ciotat and Barcelona surrounding the planet’s most valuable finite resource. With more restrictions on the use of water in the South of France and Spain, Bernard asserts that both shipyards are working towards complete self-sufficiency. “There are different possibilities in which we are attempting to achieve this,” says Bernard. “One is collecting rainwater and another is through building a desalination plant. A third option, one of which we use already, is reusing treated grey water. All are concrete, ongoing plans.” Another environmental challenge is the disposal of plastic dustsheets, a fundamental part of any big refit or paint job. MB92’s approach is innovative. “Most of our rubbish stems from plastic, so we work with our partners, CarbonBlue, who then upcycle it and create a malleable one-metre by twometre plate sheet, which we can use to create virtually any object we want. This is typically furniture,” says Bernard. “This is another example of how we can all work together to create a less waste-intensive industry with a bit of collaboration and ingenuity.”

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“We can all work together to create a less wasteintensive industry with a bit of collaboration and ingenuity.”

Philippe Bernard, procurement director, MB92.

The industry must be earnest in its assessment of what actually constitutes a sustainable refit to ensure legitimacy and prevent any dilution of the current positive action. Yes, boats may be built and billed as being a hydrogen-diesel hybrid, but without the implementation of dedicated infrastructure, it’s little more than a ‘nice to have’ at this moment in time. This is especially true when considering that alternative fuels are in short supply and diesel is still very much the fuel of choice, not only owing to its availability but also its price point. Instead, owners should be looking to invest in other more economical services on board such as LED lights, more sophisticated heating systems and solar power. It may cost slightly more initially, but the greater efficiency will save on costs in the long run as well as being better for the planet. According to Papworth, refitting a yacht more sustainably isn’t simply about moral or ethical obligations, but also financial incentives. “Owners have to be more conscious about the resale value of their yachts,” he says. “There will be a time when more regulations and legislation come to pass, and materials or practices become outdated. When taking that initial hit to invest in a more environmentally friendly refit, you are essentially future-proofing yourself.” Papworth notes that the more economical yachts will benefit from less expensive taxes, lower interest rates and fewer cruising restrictions. This is imperative for the refit market, especially when competing for a new generation of prospective clients who are likely to buy a new yacht or build from scratch with more efficient specifications. New builds are commonly used as the reference point for the industry’s future green technologies. Advancements in propulsion, hull design, construction

materials and energy consumption have taken the new-build sector to new heights in more efficient technological achievements. However, with thousands of boats already on the water, a vast number of them are at risk of becoming obsolete as technology improves. This is something that the refit sector needs to address. The notion of a blank slate is far more attractive to a forwardthinking owner than a diesel-powered superyacht unless all the information and options available are easily accessible. In reality, transforming what was once a less economical and heavy carbon-intensive vessel into a beacon of environmentally conscious engineering at all points should be the more attractive solution. To do this, the options and their results need to be tangible. However, highlighting these results in yachting can be challenging, especially when faced with the level of secrecy desired by owners. Around five years ago, MB92 completed a full diesel-to-hybrid conversion, which was a relatively new development at the time. “We were kind of lucky in the sense that the owners were very forwardthinking, and we were able to piggyback on that in a way. And when we did it, we asked ourselves ‘Why isn’t everyone doing this?’,” says Papworth. “This is the issue with confidentiality because we want to take responsibility for the work and show people what can actually be done, but sometimes we can’t get around the red tape. “Maybe this is something we should address and include in our contracts that we won’t mention the boat’s name nor will we take pictures. However, we would like to talk about the technical solutions that have been invoked and what they mean. Otherwise, it’s a shame as it is great work. It’s quieter, uses less fuel, and although it requires a huge amount of skill and patience, it ultimately isn’t that hard to do.”

Ensuring that all aspects of a refit are taking environmental responsibility into account is difficult to do but for Bernard, as head of procurement, it’s imperative to enforce the legitimacy of a project’s overall benefits. This entails all suppliers becoming indoctrinated to the same mission and ethos as that of MB92, but this is often problematic given that refit tends to be an on-demand service and flexibility is a necessity. “This is why not only do we ensure we utilise our local supply partners as best as possible so there are limited emissions from transport, but also have a strategy in place to vertically integrate more companies within our supply chain,” says Papworth. While vertical integration provides the obvious payoff of lower costs, it also ensures greater control over the firm’s overall carbon output and resource management. Papworth’s idea of sustainability is not only concerned with propulsion, materials and the greater supply chain, it also extends to people. The company has expanded its workforce this year, increasing from 30 to more than 50 project managers. “In our day-to-day operations, we make it a point to bring in more folks for management roles,” he says. “It can be a challenge, though, especially when you’re bringing in new faces. The key is getting everyone up to speed as quickly

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Initiated in 2012, solar will be the primary energy source produced at La Ciotat by 2030, thereby closing the company’s circular economy circuit.

Papworth’s idea of sustainability is not only concerned with propulsion, materials and the greater supply chain, it also extends to people.

as possible. Speed matters, and we’re all about making sure everyone’s on the same page.” Finding skilled labour in the construction shed remains a core challenge for every shipyard, however, and it’s a problem felt universally across most labour markets in Europe. Skilled artisan labour, particularly welders, is in short supply, and very little is being done to change that in Western Europe. In other regions, apprenticeships begin for most skilled labour at 16 years old, and sometimes take more than seven years to complete. “If you look to Romania, where we have guys join us at 21 years old and [with] over 50 certificates, they look like they are 12 but are the best welders you have ever seen and are masters at whatever you need them to do in the sheds,” says Papworth. This skills shortage is a serious problem for the industry. University education has taken precedence over skilled labour, and change is necessary for the industry to have any future at all. While growth is beneficial for the company’s overall strength, retaining quality talent is of greater value. This has its challenges, with many younger industry professionals becoming increas-ingly selective in working conditions post-pandemic. “There is a greater [level] of profes-

Putting things into perspective: the biggest projects require a large workforce, so it is vital to acquire – and keep – the best talent available.

sionalism in the industry which is great. In turn, lifestyle has become more of a focus for people,” says Papworth. “For dinosaurs like me, that can be quite hard to accept, although they are probably right in thinking that. And we are trying to be more accommodating for that mindset now. Equally, if we were to take someone at 21 years old and never leave Barcelona or La Ciotat, that would be limiting to their character, lifestyle and, ultimately, the company.” The thought process behind this outlook ultimately stems from the belief that, aside from the technical aspects, refit is a human-facing industry. Refit yards provide a service and talk to people daily. That’s why employing the right people to do that is as important as hiring the best welders, brokers or captains. At the end of the day, it’s people who make projects tick and continue to propel the industry. Regulation is often cited as the future driving force behind real substantial change in the industry’s push towards decarbonisation, more sustainable construction methods and the training

of a strong, stable artisan workforce. But for Papworth and Bernard, refit and the wider industry can’t afford to be complacent and instead must take a leading role. Antifoul, paint and the use of wood are continuously noted as either being toxic to the environment or contributing to unsustainable deforestation and destruction. The MB92 executives believe that we must stay ahead of the curve to mitigate turbulence from future headwinds. While Papworth and Bernard are keeping their cards close to their chests for now, the company is currently investing and exploring alternatives to teak that use sustainable production methods through reforestation. They are also exploring more eco-friendly advancements in non-biocide derivative antifoul, while already undertaking the use of paint from renewable and nontoxic sources. All these are in various stages of development, but taking the initiative to procure what is perceivably the future of the refit sector’s supply chain before

regulatory bodies force its hand is a must. Although it would be reasonable to think that legislation will be the ultimate force of change, Papworth believes this is the wrong attitude for several reasons. “It should be on us to change, and it is the right thing to do. That is why we are taking a proactive approach and trying to make a difference in the way we operate at every level, from our construction to our supply chain to our workforce to the product.” Looking ahead, the refit sector and the entire industry have much to do in terms of building a more sustainable future. Scrutiny continues to pierce the sector, and what is ultimately needed is to make eco-friendly options more accessible. “This is what we are trying to do with all our practices,” concludes Papworth. “Companies can’t get away with greenwashing these days. People are too smart. So, as an industry, we must provide more options, with credible, tangible results, and be nimble and understanding when dealing with our workforce.” CF

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Powering the Future: Caterpillar Superyacht Systems Caterpillar Inc. has improved what is expected from reliable and future-proofed superyacht power generation. At the forefront of marine engine technology, Caterpillar Marine has once again expanded its product portfolio with the launch of its highly anticipated Cat ®C32B engine. An evolution of the reliable C32 platform, the C32B is already gaining attention within the industry. One of the most powerful 12-cylinder engines on the market, the C32B is a next-generation, high-power density V12 that is more compact, quieter and adapted for emissions regulations. Built on a proven platform, vessels powered with the C32B will be able to cruise in many of the growing number of emissions-controlled areas. The C32B marine engine is certified to all the major emissions requirements, including EPA Tier 3 recreational, IMO II, RCD II, China II, as well as IMO III. Caterpillar also provides a certified factory SCR (Selective Catalytic Reduction) system for vessels that require IMO III; this system can then be switched off when in international waters and only IMO II is needed. The connection with the bridge is vital, and the Cat MPC100 and MPC300 engine control units are designed to seamlessly integrate with Cat engines such as the C32B. Applicable for multiple Cat MPC 100

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powertrain configurations, it supports all electronically controlled Cat propulsion engines. Along with both visual and haptic feedback, the Cat MPC300 solution offers innovative redundancy and automation solutions for safety-critical applications. In the case of system failure or interference, many comparable control units leave the captain with one out of two powertrains out of service; the MPC300’s redundancy steps in, allowing the captain to maintain control of both, maintaining safe helming. The key to the continued development of the fleet will be built on the implementation of reliable and proven technologies that meet the emissions regulations. With a proven reputation for reliability, Caterpillar has taken a measured and innovative approach to

evolving its superyacht power platform and control systems. As part of this sustainability journey, Caterpillar has established seven goals to achieve by 2030, encompassing aspects of climate, the environment and safety. Caterpillar’s diverse strategy includes solutions such as lower-carbon intensity fuels, hybrid and electric drive systems, microgrids, batteries and hydrogen fuel cells. Caterpillar’s approach recognises that no single solution will suffice, given the broad range of products and industries it serves. Methanol has emerged as a likely frontrunner as a future fuel in the industry’s quest for carbon neutrality. Caterpillar has already been working diligently in this space, announcing that selected Cat 3500E series marine engines will be modified to run as a dualfuel methanol combustion engine. “Today’s energy transition represents a significant opportunity to support customers with solutions that advance sustainable operations,” said Brad Johnson, Caterpillar Marine vice president. “For the past decade, Caterpillar has worked with customers to help them reach their sustainability goals through biodiesels such as FAME and renewable diesels like HVO, and we are taking the next step to continue supporting customers in their sustainability journey.” By providing a range of solutions for alternative fuels and powertrain integration, Caterpillar Marine can offer pathways to support customers’ decarbonisation goals. Synonymous with reliability, Cat engines and control systems offer a future-proofed solution for the next-generation fleet.

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DEBATE TO SHAPE OUR FUTURE More than 800 delegates and stakeholders gathered in Amsterdam for The Superyacht Forum 2023 … and it was certainly one of the most lively yet, with hotly contested debates on topics including the industry’s age demographic, nuclear energy, crew welfare and measuring a vessel’s environmental footprint.

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Talking about our next generation The problems of recruiting new talent to the industry were painfully evident at The Superyacht Forum as delegates squeezed into the Green Room for their first TSF: Connect session of the event, hosted by Lürssen.

BY CONOR FEASEY

ho said superyachts aren’t attractive? Well, according to a few silver foxes in the ‘Building Human Capital’ session, they’re not, and that’s to the detriment of the entire industry. The sentiment in the Green Room was divided, the line seemingly drawn between either superyachting needing to rebrand to attract new talent or that people have become too soft and scared of a hard day’s graft. There’s perhaps an element of truth in both arguments, but what was unanimously agreed upon is that something has to be done – and soon. This session was one of the most hotly contested discussions of the Forum and rightfully so. It aimed to address the recruitment issue that plagues the core of the industry. The workshop ran well over time and discussions continued well into the week. The fundamental issue that drove the conversation forward is how

the industry can become more attractive to a new professional generation in the face of an ageing demographic. “We need 50,000 people in the next ten years to replace those reaching retirement,” said Martin Redmayne, chairman of The Superyacht Group, as he kicked off the session. “That’s a lot of people. When you multiply that by the number of people that will support them, you’re presented with quite a large number. And it is not just quantity, but quality. Quality is of paramount importance within the whole process.” “This is why we are here because when I look around, I see a lot of white hair or no hair at all,” added Alberto Perrone Da Zara, director of yacht services at Lürssen. “The point is, we don’t have people to build the boats anymore and I’m very concerned.” This was the overarching issue of the session; the superyacht industry is

struggling to secure and retain a skilled manual labour force. Moreover, it needs to be sourced quickly because the wide age gap between executives reaching retirement and young professionals in yachting is misaligned with the amount of talent joining the industry. According to Ben Geary, chief operating officer at Dohle Yachts, this is an epidemic across every industry. “You’ve got the fundamental issue of not having quality workers in the shipyard,” he said. “And then you go to another level where there is a level of, to be politically correct, silver tops in senior roles and little succession planning of who is the next person to take on that role in all aspects, whether that’s design, production, management, sales.” It would appear that the younger generation has simply become less interested in yachting as an industry. This is a shame, as for many delegates in

T HE SUPERYAC HT F ORUM 2023 Alberto Perrone Da Zara, director of yacht sevices, Lürssen.

the room, yachting was all they dreamed about from an early age. That magic has somehow been lost. One strategy with the potential to change this is introducing people to the industry from an early age. However, the consensus was that there are very few entry points to the industry that are actually accessible for young people. Geary added that we need to entice young people and provide them with this accessibility and said he had tried to take his daughter to a boat show after she had voiced interest in the industry but she was denied entry due to her age. Then there is the issue of financial roadblocks for other events, which usually cost hundreds of pounds, or more, to attend. “For events like TSF, we could offer free entry to people below a certain age,” added Geary. It’s true that these events are expensive, and the cost of travel is significant too. Redmayne added that TSF and METSTRADE do have an allowance for certain young people to attend but agreed that more options need to become available. Another deterrent to joining the industry seems to be its perception – that the industry isn’t sexy anymore. The word ‘sexy’ was used too much at this point of the session and once would have been enough. So let’s use the term ‘attractive’ instead – how can the

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industry become more attractive? Well, for one, people could stop using the word sexy. Two, it could use mediums that speak to the younger generation, as TV shows such as Below Deck are often cited as a reason behind a young individual seeking employment yachting. “So [do] we have to make a Netflix series about building boats now?” asked Da Zara. However, Pete Heggie, chief officer on a 100-metre yacht, thought this wasn’t such a bad idea. Young people no longer watch traditional TV, nor do they listen to the radio. There was a time when Lürssen’s apprenticeship scheme would have 20 applicants for every available position. Now, it can barely fill the slots, even with a radio advert that features an ‘attractive voice’. The youth of today consume media on their phones, Instagram, TikTok and YouTube, so these are the platforms the industry should be looking to use. “My younger cousin was using a VR set driving an F1 racecar the other day. We’re not tapping into that technology either,” added Heggie. “That’s a skill that would take years and years to build. Life is very different today, and I don’t think we’re changing fast enough.” One delegate said he was currently working on a TV series production that documented the goings-on of a superyacht shipyard. Initiatives such as this will no doubt boost awareness and

recruitment, but there were fears that this might detract from the fact that shipbuilding needs skilled workers, not D-List celebrities. Working in a shipyard is hard work, and to try and make the work seem superficially attractive to boost recruitment is counterproductive. Some delegates felt the age of the artisan was long gone, and that nowadays people are scared of hard days grafting in a construction shed. One delegate, a project manager in a shipyard in Norway, said young people avoid jobs in which they get dirty. “We will start bringing in people from the age of 15 and 16 to try to get them interested because we are lacking people on all levels, from naval architects to welders. I don’t think anyone has built a hull over 40m in the last 15 years in Norway because nobody knows how to do it.” To mitigate the lack of local talent, the shipyard is having to import workers from other countries. “We can’t get Norwegians, even though in Norway you have to pay Norwegian wages, which means you’re starting at €17 an hour,” he added. This sentiment was shared by a considerable proportion of the room but is rather rich, particularly from those whose only experience of using a hammer was to hang up their diploma in their corner office. But the lack of skilled

Delegates unanimously agreed that unless the industry changes, and soon, the industry will falter and lose talent to other burgeoning industries.

labour, particularly in the Western world, is a symptom of a wider issue. Generations of parents and various governments have prioritised university education over industry for decades. This has not only led to a deficit in the labour market, and inevitably to muchneeded immigration from countries that still take pride in manual labour, it’s also a complete oversaturation of talent for ‘white-collar’ jobs. People want job security, decent working conditions and to be paid well, and if other industries present better offers, then the superyacht industry has to be prepared to match them or meet its inevitable demise. This is a genuine fear for some yards which say they can’t compete financially for fear of bankruptcy. The fact is, we’re undeniably in competition with other industries. Shipyards are going toe-totoe with the likes of the aquaculture and oil industries, which are continuously levelling up wages and increasing rotation times. With these options on the table for a limited pool of talent, the industry must adapt to attitudes towards work in the modern era. “I’ve been a subcontractor in this industry for forty years, but we have not

There is a genuine fear for some yards which say they can’t compete financially for fear of bankruptcy. The fact is, we’re undeniably in competition with other industries.

changed the conditions that we work in,” said Alan Brosilow, vice president at Teakdecking Systems. “To attract good people to work alongside painters and plumbers all day long, we have to organise the projects better and provide better working conditions, especially in refit.” This might be difficult for older members of the industry to accept, but it’s a pill best swallowed now rather than further down the line at the expense entire superyacht ecosystem. Simmering frustrations came to a gentle boil when Carla Lemaitre of Feadship and YPY voiced her content at what had been discussed. “Are we looking for people randomly because there are no people? Or are we looking for excellence?” she asked. “We are looking for the best people, not just anyone. And this is where the focus should be. Yes, we are looking for welders. But we are not just randomly looking for welders, engineers and naval architects. We are looking for the best ones, the ones that can build the best boats in the world. And we need to be doing more to get them.” There was no doubt that most of the room agreed that the industry demands

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“When some prospective internship students, who were between 20 and 22 years old, were asked ‘Where do you see yourself in five years?’ many couldn’t reply as they don’t know what to expect from the future.”

the very best workers. But the suggestion that we selected just the best few from a pool of worldwide talent didn’t float. Heggie said you couldn’t simply pull a welder out of a hat and expect him to build an 80-metre boat perfectly. There needed to be more schemes in place for people to be trained, nurtured and, as one delegate pointed out, given the opportunity to fail. The notion that we need nothing but excellence could actually be a deterrent. Enter Chris Frisby, director of training and operations at UKSA, a youth maritime charity aiming to make the industry accessible to everyone, particularly children from disadvantaged and inner-city backgrounds. “We work with 14- to 17-year-olds, going around schools to open up their eyes to the opportunities that are out here,” he says. “Now I don’t train them, but I can educate them. And this project is completely scalable in other countries.” He noted that despite what some people may believe, there’s an appetite among young people in the UK to learn a trade or to work on board. UKSA has expanded from delivering its programme to 50 youngsters in 2021 to 800 now, with next year expected to surpass 8,500 teenagers nationwide. A significant proportion of graduates from its programmes have gone on to

seek apprenticeships in local shipyards, work on board yachts or join the Coastguard. Some people argued that this was illustrative of what the industry needed to expand and diversify where it looked for its talent, rather than just the traditional pools in affluent coastal towns. Others are having success with their educational schemes too. Tom de Vries, managing director at Feadship, explained that when the company invites schoolchildren to the shipyard, the invitation is extended to parents so they can see first-hand that working in a skilled manual labour is an attractive and viable career path. “Then when undertaking our apprenticeship schemes, they are trained by our craftsmen, but they also get their formal education from teachers in the local technical school. That way we have 90 to 100 young people every year that we educate and who leave the company with a diploma,” said De Vries. What is clear is that the superyacht industry needs to become more visible to a younger generation, whether through education, integration or marketing. Dilan Saraç, of YPY, said very little was known about the industry from the outside. Many who would thrive in the industry at all levels join more visible industries instead. Attitudes have also changed, and the industry needs to adapt.

Kim Llorente, operations manager at the Professional Yachting Association, added, “When some prospective internship students, who were between 20 and 22 years old, were asked ‘Where do you see yourself in five years?’ many couldn’t reply as they don’t know what to expect from the future.” With everything that’s happening in the world, there’s a new generation that’s filled with uncertainty. Many are searching for stability and a purpose, so by presenting a career path that is stable, interesting and adds value to people’s lives, you are far more likely to attract young, hardworking and passionate professionals. Sometimes it seems we overthink things too. Most workers simply want a secure, well-paid job and to put down the tools of their trade at the end of the day. Superyachting is attractive for a myriad of reasons, whether that is its innovation, craftsmanship or freedom, but the world has changed. The industry needs to wake up to the new attitudes and utilise the tools at its disposal that can help reach and retain a new generation of workers at all levels. It is on industry leaders to spearhead these initiatives, and if the leadership of a business, or an industry, doesn’t prepare for the next generation, then it doesn’t deserve to go on. CF

Cracking the YETI code

Water Revolution Foundation’s Yacht Environment Transparency Index, and its scoring system to monitor a vessel’s environmental footprint, sparked much interest when it was a hot topic at The Superyacht Forum.

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BY MEGAN HICKLING

t the heart of The Superyacht Forum’s workshop titled ‘YETI – Lifecycle Impact and Refit’ lay a discussion about incorporating Water Revolution Foundation’s Yacht Environmental Transparency Index (YETI) into the refitting process. This wasn’t just a presentation; it was a platform for exchanging innovative ideas, probing into YETI’s potential to guide sustainable yacht refit practices. With more than 6,000 active 30m+ superyachts in the existing fleet, it’s crucial to look beyond new builds and recognise the potential reduction savings achievable during refits. These changes, ranging from low-hanging fruit to major adjustments, can cumulatively lead to significant reductions in environmental harm across the industry. Refit is a large multifaceted system with an entire ecosystem of parties and elements involved from start to finish. The many different ways systems can contribute to improving the impacts made at this stage in a superyacht’s life cycle are challenging, but also a great opportunity. Hanna Dąbrowska, a naval architect and sustainable design specialist with Water Revolution Foundation, emphasised the importance of informed decision-making. “In our industry, it’s really not wise to make judgements on something you cannot measure or don’t know,” she said. Her words reflected the growing recognition of YETI as an invaluable tool for guiding environmentally conscious decisions in yacht refitting. The YETI tool, driven by a comprehensive set of parameters including vessel length, engine power curve and sail details, utilises Life Cycle Assessment (LCA) methodologies to quantify a yacht’s environmental impact. This scoring system not only benchmarks a yacht’s ecological footprint, but also illuminates potential areas for improvement.

Some example recommendations include adding batteries to allow for peak shaving, solar panels, exhaust treatments such as SCR and DPF, diesel-electric propulsion, heat recovery and e-heaters. Water Revolution Foundation’s database of verified sustainable solutions can also further assist in making the decision about which technologies to implement on board. When a delegate asked, “How do we change the mindset that sustainability is just as important?”, Robert van Tol, executive director of Water Revolution Foundation, replied, “We are in an emotional industry, to keep emotion involved, such as showing through YETI that a higher score is possible and getting them excited.” While yachts will face increasing regulatory and other pressures to improve environmental performance, other parties involved in the refit process will also face such pressures, which will affect the decision-making of a yacht’s refit. One example highlighted by an audience member was that the Association of British Insurers has a 2030 target of 50 per cent reduction in Scope 3 emissions (everything they insure) and net zero by 2050. So it may be the case that insurers with these goals won’t insure yachts unless they have sufficient environmental credentials to contribute to these goals. As the audience member said, “It’s not so much what’s going on now, but it’s future-proofing your yacht is what I think is really important.” Diving deeper into specifics, Water Revolution Foundation highlighted key areas for emissions reduction. It pointed out that a significant portion of a marine engine’s energy output post-combustion is heat, which is often not optimally utilised. Therefore, the adoption of heat recovery systems stands out as a promising avenue for enhancing energy efficiency during yacht refits. Although a concern may be making

“I really believe that [new] generation of owners is going to make my generation of skippers very ashamed. I think we are going to see a new generation of owners making their yachts less fossil-fuel-reliant.”

Previous page: Hanna Dąbrowska, naval architect and sustainable design specialist. Opposite (left to right): Stefan Coronel, manager Huisfit, Royal Huisman; Daniel Chatterjee, director corporate sustainability, technology, strategy and regulatory affairs, MTU Rolls-Royce Solution GmbH; Kristina Herbert, president/CEO, Ward’s Marine Electric; and Derek Munro, director, Divergent Yachting.

T HE SUPERYAC HT F ORUM 2023

these investments at refit, where the owner won’t see the benefit if the yacht is resold, it could actually improve the resale value. Also, as many of these technologies involve fuel, there could also be operational cost savings, which is a sufficient incentive for many. A captain in the audience asked what could be done by Water Revolution Foundation to ensure other sectors of the yacht service industry could score or certify all those involved in the refit service ecosystem (yacht management, suppliers, contractors, etc.), to ensure they are playing their part in following the philosophy of YETI by encouraging and providing the best possible environmental refit. While such a scheme could educate those involved with the refit services, there were also comments made across the audience that the yachting industry still has much to learn from other industries such as cruise and offshore that are seemingly much further ahead with impact improvement and sustainable practices and solutions. It seems this issue may be addressed in the future. Captain Derek Munro said,

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“I really believe that [new] generation of owners is going to make my generation of skippers, and everything else probably, very ashamed. I think we are going to see a new generation of owners doing a lot more of that kind of thing in the environment, as well as making their yachts less fossil-fuel-reliant.” This younger generation will drive change in today’s owners by putting pressure on the older generations, or they are already making these decisions themselves, and we are starting to see that there is more emotion connected to reducing environmental impact. Another sector involved in the refit that also stands to gain from encouraging a better refit is the shipyard, particularly as the new Corporate Sustainability Reporting Directive (CSRD) regulations will require information on the yard’s actions and performance in improving its sustainability credentials. Stefan Coronel, manager Huisfit at Royal Huisman, pointed out that shipyards “have to put more effort into producing ESGs, and live by them”. We’ve already seen that specialist refit yards such as Amico & Co, MB92 and Cantieri

Rossini have been at the forefront in improving their sustainability and publishing documents on their efforts and intentions to improve. Working with a forward-thinking yard could also allow for improvements to the impact of the yacht at the planning stage. Coronel said, “You need plenty of time to prepare yourself for a proper sustainable project.” An example given by Munro was if you can reduce the number of trucks needed to deliver the same amount of equipment to the yard by combining deliveries, you’ll reduce the impact without any additional cost to the owner. One of the key distinctions highlighted was that there are two types of refit: a required class survey refit that is small and fast, and a more intrusive, complex and large refit, where the yacht can be on the dry for a number of months to improve major elements. It’s this larger refit where there is the opportunity for YETI to be used to improve the impact. It was also evident that there was still some uncertainty from the industry representatives who attended the workshop about the wider point scoring of YETI, hence confusion on how to understand the change in score from refit activities, and so there was a desire for Water Revolution Foundation to better explain the system to the industry. However, the fundamental question was more philosophical: why would an owner consider getting a YETI score with a personal desire to improve the environmental impact of their yacht when many feel that only regulation and governance will drive this among owners? Overall, the workshop managed to provide some education on how YETI can help inform a refit and recognise the changes made to reduce a yacht’s environmental impact, alongside a healthy discussion about how else different parts of the industry can contribute to reduce the overall impact of a refit project. MH

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Are we on the brink of the nuclear option? BY DARIO SCHIAVO

Once again, The Superyacht Forum laid the groundwork for a lively and fruitful discussion on various crucial topics, including the use of nuclear power in yachting. The discussion drew out strong responses … The Superyacht Refit Report ISSUE 219

he post-World War II era witnessed the development of the first submarines designed to harness energy from a nuclear reactor for propulsion. The President of the United States, Dwight D. Eisenhower, also considered nuclear power in maritime applications. Thanks to him Savannah, the first nuclear merchant ship, was launched on 23 March, 1962. Around the same time, other vessels such as the German Otto Hahn, the Japanese Mutsu and the Russian Sevmorput were also launched. Of these, Sevmorput is still operational. Some may wonder why submarines or aircraft carriers already operate with nuclear technology, while yachting and commercial shipping are still waiting. The answer is simple: these are military vessels, not subject to regulations such as SOLAS. Additionally, the nuclear technology used in military ships has been different and classified. Certainly, the costs associated with building these ships were one reason why nuclear propulsion didn’t further develop in the civilian sector. Moreover, the economic advantage of using fossil fuels made nuclear propulsion economically less competitive. However, today, with the increasing need to decarbonise the industry, mechanisms such as carbon taxes and new business models introduced by nuclear start-ups are bringing nuclear energy back into play for naval propulsion. What we want to address is why, despite the notable achievements previously mentioned, nuclear technology has not yet been adopted in yachting. The workshop during The Superyacht Forum, featured experts such as Chris Boreham, chief marine surveyor, Bermuda Shipping & Maritime Authority; Engel-Jan de Boer, yacht segment director, Lloyd’s Register; Øyvind Gjerde Kamsvåg, chief designer, Ulstein; and Patrizio Di Francesco, EMEA special projects manager, RINA, and it provided some interesting conclusions.

Chris Boreham, chief marine surveyor, Bermuda Shipping & Maritime Authority (left); and Engel-Jan de Boer, yacht segment director, Lloyd’s Register (right).

It emerged that although the use of nuclear reactors in yachts remains a distant and challenging goal for most builders, applying this technology would undeniably contribute to ecosustainability, a focal point for the future projects of nearly all shipyards worldwide. It’s clear that the yachting industry is aiming to significantly reduce the total CO2 emissions released into the atmosphere each year. To understand how close we are to having nuclear technology on board a superyacht, we need to assess the current state of the art and examine the previously mentioned issues that will make nuclear energy play an increasingly crucial role in the future. It’s evident to all that the cost of alternative fuels is steadily increasing, subject to gradual price volatility and limited availability. In contrast, the new technologies underlying reactors offer very high levels of safety. Additionally, according to projections from leading economists, operational costs will be at least equivalent to those of hydrocarbons at today’s prices. “All alternative fuels that are being discussed have a lower energy density than fuel oil,” said Boreham. “If we want to improve on the performance and energy efficiency of our industrial systems, as far as I’m concerned, this is the only realistic way to progress technology right now.”

Exploring the advantages of nuclear power as a marine fuel reveals that nuclear reactors occupy significantly less space than alternative fuel engines, require no regular maintenance and don’t need operational personnel. Furthermore, nuclear power eliminates the need for regular stops for refuelling, resulting in significant time and cost savings. Advocates of this technology also focus on emissions because it has been proven that nuclear operation produces no emissions. Additionally, managing spent fuel seems straightforward because much of the waste can be used to produce energy with next-generation nuclear technologies. During the workshop, the risks and disadvantages of this technology were not overlooked. Common perception and understanding among users are crucial factors to consider given the potential environmental impact of nuclear energy which has often sparked opposition from communities and environmental organisations. The disposal of radioactive waste requires safe and sustainable solutions to avoid environmental contamination. Nuclear energy systems must be managed through rigorous measures to ensure that any accidents have minimal consequences. After years of in-depth studies, the

“There are some larger shipping companies with very large vessels who are now looking at the feasibility, [and] in fact are very close to ordering nuclear-powered.”

“Significant efforts in terms of investment will be needed to reach the first prototypes and to marine them. It’s a real epochal change, like when we transitioned from sail to motor propulsion.”

best solution today is fourth-generation reactors and small modular reactors (SMR), representing the latest innovations in fission reactor technology, currently in the prototype and construction phases. These reactors offer higher efficiency and safety than their predecessors, producing fewer waste products and reducing management costs. Fourth-generation reactors operate on completely different principles because they are reactors with very low radioactivity, making them easier to manage. Fourth-generation reactors can be divided into two main categories: thermal reactors and fast neutron reactors. Their capacity to provide up to 1,500MWe makes them a powerful energy solution. A more compact variant is represented by small modular reactors, capable of delivering about 300MWe. Among fourth-generation thermal reactors, the Very High Temperature Reactor (VHTR) reaches temperatures close to 1,000ºC, using graphite as a moderator and helium or molten salts as coolants. Other examples include molten salt reactors (MSR), using fluoride molten salts as coolants, and supercriticalwater-cooled reactors (SCWR), using supercritical water as a coolant. Fast neutron reactors lack a moderator. Among these, the gas-cooled fast reactor (GFR) uses helium as a coolant, while the sodium-cooled fast reactor (SFR) and the lead-cooled fast reactor (LFR) use sodium and lead respectively as cooling fluids. Small modular reactors are designed for modular and dispersed applications, featuring smaller

dimensions. These cylindrical reactors, with a height ranging from 20 to 25 metres, can generate about 300 MW of electrical power, offering flexible and scalable solutions. “As you can imagine, there are some of the larger shipping companies with very large vessels, for example, container ships and tankers and bill carriers who are now looking at the feasibility, [and] in fact are very close to ordering nuclearpowered,” said de Boer. One of the most advanced examples of what could be a nuclear propulsion installation on board is Ulstein’s Ship Design Concept, a prototype demonstrating how nuclear power can meet the challenge of zero emissions. Ulstein has launched ULSTEIN

(Left to right) Øyvind Gjerde Kamsvåg, chief designer, Ulstein; Engel-Jan de Boer, yacht segment director, Lloyd’s Register; Patrizio Di Francesco, EMEA special projects manager, principal engineer, RINA; Chris Boreham, chief marine surveyor, Bermuda Shipping & Maritime Authority .

T HE SUPERYAC HT F ORUM 2023 ULSTEIN THOR, a 149-metre 3R design, which features a thorium molten salt reactor (MSR) to generate electricity. Helicopter deck and retractable hangar

Drone hangar Helicopter deck and drone deck

ULSTEIN X-STERN®

Accommodation for 60 crew

100MWe battery divided in four battery room Four 5MWe turbines

THOR, a 149-metre 3R (replenishment, research and rescue) design featuring a thorium molten salt reactor (MSR) to generate vast amounts of clean, safe electricity. This enables the vessel to operate as a mobile power/charging station for a new breed of battery-driven cruise ships. “There are many companies doing research on it. They are in different stages,” said Kamsvåg. “Some are further [along], some are not. But none of them is readily available with a handbook that says integrating this reactor, you have to do this. So, at the moment, we’re not there yet.” Di Francesco, who is also confident about the long time span before nuclear installation could be on board, explained, “The fourth-generation reactor project is still in its embryonic stage. The potential of nuclear energy is vast, but it’s also true that much more time is needed for effective operability.” One estimate puts it at 20 years, not because its development presents particular problems but because it’s essential to use it for a long time to identify any issues and specificities

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20MWe molten salt reactor

Two generator sets

required for correct, effective and safe use – and not just on land because all data will then need to be transferred to a floating object. Di Francesco confirmed that the first obstacle is common perception, the need to dispel prejudices about nuclear power, which inevitably creates a perception of real risk. “Our work will illustrate reality, guiding users and industry professionals in the yachting sector through a clear and concrete reasoning.” The view of the majority is undoubtedly influenced by the old-generation reactors, and this is where the preconception lies. The current research phase is theoretical, where these are developed. After about three years, it will be possible to proceed to initial tests, and these technologies must be developed within nationally established work plans. The test engineering provider, responsible for designing the technology, is also in charge of conducting the very first tests to validate products following precise standards. Subsequently, testing in laboratories will be required, where highly qualified personnel will need to be employed.

100MWe battery divided in four battery room

“At this moment, when we are still in the concept stage of the project, we have established partnerships like the one with Fincantieri that aim to complete a path that will lead us, in the long term, to build something concrete,” said Di Francesco. “The deployment of newcleo’s innovative LFR [lead-cooled fast reactor] for naval propulsion would involve placing a closed mini-reactor on vessels as a small nuclear battery producing a 30 MW electric output. This would require infrequent refuelling [only once every 10-15 years], very limited maintenance and easy replacement at the end of life.” He added, “Significant efforts in terms of investment will be needed to reach the first prototypes and to marine them. It’s a real epochal change, like when we transitioned from sail to motor propulsion.” Therefore, we find ourselves on the brink of a revolution that is preparing to positively disrupt the entire global nautical landscape but will still keep us on edge for a couple of decades still to come. DS

‘We’ve got to invest in our crew’ The Crew Welfare workshop at The Superyacht Forum touched on a myriad of issues, including mental health, bullying and harassment, unpaid wages, targeted training and confidential helplines.

s part of a new initiative at TSF: Connect, 100 captains and senior crew were invited to the Crew Welfare workshop as VIP guests to impart their insights and provide a direct voice to the regulators and organisations central to life on board. The workshop was hosted by the Red Ensign Group, and the presence and importance of the Flag state were also central to the discussion but, crucially, the floor was open to a wider crosssection of the crew sector. The potentially harsh realities of seafaring are universally acknowledged,

BY JACK HOGAN

with the superyacht sector being no exception. Long anti-social working hours, compounded by cramped living conditions and limited social spaces on board, have been identified as underlying drivers. Alongside this, crew often find it difficult to speak up when there is an issue as they are worried about losing their job. This arduous environment, with separation from society at large for significant periods, often precipitates feelings of isolation, abandonment and loneliness. There has been justifiable criticism of the industry in the past for being too

reactive to issues relating to crew welfare, so this session also served as a followup to the extensive work undertaken behind the scenes to address some of the findings of recent data-led studies that have identified areas of concern. A multi-sector network of industry leaders called ‘Changing Tack’ hosted round-table discussions in May and November 2023, chaired by renowned sailor Dee Caffari MBE. Coordinated by the UKSA, it assembled a broad spectrum of stakeholders from within the maritime industry and kickstarted a few key initiatives.

T HE SUPERYAC HT F ORUM 2023

Alongside the roundtable group, another think tank, operating under the banner ‘Raising the Bar’, examined the repercussions of high crew turnover. This 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. ‘Changing Tack’ is offering a new approach to yacht crew welfare. Bringing together the data from various surveys and reporting structures, the group was established through collaboration between organisations such as The Seafarers Charity, Nautilus International, ISWAN and the UKSA, with many other companies offering their support to the group. Their collective efforts represent more than 4,500 people in the superyacht sector and aim to offer a data-supported mechanism to evaluate the progress of initiatives such as ‘Raising the Bar’. Some of the overarching findings from the Combined Data Sets on Enquiries for ISWAN & Nautilus International were shared. The report also alluded to more alarming concerns. Other notable trends included issues relating to contract issues increasing by 22 per cent yearon-year, as well as a sharp 41 per cent increase in calls relating to unpaid wages. Worryingly, abuse, bullying, harassment and discrimination contacts increased by 63 per cent year-on-year, accounting for eight per cent of all issues raised and 13 per cent of all issues raised by women. The multiple detailed reports highlighting yachting’s issues with human capital, crew retention and mental health in recent years made it prudent to bring the relevant parties together. This session highlighted for this author (and crewmember) the challenge of addressing crew issues somewhat remotely. What was evident from the session is that this topic, when discussed in an open format with so many stakeholders, is challenging to define. The term ‘crew welfare’ represents such a wide range of issues and underlying concerns that the conversation can take many pathways, even in a 75-minute workshop.

The Superyacht Refit Report ISSUE 219

Chris Frisby (with microphone), director of training and operations, UKSA, speaking about crew welfare.

“The next generation of crew will have other interests and will view their employment differently. If you want to generate people for the future, future crews, you’ve got to invest in them.” Marianne Danissen, head of yacht management at Camper & Nicholsons, said crewmembers often hesitate to seek support from unions or Flag state authorities due to apprehensions about the legal implications. “We want to avoid situations where seafarers feel the need to contact the union or Flag state authorities because the word ‘union’ often scares people due to its legal approach.” Danissen acknowledged the value of unions in providing support to seafarers but emphasised the need for preventative measures to ensure crewmembers are aware of their rights and duties from the start. Effective management and induction play pivotal roles in ensuring crew are well-informed and equipped to navigate their roles successfully. Danissen also underlined the significance of a robust on-boarding process. “The induction at the start of employment is crucial,” she said. It is during this phase that crewmembers should not only understand their rights, but also their responsibilities and how to access information when needed. This approach lays the foundation for a positive crew experience. Chris Frisby, director of training and

operations, UKSA, stressed the importance of education beyond basic qualifications and emphasised the need to go beyond standard training syllabuses. “We aim to deliver more than what the syllabus requires,” he said. Frisby collaborates with industry experts to provide targeted training on critical topics such as the Maritime Labour Convention (MLC) and the significance of having a proper contract in place before embarking on a vessel. UKSA’s industry guidance and welfare teams support students while they are studying at the Academy, as well as once they are out in the industry. These additional insights are invaluable for crewmembers and help them navigate the complexities of their roles more effectively. In addition to formal training, it’s essential to create a supportive environment on board where crew feel comfortable discussing challenging topics. Karen Passman, founder of Impact Crew, advocates for senior crewmembers to learn the skills needed to handle difficult conversations before they escalate. Passman also highlighted the importance of transparency in financial matters. She said, “Creating transparency, especially regarding financial matters

Top four enquiries for 2022

LOA segments 60M+

UNFAIR

DISCIPLINE

9.5% 50-60M 6.6%

11.0%

UNPAID/ UNDERPAID WAGES

20.4%

CONTRACT ISSUE

40-50M

20.9%

11.5%

30-40M

ASSAULT/BULLYING/ HARASSMENT/ DISCRIMINATION

63.0%

12.7%

Source: International Seafarers’ Welfare and Assistance Network (ISWAN)

like crew pay and increases, can be beneficial. Open dialogue can prevent misunderstandings and foster a healthier working environment.” Simon Grainge, chief executive, International Seafarers’ Welfare & Assist-ance Network, a maritime welfare charity that operates helplines for seafarers worldwide, emphasised the significance of providing a confidential space for crew to discuss their concerns. He pointed out, “Around 16 per cent of the calls are related to mental health and well-being, with about 30 per cent of those concerning bullying and harassment.” Having a helpline allows crewmembers to seek help without involving their crewmates, employers or family members, therefore ensuring privacy and support. “Maritime welfare organisations have been really geared towards the merchant fleet,” said Grainge. “So about three years ago, we were funded to do some research among yacht crews to talk to them about the issues that they were facing, what kind of support they needed. And one of the recommendations was that there

should be a specific helpline for yacht crew.” This led to the establishment of Yacht Crew Help, a round-the-clock, confidential helpline offering support and guidance for yacht crew in 12 languages across a multi-platform system. Addressing the issue of new crewmembers entering the industry, Martyn EJ Gray, executive officer at Nautilus International, highlighted the need for guidance and support, especially for junior crew. “We, as a union, guide crew through, signpost them to emotional support and engage with management companies, with owners, with captains and Flag state authorities to report these issues and get them dealt with.” This multifaceted approach is essential to resolving issues effectively. Highlighting the discrepancy between the superyacht industry’s approach to welfare and that of other industries, Passman said, “Multi-milliondollar businesses invest hugely in their people. They’re going to step up into management, so they get some

leadership training every couple of years. How much does it actually cost to replace crew? Even for a junior crewmember, you’re looking at around €15,000.” Grainge concluded with a concern in the industry about recruiting crew in the future, similar to the dilemma in the merchant fleet. With around 50,000 crew needed to man the current fleet, and with almost 200 coming online every year, the industry will need to address its issues to continue to sustainably operate the fleet at a high level. “A guide in itself is not enough,” said Grainge. “The next generation of crew will have other interests and will view their employment differently. If you want to generate people for the future, future crews, you’ve got to invest in them.” The Changing Tack working group is continuing its research to create recommendations for the industry. TSG is passionate about crew welfare and will be working with the group to influence the industry on how they can support their crew. JH

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Image courtesy of MB92

The possibilities offered by 3D technology

THE REFITS OF TOMORROW As advanced technologies continue to disrupt the industry, today’s shipyards are leveraging these tools to unlock more customisation while also maintaining a delicate balance between preserving the rich craftsmanship and innovation.

BY GEMMA HARRIS

yacht refit spans a broad spectrum of scope and scale, from projects encompassing modest interior makeovers to the ambitious task of extending a vessel’s hull, continuing to defy a one-size-fits-all approach. In this domain, defined by bespoke and customised requests where no two projects are the same, the refit sector sometimes grapples with existing parameters and logistical restrictions. These, coupled with growing ambition from owners, continue to demand creative thinking and innovative solutions. Enter Industry 4.0. Across all industries, we see a progressive shift in reshaping conventional practices, transforming how things are done. The adoption and combination of advanced technologies, such as 3D technologies, virtual reality (VR), augmented reality (AR) and artificial intelligence (AI) are now coming to the fore within yachting. They are playing a pivotal role and offer opportunities to redefine the refit process. Technically enhanced ambitions Refit projects provide an opportunity to modernise a vessel, leveraging technologies that were unavailable during the build. Among these, various 3D technologies are opening doors for further customisation and endless possibilities for redesigning yachts. For some time now, 3D printing technology has allowed small objects to be digitally modelled, uploaded and printed. Today, this technology

The Superyacht Refit Report ISSUE 219

has advanced further, enabling larger printers to fabricate substantial complex components and, in some cases, even small hulls. This development in 3D printing enables shipyards to realise increasingly ambitious designs with the ability to integrate more complexity. Vincent Wegener, managing director of RAMLAB, says, “For complex geometries [such as double-curved surfaces], 3D printing is often the better choice to manufacture the part.” Phillipe Groulx, technical office manager at the MB92 shipyard in La Ciotat, adds, “3D printing quickly and easily creates a workable piece, and we can show the client a prototype rather than relying solely on drawings.” Further technology includes 3D scanning and creating digital versions of an existing object, resulting in a digital twin. Regarding the use of this technology within refits, Charlie Ross, operations director at Pendennis Shipyard, explains, “We are using advanced technology, like 3D scanning, to integrate things that weren’t initially thought about upon build, such as repurposing tanks into battery rooms. There are always challenges in engine rooms that are already spatially constrained. This is where 3D scanning and modelling comes into its own.” These 3D technologies are empowering shipyards to realise more opportunities. Michel Coens, head of refit and services at Damen Yachting, says, “The use of 3D scanning has opened

“AR technology has given us the ability to share our concepts and designs with clients far more clearly than just a 2D image.”

Michel Coens, head of refit and services, Damen Yachting.

“Virtual reality enables the client to have a clear Visualising the redesign The integration of this 3D technology and creation of digital twins has view of how ushered in a new era of visualisation, providing powerful tools through virtual the yacht will and augmented reality for designers, shipyards and clients to immerse them- look in a virtual selves in the digital representations, making it easier to understand and evaluate environment the proposed concepts of a project. Shipyard teams can now explore before the work a vessel’s new layout, envision the placement of new equipment and understand how each change will impact has actually the yacht. This can also eliminate the uncertainty that has usually affected started.” a world of opportunities for measuring hull and deck structure related to extensions, teak-deck installations and [offering] more naval and details engineering advantages.”

a refit project; shipyards can identify potential issues and evaluate design decisions, optimising the project execution before having to use extensive time and resources. Rob Armstrong, creative director and co-founder at ThirtyC, says, “AR technology has given us the ability to share our concepts and designs with clients far more clearly than just a 2D image. This gives them more confidence and a better understanding of both the detailed elements and overall feel of a project and the associated spaces and volume.”

Coens adds, “We use virtual reality during the design process of large extensions, deck layout changes or interior modifications. This enables the client to have a clear view of how the yacht will look in a virtual environment before the work has actually started.” Groulx says, “We have high-quality goggles that we have employed on refits, especially interior projects. From a client’s perspective, this technology is very interesting, offering enhanced visualisation.” The virtual world not only enhances visualisation, but also increases choice and opportunities for clients. Janne Salminen, vice president of Europlan, explains, “We are just unveiling and studying the possibilities and capabilities of the VR world, the customisation opportunities are endless. With metadata, we can incorporate almost any data into the materials VR world.” AI technologies can also bolster these customisation opportunities. Various designers are using AI to analyse data and identify trends, utilising the technology for decision-making purposes. Armstrong says, “We use AI from the initial stages to the detailed design to ensure all ideas are explored. Mid-journey, AI allows us to combine and blend images. Using images of the yacht, we are refitting and combining it with a style the owner has expressed an interest in.

“While some tasks are now unthinkable without the help of a machine ... striking a balance between traditional craftsmanship and technology is crucial.”

“We had an owner [of a yacht] with a heavy dark wood interior who wished for a lighter beach-house style within a refit. The AI was able to blend the images to give our owner an instant hit of a direction that we could then develop.” These technologies are helping to bridge the gap between imagination and reality, making concepts tangible and more immersive. “I see AI evolving further to aid the initiative visualisation stage of the refit process,” says Armstrong. Optimisation for precision and efficiency Achieving precision in the refit process is paramount for enhanced efficiency and streamlined timelines. Implementing digital twins can minimise unexpected surprises and mid-project changes. Traditional build drawings often leave room for error, making more precise methods a turning point in the refit process. Groulx explains, “When undertaking extension projects, we use 3D scanning for precise measurements instead of relying on existing drawings. This technology significantly reduces the chance of errors.” The technology also allows for the creation of new drawings. Gianni Paladino, commercial director at Lusben, says, “When using 3D scanning technology, it is possible to reconstruct drawings, especially on old boats where drawings aren’t always readily available.”

The Superyacht Refit Report ISSUE 219

Phillipe Groulx, technical office manager, MB92, La Ciotat.

Time is always of the essence in a refit period, with shortened and pressurised timelines presenting a challenge within most projects. Not only are certain technologies enhancing accuracy, they can also reduce the time spent in the shipyard. “Both 3D scanning and modelling are massively advantageous in the refit process. They are invaluable tools for when we take on more challenging refits, usually challenging because of time frame or challenging the status quo in terms of what can be achievable,” says Ross. Being able to work off-site helps to further streamline a project. “Thanks to 3D scanning, we have seen reduced time required on board for refit projects,” says Paladino. “It allows us to scan the boat’s interior and then carry out the processes in the workshop, hence an overall reduction in time. We used scanning during a recent refit of the 42-metre Lady Jade. We scanned the salons and cabins and then worked off-site to reduce time on board.” Groulx agrees. “Scanners are invaluable tools that can significantly reduce a vessel’s time in the shipyard,” he says. “The significant advantage is that with 3D technology, we can start the building processes before the vessel even gets into the shipyard.” Salminen adds, “Working with 3D engineering in the virtual world ensures that all measurements and forms are

Rob Armstrong, creative director, ThirtyC.

“AI software is a useful tool, greatly speeding up some initial work, allowing us to quickly develop alternative styles and directions for clients who may have otherwise taken weeks to conceptualise.”

exactly the same. We can then communicate more easily with the client and project managers to overcome different challenges and details, especially for coordinating pipes and other technical subjects. With VR, this process is so much faster.” This time-saving advantage also applies to the design process. “Our available time to explore options and ideas is limited, so having an extra force on our side to aid this process is a great tool,” says Armstrong. “AI software is a useful tool, greatly speeding up some initial work, allowing us to quickly develop alternative styles and directions for clients who may have otherwise taken weeks to conceptualise.” Streamlining any process can result in cost-cutting, and budgetary requirements are another factor within the refit sector. Emlyn Jones, managing director at Lizard Yacht Service, says, “With 3D data capture and processing, we can visit once, measure once and produce the required items, bringing the labour cost and possibly material cost down as we can become more precise on what we cut, shape and use. It vastly improves the quality, time and cost of refits going forward.” A better future In recent years, we’ve seen the changing demands of refits, driven by both increasing regulatory mandates and a growing societal demand to reduce the

industry’s environmental impact, and the sector has seen an uptake in more sustainable refit projects. Technologies are also playing a part in these. It has become more critical for shipyards to offer the capability to upgrade and enhance a yacht’s sustainability credentials. Whether upgrading HVAC systems, replacing traditional lighting with energy-efficient lighting or refitting propulsion methods, there are plenty of ways in which this is being carried out to cater to the demands for more energy-efficient vessels. Ross says, “We talk a lot about process innovation but we are seeing quite a lot of product innovation now, and more refit clients are looking to retrofit hybrid solutions.” Groulx also underlines the sector’s response to sustainability. “Many of our projects aim to enhance yacht efficiency. There’s definitely demand for more sustainable options when refitting. We anticipate significant changes regarding future upgrades in power generation and management.” Striking a balance While advanced technologies can undoubtedly benefit the refit sector, integration and uptake can be challenging. The yachting industry tends to adopt change later than other manufacturing industries such as automotive and aviation, where technology readily influences design and construction.

Photo: Stuart Pearce/YachtShot

Charlie Ross, operations director, Pendennis Shipyard.

This may point to the industry’s bespoke nature, especially in the refit sector where uptake in automation technologies has been slower due to the lack of standardisation within projects and the specific craftsmanship sometimes required. This craftsmanship within the art of the boatbuilding process and the heritage of the industry can make it difficult to adopt new technologies. “To stay at the forefront, we must continue to embrace cutting-edge technology,” says Groulx. “While some tasks are now unthinkable without the help of a machine, our industry offers a unique opportunity for artisans to push boundaries, and the human factor remains essential in yachting, so striking a balance between traditional craftsmanship and technology is crucial.” This is also true of the redesign process. “While AI helps with quick idea generation, allowing the client to visualise their thoughts quickly, it is still the critical role of the designer to translate and work this into a real design that is correctly proportioned and workable,” adds Armstrong. However, this human factor within refitting will begin to adapt with the newer generation of artisans. “Strategically, we have to be mindful when attracting new skills and opportunities into the industry from the younger generation as they will be

The Superyacht Refit Report ISSUE 219

progressing into roles surrounding these new technologies, such as 3D printing and scanning,” says Ross. Smarter shipyards This technically advanced future is vital for shipyards; more are investing in anticipating these changing landscapes. “We are investing in a digital manufacturing centre which will group existing capabilities together with new acquisitions and capabilities,” says Ross. As the industry shifts toward Industry 4.0, the increasing efficiency of digital tools such as 3D technology, VR, AR and AI is beginning to redefine the nature of refits. Unlike in the past, where certain technologies were inaccessible during the initial construction, today’s shipyards leverage these tools to unlock more customisation and realise enhanced redesign aspirations. No longer just buzzwords, these technologies are pivotal in facilitating seamless collaboration among designers, shipyards and clients in the digital world. Looking ahead, a commitment to maintaining a delicate, yet strategic, balance between preserving the industry’s rich craftsmanship and integrating innovative technologies will continue to guide the sector forward. This more technically ambitious approach marks the future for refits, promising more potential and opportunities to foster increased ambitions. GH

“To stay at the forefront, we must continue to embrace cuttingedge technology, [but] striking a balance between traditional craftsmanship and technology is crucial.”

J U S T YA R D S AWAY. With an extraordinary range of famous shipyards and yard facilities within a 22-mile radius, it’s no wonder that Porto Mirabello is fast becoming the preferred home port for some of the world’s most iconic superyachts. Talk to us today about our seasonal and leasehold berthing options, and book now to get in before the berths run out.

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12/03/2020 14:47

The journey towards net zero emissions

REFITTING FOR THE INEVITABLE FUTURE Feadship’s Pier Posthuma de Boer and Giedo Loeff discuss the pathways – and associated problems that will have to be overcome – to the decarbonisation of the existing superyacht fleet.

BY JACK HOGAN

The Superyacht Refit Report ISSUE 219

he journey towards decarbonising the superyacht fleet has begun to take off in earnest. If we consider the entire marine sector’s goal of achieving net zero emissions by 2050, it’s fair to say that our progress so far has been slow. The shipping sector has already produced extensive reports and diverse case studies, and developed mature infrastructure and regulatory frameworks, while we seem to be a few steps behind. Although we can leverage the progress made in the shipping sector to some extent, the unique characteristics of superyachts and their operational profiles require us to move towards innovation. Until recently, serious efforts to break new ground in decarbonisation were exclusively associated with newbuild projects, commissioned by a few pioneering owners collaborating with forward-thinking designers and naval architects. Several new-build yards have made impressive strides towards creating lowemission yachts with future-proofed energy-storage solutions. For instance, the ground-breaking Project Zero, a 69-metre ketch free of fossil fuels and combustion engines, is currently being outfitted at Vitters and is set to launch in 2025. On an even larger scale, the 114-metre Project Cosmos, the world’s first methanol and fuel-cell-powered motoryacht, is due to be delivered by Lürssen in the same year as well as the secretive pure hydrogen fuel-cell yacht project in the works at Feadship (Royal Van Lent – Amsterdam), to be delivered within the next year or two. The current superyacht fleet, consisting of more than 6,000 vessels, was built almost entirely without consideration for future shifts in global energy policy and supply. Pier Posthuma de Boer, director refit & services at Feadship, says, “For the new-build fleet, we are using all the knowledge that our team has to construct yachts that are flexible to the next non-fossil shipping

fuels and can be easily modified in the future to comply with evolving emissions rules and regulations. Almost everything we’ve built until now as an industry, however, was not, and it presents an interesting challenge.” Refitting this fleet with futurefocused energy storage and propulsion systems is arguably the most significant technical hurdle within our control. Although HVO (hydrotreated vegetable oil) and other paraffinic non-fossil dropin fuels can facilitate the transition, we should prepare to adopt more advanced and far-reaching solutions for the existing fleet. At this stage, any serious decarbonisation efforts remain largely voluntary, lacking the pressure of regulations and strict legislation. The intriguing new-build projects serve as intrepid prototypes, paving the way, but at the time of writing very few are following in their footsteps. Refit yards, and particularly newbuild yards such as Feadship that also have significant refitting activities, will play a leading role in the journey to net zero emissions. ““Refitting has not typically been viewed as a profitable investment,” says Posthuma de Boer. “It’s often seen as a necessary expense to preserve the asset and also somewhat of a financial black hole, but that perception is changing.” Giedo Loeff, head of research and development at Feadship, adds, “Presenting the figures to a client as a business case is becoming easier. If we make certain adjustments to your yacht during a refit, it will significantly increase efficiency and reduce fuel consumption, potentially adding value to the yacht’s resale.” As Loeff highlights, some modifications might actually have a short return time on investment when the increase in fuel costs is factored into the equation. The approach of Feadship Refits & Services to sustainable refits isn’t overly complicated at present, according to

Pier Posthuma de Boer, director refit & services, Feadship.

“As a shipyard, we advocate for greener solutions. We advise owners to prioritise energy efficiency with each refit opportunity.”

Posthuma de Boer. “We are aware that hotel load is the largest energy consumer on a yacht, for example, and we have solutions to enhance the efficiency of older systems. Another significant area is lighting. While installing LEDs throughout the entire ship is a timeconsuming and costly endeavour, it’s a worthwhile investment. We have a long list of standard categories for upgrades that improve energy efficiency.” The process begins with a comprehensive energy survey. This detailed analysis informs an extensive list of recommended works. “The eight to ten main drivers of consumption on yachts that can be addressed during a refit typically align with the categories of works that the yacht would be looking to undertake anyway,” says Posthuma de Boer. “Even without a full energy survey, most yachts would consider upgrading these systems, and that’s where we can ensure they adopt energy-efficient solutions.” Loeff points out that many motor boats are overpowered, with engines and generators that exceed necessary capacity, consuming an excessive amount of fuel. “As an industry, we didn’t consider this twenty years ago when building them. But we have a great opportunity now to evolve these systems.” Many of the efficiency modifications that clients choose to implement will likely be part of regular maintenance and sensible upgrades. As obsolete systems need to be replaced, this will naturally be with more efficient alternatives. While this represents a vital step, it’s just the beginning of what sustainable refits can achieve and the role that they can play in decarbonisation by 2050. As Bram Jongepier, senior specialist at Feadship De Voogt Naval Architects, aptly stated in his white paper, published in early 2023, “It’s the fuel, stupid!” Speaking from a new-build perspective he added, “Without compromising on luxury, size, freedom and all the

The Superyacht Refit Report ISSUE 219

other reasons for building a yacht, we can increase efficiency significantly, but there’s a technological limit beyond which we can’t go. To achieve further reduction, we must change our fuel source.” As highlighted in this study, fossil fuels, when used conventionally to provide energy, make up around 94 per cent per cent of a yacht’s lifetime environmental impact (over a 30-year life span). The next level of sustainable refits, similar to new builds, involves retrofitting engine rooms and tank spaces to accommodate future fuels such as methanol. However, according to Posthuma de Boer, the decision to invest in major sustainable-focused upgrades largely depends on legislation drivers. “As a shipyard, we advocate for greener solutions. We advise owners to prioritise energy efficiency with each refit opportunity. While we encourage fullscale upgrades to non-diesel systems, it’s a costly and extensive undertaking.” He adds, “The fact is that currently an owner with a 20-year-old Feadship facing a generator replacement will likely still opt for conventional updates unless future legislation necessitates a different approach. The decision to invest in major sustainable-focused upgrades depends largely on these drivers.” If the regulatory landscape were to change, and pressure was applied, the refit sector may have to go from undertaking no retrofits of existing vessels for future fuels to a large number – and relativity quickly. On this point, Loeff notes that the EU’s Fit for 55 initiative is expanding, with vessels over 5,000gt required to report their emissions from January 2024, with an envisaged expansion towards 400gt vessels after 2026. “Large yachts, as well as older ships, already have to report their fuel usage. Being part of the Emissions Trading Scheme (ETS) could be significant,” says

Loeff. For instance, if one ton of diesel fuel results in 3.2 tonnes of CO2, the cost could multiply by €90 per ton, nearly equivalent to the price of the fuel itself. Rising fuel prices due to taxation, the phasing out of fossil-fuel subsidies as discussed at COP28 in Dubai and the introduction of the ETS for superyachts will have downstream effects. Concurrently, the energy market’s efforts to increase non-fossil fuel production and distribution will strengthen the business case for efficiency upgrade refits to cut the associated operating costs, and even to refit towards other fuel-chemicals such as methanol. “Methanol is attractive because it’s relatively easy,” explains Loeff. While ‘easy’ is a relative term in this context, the point is well made. “Methanol is an important source of energy for ships, but we will still need non-fossil paraffinic drop-in fuels in the future, not only for the superyacht fleet but also for the shipping fleet if we aim to achieve carbon neutrality by 2050.” While there will be room for the production of paraffinic non-fossil dropin fuels for the current fleet, they will probably be more expensive. Loeff says, “We can retrofit methanol tanks that are large enough to support the base load of energy consumption using fuel cells 100 per cent of the time while stationary, supplementing it with com-bustion engines [second-generation bio-fuel] only while sailing. This is a realistic option.” Considering the close connection between the superyacht industry and the shipping sector in terms of decarbonisation, it’s interesting to compare the role of refits in this context also. The extensive Lloyd’s Register Engine Retrofit Report, published in October, sheds light on the shipping industry’s decarbonisation goals by 2050. The report also clearly notes the effect that the sustainable scaling of bio fuels will have, but also considers a future where this doesn’t apply and the shipping fleet looks to large-scale retrofitting.

Retrofit demand model (scenario 3): number of vessels by year Ammonia

Merthanol

Other fuels

Currrent estimated annual refit capacity

No. of vessels 355

1,500

332

279 245

1,000

1,032

500 85 231 0

258

98 295

115

347

123

378

697

982 844

157

143 100

500 436 199

194

306

192

137

2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 Source: Lloyd's Register Engine Retrofit Report 2023: Applying alternative fuels to existing ships

The report highlights yard capacity, conversion capability and system integration as the main challenges in implementing future fuels technology in the existing global fleet. It also notes that the limited number of existing alternative-fuelled vessels and their recent introduction restricts the ability of repair yards to handle such projects. The Lloyd’s Register model factors in various fuel options and two key market considerations: a five-year delay before all fossil-fuel new builds start to be phased out, with the last conventionally fuelled vessel launched in 2034; and only vessels under 15 years of age are considered. This results in a potential fleet of 12,900 vessels. The report reveals that the current annual estimated retrofit capacity falls short of what’s needed to fully transition the fleet to non-fossil-fuel solutions by 2050.

Applying a similar approach to the superyacht sector is challenging. Defining a general refit capacity figure is difficult, let alone estimating how many yards can handle such a complex refit, given the absence of case studies. Because superyachts are relatively compact compared to commercial shipping, refitting to alternative fuels will be a dramatic and costly exercise. Refitting to ammonia, for example, isn’t likely to be of any relevance for the fleet due to the risk of bringing a potentially harmful chemical into densely populated areas, as well as sensitive ecosystems. It’s assumed that it will be the large custom and high-volume yachts that will have the space and financial means to undertake non-fossil-fuel refit installations. For example, the recently type-approved 70-metre platform, as detailed by Lateral Naval Architects, has

scaled its methanol/fuel cell/combustion platform to this size. Considering the lower energy density of methanol compared to diesel (2.4 times more volume required), this size appears to be the conceptual limit with current technologies to allow for sufficient volume to switch to lowdensity fuel such as methanol for sustained silent cruising. This is still only a small percentage of the overall fleet – approximately five per cent of the total 30-metre-plus yachts falls into the 70-metre category. For the existing fleet, as well as the majority of yachts in build and to be built in the future, the reality is that the best option is to run on the paraffinic non-fossil drop-in fuels. For this, we can turn to the similar steps in aviation and its scaling of Sustainable Aviation Fuel (SAF) for a case study. Also of relevance is Formula

Giedo Leoff, head of research and development, Feadship.

“Methanol is an important source of energy for ships, but we will still need non-fossil paraffinic drop-in fuels in the future if we aim to achieve carbon neutrality by 2050.”

The Superyacht Refit Report ISSUE 219

1’s switch to net-zero fuels, again not requiring a fundamental change in engine or operations. For this step, we don’t need to refit, and this is the likely direction in which the market will shift the industry. “We want refit to reduce the operating costs associated with the increased fuel prices and upgrade to IMO tier III compliance,” says Loeff. He adds, “The partial power fuel-cell refit is an interesting concept because of the availability of non-fossil fuel variant [being methanol] and the fact that we can have fuel cells powering the yacht without pollutant emissions.” There’s a strong likelihood that a number of yachts will need to look to this kind of system in order to be permitted to access sensitive marine environments. Many of these areas are already established, such as the oftenquoted Norwegian fjords. It’s certain that these areas will be expanded significantly in the coming years, as well as the possibility of in-port emissions regulations. This is where refitting to multifuel capacity, whereby tank capacity is increased and certified to carry both diesel (or non-fossil equivalent) and methanol, becomes a viable solution as does the concept of refit to dual fuel gensets and fuel cells. “But being realistic, that market will remain very small until technology further matures,” says Loeff. The two kinds of sustainabilityfocused refits outlined by Loeff and Posthuma de Boer can be summarised as: • Refits that are viable now: energyefficiency upgrades and exhaust aftertreatment. Yacht owners should be made aware of the necessity & benefits hereof. • Refits that will become viable in the foreseaable future: Methanol fuel-cell upgrade. As the technology matures, refit shipyards should prepare themselves and their clients for this great opportunity. “Retrofitting an old Feadship to be

“If the regulatory landscape were to change, and pressure was applied, the refit sector may have to go from undertaking no retrofits of existing vessels for future fuels at all, to a very large number – and relativity quickly.”

a 100 per cent methanol motoryacht doesn’t make much sense at this stage unless you want to set an example,” says Loeff. “It would involve cutting the vessel in half, incurring significant expenses. At what point does this cease to be a refit and become something else? A combination of [existing] internal combustion engines running on paraffinic non-fossil fuels and methanol fuel cells is more practical.” “If we’re talking about that next level of refit on the existing fleet, of course we would probably like to do the first few Feadships here at our own shipyards in The Netherlands,” says Posthuma de Boer. “But we have a large fleet and some very experienced refit partners abroad that we would certainly look to join forces with.” Loeff concludes, “Methanol opens the door to adopting fuel cells which offer greater efficiency, extremely quiet operation and produce no local emissions. As technology advances, methanol could become an appealing option for refits provided it aligns with the client’s needs and technological advancements continue.” Feadship is taking proactive measures in new-build projects, constructing diesel-electric yachts, intending that the diesel part will eventually transition

to other fuels. HVO is the starting point, followed by next-generation propulsion systems, building around an electrical system and a yacht with adaptable components that can be replaced to accommodate new engines and generators when required. However, the reality is that we are still seeing too many yachts opting for older technology generators and engines. These may be fine today, but they form platforms that are not flexible enough to transform to accommodate futureproofed fuels. In this pivotal moment, the superyacht industry faces the challenge of aligning with global energy transition goals. The emergence of innovative newbuild projects signals the potential for change, but the vast existing fleet requires a more comprehensive approach. Refit yards, both in the established yards and further afield, are poised to play a central role in the journey to decarbonisation. While sustainable refits offer immediate gains in efficiency and emissions reduction, the path forward involves embracing alternative fuels like methanol and paraffinic non-fossil drop-in fuels. As regulations tighten and fuel prices rise, the industry's future will undoubtedly be shaped by its ability to adapt, innovate and prioritise sustainability. JH

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IMPROVE, ADAPT C … AND ACT! Sustainability Editor Megan Hickling argues that although there isn’t a one-size-fits-all solution that minimises the impact of a yacht, we should all be committed to making sustainable choices wherever possible.

BY MEGAN HICKLING

ontrary to popular belief, there’s a resolute appetite to learn about the different facets that encompass efforts to improve sustainability. The protests seen this year from environmental activists show there’s a hunger for visible meaningful action, as well as the environmental regulations driving this forward. From conversations I’ve had with industry leaders, especially at The Superyacht Forum, there’s a similar desire in yachting too, particularly for solutions that will mitigate our industry’s carbon emissions and improve efficiency. What I found myself saying time and time again during these conversations is ‘it depends’. Hopefully, this phrase highlights the large amount of nuance within the improved sustainability options, and that in our pursuit of a green transition, the solutions available to achieve this are far from black and white. We must explore the grey areas, learn about the different options and know where to implement each solution to where it will achieve the best change. To navigate this intricate landscape, it’s crucial to improve our understanding of sustainability, ask pertinent questions and explore the various options, potential pitfalls and ongoing initiatives as necessary to improve our sustainability credentials. Part of this is learning about our current impact and what others are doing elsewhere. Only through understanding these intricacies can we best equip ourselves to instigate meaningful changes for a better future in the maritime industry. An illustrative example is the case of batteries which, while reducing emissions during use, present environmental challenges during raw-material extraction and toxic-waste production. An obvious criticism is often the means by which the batteries are powered and charged because when they are charged by fossil fuel-derived energy sources, it all seems rather counterproductive. The key here is to find a balance, ensuring that the emissions saved outweigh those created from the production phase. Another example is the advent of

reusable steel water bottles. They’re among a wave of eco-conscious merchandising being used across the industry, found under every seat of every corporate event I’ve attended over the past decade. Disregarding the questions of how many bottles we each really need and whether it’s better than single-use plastic hinges on the detailed factors throughout the life cycle that will affect the overall environmental impact. Producing these bottles with virgin steel and plastics causes significantly more emissions compared to recycled material bottles which contribute to a circular economy. There are even more complexities at the use stage. The increased weight of steel bottles will affect fuel consumption but will weigh less than prefilled single-use bottles. There could also be greater water and energy consumption due to the cleaning involved. There’s also the potential for the bottle to be lost at sea, and while steel won’t produce microplastics, its replacement will require another production phase, and so the cycle perpetuates itself. End-of-life impacts vary, with recycling being optimal, but landfill disposal causes detrimental effects if recycling isn’t available. The crucial takeaway is not the pursuit of perfection – there won’t be a one-size-fits-all solution that minimises the impact of a yacht or business. Instead, the emphasis should be on a commitment to making sustainable choices wherever possible. We must continually seek improvement, adapt to new information and act responsibly based on our current understanding. Sustainability is undeniably complex, but our active participation and willingness to learn and evolve are integral to making a lasting positive impact on our environment and society. So if you are overwhelmed by different initiatives, opposing schools of thought or details that lie in the supply chain, just remember that active engagement and conscious decisions are the driving force behind substantial change. And, above all, don’t lose your reusable water bottle. MH

The Superyacht Report (ISSN 2046-4983) is published four times a year by TRP Magazines Ltd and distributed from the UK. Postage is paid in the UK on behalf of TRP Magazines Ltd. Send address changes to: hello@thesuperyachtgroup.com

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