Our Editor-in-Chief sets out his thoughts on how insightful and informative journalism can help the industry meet the challenges it will inevitably face over the next decade.
BY MARTIN
I’m excited to be back delivering an Editor’s introduction for The Superyacht Report because I love writing and would like to have the time to write more. My network, opinions, the things I hear about, the people I meet, the stories I’m told are all unique and, in some cases, controversial – I plan to appear more in print and online.
Having thought about what to write, I decided to share my thoughts for the future of content and information. There’s a variety of media channels, outlets and other platforms for the market to consume content and scroll through a myriad of words and pictures and I’m not going to criticise them as they seem to have wide-ranging followings who are happy to digest bite-sized stuff.
However, there are two things on my mind for the future: the purpose and value of good journalism. The purpose is to create, deliver and share opinions and ideas that are going to wake up, shape or challenge a market to think or act differently. Therefore, I’d like to share and reinforce the purpose of The Superyacht Report and SuperyachtNews.com as we head into a transitional phase for both our industry and my company.
We have a powerful network of experts, influencers and leaders who are loyal to our brands, appreciate our approach and confirm that we’re the most professional source of insights and information. We recently asked the market what it thought of our media channels compared to the rest and the response was enlightening and reaffirming.
We’re going to share the results as a downloadable media market report in the coming weeks, as part of another project we’re developing. But, suffice to say, a large majority of our audience appreciate that we’re different and deliver a higher level of insights, intelligence and opinions that guide their thought processes.
We have four pillars of our print portfolio: New Build, Operations, Ownership and Refit, and in each sector our purpose is to deliver, share and curate information, innovations, ideas and insights into how we can improve the market. Our slogans in earlier years – ‘Building a Better Superyacht Market’ and ‘A Report Worth Reading’ – still stand, along with our more recent ‘We Don’t Do Click Bait’. This is now going to be followed by a new slogan, ‘Media, Fit for the Future’.
This, essentially, is a joint message. We’re going to invest in our media
channels, digital library and reports to ensure they are efficiently and effectively delivered to the right audience and that all content, information and intelligence is focused on the future of our market.
The next ten years are going to be very interesting and challenging for a variety of reasons, so rather than just report on what’s happened or been delivered, we’ll concentrate on what should be our focus as an industry, so that we are ‘Fit for the Future’.
Now to the value, as this is a critical topic for the market and how it perceives and invests in the media. There are two things that are vital for our ‘Fit for the Future’. Firstly, no media company can employ enough quality journalists to cover all of the most important topics in an efficient and cost-effective way. Secondly, advertising as a marketing strategy is changing beyond recognition, and how clients invest in digital and print today can never sustain and grow quality journalism or high-value content. So in the coming months, prior to the yacht shows, we’re going to share with the market a new strategy that demonstrates the value of quality journalism.
We recognise that the wider audience is happy to eat chunks of content, grabbing bite-size stories or clicking through repetitive PR news. However, many of the industry’s decision-makers, business leaders and advisors still enjoy consuming long-form, intelligently written articles and columns written by journalists or experts in their fields. Therefore, we’ll focus on a high-quality audience of the most valuable people in the market and create a business information network that will add more value to companies that want to engage with our Superyacht Group Community.
Finally, based on another of our strategic slogans, ‘Less is More’, is there any point in trying to reach half-a-million visitors in a market with a few thousand real decision-makers and advisors? So, as you read this issue and digest its content, please think about its value and whether it delivers on being ‘Fit for the Future’.
If you’re reading this Report, you’re already part of our expert and valuable community and over the coming weeks and months, we’ll reach out to you with more specific information, insights, intelligence and invitations to get more involved in creating the most valuable media channels that really are ‘Fit for the Future’. MHR
REDMAYNE
It can be lonely up there
Christophe Bourillon, CEO of the Professional Yachting Association, looks at the role of the captain, from navigating challenges to enhancing excellence.
Our senior crew go through the majority of their careers mastering the technical aspects of the industry, but what can we learn from the leadership training acquired from a career in the British Royal Navy?
view from the bridge: The Captains and Senior Crew Sentiment
The Superyacht Intelligence team surveyed a sample of active captains and senior crew from around the world to understand their sentiments on the changing superyacht landscape, as well as share their perception towards the future of the industry.
The integration of artificial intelligence into yachting is no longer a fancy notion, but an exciting and imminent reality – and its potential across all departments is vast and transformative.
woman in command
We speak to the youngest captain to win the RINA Captains Award about her rise to captaincy, the role of leadership and the challenges she still faces as a female skipper.
What do we do with the drunken sailors?
As the industry battles with mental-health issues, can one of the root causes be resolved by addressing the industry’s drinking problem?
do captains and crew really, really want from marinas?
snapshot of the most important facilities and amenities. The berth of a new era
Oscar Siches, partner and manager of two marinas in Mallorca for 15 years and a consultant for marina projects in various countries, discusses the changing role of marinas and the technological and inclusivity challenges.they still face.
The 37th America’s Cup and a number of other sailing competitions all descend on Barcelona later this year … making for an exciting calendar of events for the Catalan capital.
Benchmark yacht design: It’s a Class act! 64
Today’s quality standards for yachts include efficiency criteria such as a hull design optimised for energy efficiency, low noise and vibration, structural stability and good seakeeping. Here, Det Norske Veritas explain the importance of expertise in writing up specifications.
Crew blueprint for a greener footprint
TSG breaks down recent initiatives aimed at supporting crew to implement better practices to reduce environmental impacts on board, and to keep this sustainability approach at the forefront of their minds.
The captains’ guide to on-baord comms
Captains now need to find innovative solutions to ensure a reliable on-board internet experience. Here is a comprehensive guide to navigate these technological challenges to make a seamless digital experience …
Fighting off the hidden pirates
Physical attacks on yachts are no longer necessary to extort money, so with on-board systems increasingly vulnerable, what is being done to keep cyber criminals at bay? We speak with Bruno Frati, CEO of MY DPO, about the challenges, and explore recent cases of cyber attack.
Is AI the X-factor that redefines yacht recruitment?
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89 AI is everywhere, and its use is inevitable. Here, we consider the potential impacts, opportunities – and pitfalls – for the industry regarding the hiring of crew.
Beyond the mothership:
A review of the tenders market
95 Tenders play a crucial role in enhancing the experiences of those on board a superyacht. Here, The Superyacht Intelligence team delves into the growing tender market to provide an overview and insight into its evolution.
Beyond the basics
As the industry finds itself at a pivotal moment in its approach to crew training, is the quality of teaching keeping pace in an ever-evolving technological landscape?
Batteries on boats: What’s the charge?
Batteries are often hailed as the ‘green’ zero-emission power solution for many industries, but their use has sparked considerable debate. So are batteries really the greener option and, if not, what alternatives should be explored to achieve decarbonisation?
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Guest Column
by
Christophe Bourillon
It can be lonely up there ... Being a superyacht captain
Christophe Bourillon, CEO of the Professional Yachting Association, looks at the role of the captain, from navigating challenges to enhancing excellence.
The life of a superyacht captain is a unique blend of adventure, responsibility and continuous learning. It’s a tough job, but it can be extremely rewarding. It demands a high level of expertise, leadership and adaptability to various challenges. Among these are issues like recruiting and retaining high-quality staff, maintaining the well-being of the crew and the ongoing need for selfdevelopment, as well as topical issues such as the recent prevalence of fake licences.
Recruiting and retaining good crew
Finding and keeping talented crewmembers is a significant challenge. The yachting industry is highly competitive, and there is a constant demand for skilled professionals. Captains need to implement effective recruitment strategies and create a work environment that encourages retention. Offering a respectful and inclusive workplace and opportunities for career advancement, as well as competitive salaries and benefits, are essential strategies. The PYA supports captains in these efforts by providing oneto-one advice on career routes, as well as assistance and support to
crewmembers, helping to set up Yacht Crew Help, a dedicated 24/7 helpline. We also communicate outside our industry on the reality of working on a superyacht, with the aim of attracting talents to the yachting sector who would not necessarily consider a career with us.
Well-being at sea
Without crew there is no boat. The well-being of the crew is paramount in ensuring the smooth operation of a superyacht. The nature of the job can be demanding, with long hours and extended periods away from home. This can lead to physical and mental fatigue which, if not addressed, can affect performance, morale and good teamwork.
Captains play a crucial role in fostering a supportive environment by encouraging open communication and providing opportunities for relaxation and recreation. Ensuring the wellbeing of the crew not only enhances their performance, but also contributes to a positive and productive work environment. However, captains are under tremendous pressure, and it’s important that they also look after
their own well-being – be it physical or mental.
Continuous learning and self-development
Continuous learning and selfdevelopment are critical for both personal and professional growth in the yachting industry. Regular training enhances the quality of service provided on board and keeps the crew motivated and engaged. If time can be found in the crew’s busy schedules, on-board training can be extremely beneficial in many ways – by enhancing skills and also in developing crew cohesion.
Captains who prioritise continuous learning set a positive example for their crew, fostering a culture of excellence and innovation.
Mentorship and leadership
The need for strong mentorship and leadership within the yachting industry cannot be overstated. Captains and heads of department are in unique positions to motivate and guide their teams.
Mentorship programmes that pair experienced professionals with newer
Captains need to be extremely diligent when hiring new crew members. This involves thorough background checks and verification of credentials through reliable sources.
crewmembers not only help in skill development, but also in building confidence and fostering a sense of belonging. Effective leadership involves leading by example, providing constructive feedback and recognising the achievements of the crew. By cultivating these qualities, captains can inspire their teams and drive the industry forward.
The issue of fake licences
One of the pressing concerns we’ve seen arising recently is the prevalence of fake licences. With growing demand for qualified crewmembers, there has been an increase in fraudulent certifications. This poses significant risks to both
the safety of the yacht and to the reputation of the yachting industry.
Captains need to be extremely diligent when hiring new crewmembers. This involves thorough background checks and verification of credentials through reliable sources. The PYA provides resources and support to ensure that captains can identify and avoid fraudulent certificates. By collaborating with flag administrations and recognised maritime institutions, we help maintain the integrity and safety standards of the industry.
Looking to the future
The increasing negative public
perception of superyachts means we’re engaging in a growing number of activities to tell the world about the reality of yachting – in particular, through interaction with mainstream journalists in print, radio and TV. The yachting industry is growing, and with more and more vessels being built, we’re also seeing different types of yachts, such as explorer yachts and hybrid vessels, doing humanitarian work. There are great opportunities out there for qualified individuals … but without crew, there are no yachts. CB
Editor’s note: The role of – and support for – captains is explored in detail by Conor Feasey on the following pages.
Who captains the captains?
BY CONOR FEASEY
Our senior crew go through the majority of their careers mastering the technical aspects of the industry, but what can we learn from the leadership training acquired from a career in the British Royal Navy?
Captains taking to the helm of a yacht is the realisation of a lifetime’s ambition and a worthy reward for a career forged in mastering the technicalities of operations on board. However, this journey often becomes marred when captains discover that they have also become the CEO and CFO of a multi-million-euro company, a mentor and a leader to an entire crew and for some, even a parental figure or therapist. It’s a lot to take on, and life at the top can be lonely.
Over the past year, there’s been significant discussion about poor mental health, high turnover, low retention rates and increased bullying and harassment in the crew sector of the industry. While addressing mental health issues is crucial, the industry is merely papering over the cracks instead of tackling a root cause: poor leadership.
This isn’t to say there aren’t any good leaders in the yachting, there are. But as the industry continues to expand, we too need to offer our current and future leaders the same opportunity to grow in a landscape that provides them with sustained development opportunities.
To understand more about the current situation and how it can be addressed, we spoke with former Royal Navy Officers Chris Andreason, head of yacht management at Edmiston, and Tracey Santrian and Karl Santrian, founders of leadership development company BZ Maritime Leadership.
“What we need to do is bring in the ethos that leadership is a professional skill the same way as sailing a yacht is. The current career trajectory doesn’t adequately prepare captains for the multifaceted responsibilities they face.”
“If you look at a yacht captain’s career path, there’s a structured progression that often starts with hands-on experience in various roles on board. They learn the essential skills of, watchkeeping, and navigation and then they obtain certifications like the Master’s license. But the focus tends to be on completing courses and climbing the next rung on the ladder rather than developing real leadership and management abilities,” explains Chris, who also served as a superyacht captain for over 25 years after leaving the Royal Navy where he spent a decade.
“This approach completely overlooks the crucial aspects of management. Yes, you might master the technical aspects, but many captains lack comprehensive leadership training, which is essential for effectively commanding a vessel. To be clear, this isn’t to say that the industry must bring in the exact same processes as the Royal Navy. That wouldn’t work. But what we need to do is bring in the ethos that leadership is a professional skill the same way as sailing a yacht is. The current career trajectory doesn’t adequately prepare captains for the multifaceted responsibilities they face.”
“There is evidently a disparity between training priorities and the actual demands of a captain’s role,” says Karl, who previously was the head of leadership training for the Royal Navy. “Currently, the majority of training within yachting is focused on developing technical capabilities, whereas being successful in command relies on possessing superior human capabilities – interpersonal skills, leadership, management and teamwork. One reason for this mismatch might be that human capabilities are more difficult to acquire, as they need to be cultivated over time rather than taught on a standalone course.”
“An owner of a large company wouldn’t appoint someone as CEO without the right qualifications and skill set. So why do they make exceptions on their yacht, where they entrust their most prized possessions – their family?” adds Tracey, who served for 35 years as a crew development and wellbeing specialist.
This isn’t to place blame on our leaders at the helm of the fleet. Captains are grown in a technical domain to do a job that is predominantly faced in the human domain and, as highlighted above, the
current training landscape tends to lack the critical human aspect required for the job. Flag states and maritime authorities focus heavily on examining professional competency in technical aspects such as navigation and stability, but they don’t adequately assess leadership and command abilities.
Some shipping companies and cruise lines do evaluate these skills, but in the yachting industry there’s no review of someone’s level of human capability. The current career structure encourages individuals to focus on passing technical exams, which can suddenly lead to becoming in command of a yacht without any form of leadership evaluation. It is not suggested that the yachting industry should introduce leadership exams, but it is imperative that those in command have received professional human-capability training. It is a fact that poor leadership often causes issues for the entire vessel and is the root cause of poor crew mental health and low retention rates, among other issues. Therefore, by refining our senior management strategies, we can foster better emotional well-being and mental health on board and, in turn, create a better and psychologically safe working environment.
For example, as captain, you don’t create the passage plan yourself; the second officer does. However, captains assess the plan based on their experience and know what to look for. Although they are trained in technical aspects to achieve their rank, once you’re a captain, others handle these tasks. The new role is to review other people’s work and oversee the crew.
If the second officer makes an error in the passage plan or anyone makes an error on board, the captain’s response is crucial. Coaching and mentoring the officer or crewmember, rather than yelling at them, can make the difference between a negative experience and a positive, developmental one. Correcting mistakes calmly and constructively ensures the individual learns and improves, enhancing safety. If handled poorly, the individual might either repeat the error or hide it, jeopardising safety. By highlighting issues in a supportive manner, the captain creates a learning environment, preventing future mistakes.
This is something BZ Maritime Leadership tries
“Many owners aren’t made aware of the need for crew to undergo leadership training, assuming that technical expertise is enough. However, on a high-value asset as a yacht with a sizable crew, technical skills alone don’t translate to effective management.”
Chris Andreason, head of yacht management, Edmiston,
to tackle through its focus on human capabilities within its education programmes – upskilling our leaders in critical areas such as interpersonal, leadership, management, teamwork and the ability to effectively lead a yacht as a captain. Developing these capabilities is essential in creating highperforming teams on board. Given the industry’s image, the significant investment in yachts and its association with Monaco, high-calibre leaders are as crucial for yachts as top drivers and mechanics are for Formula One cars.
“In the F1 circuit, pit crews execute tyre changes with precision, operating within split-second timeframes. Similarly, the yachting industry requires a level of professionalism, teamwork and leadership akin to this,” says Karl. “And the best F1 pit crews aren’t just fast; they excel in adapting to unexpected challenges. This adaptability is equally essential in the superyacht world. Yachts operate year-round, requiring seamless teamwork and leadership, especially with crew rotations. When emergencies arise or there are sudden changes in plans, crews must swiftly respond and manage the situation effectively.”
The yachting industry has often masked its deficiencies in leadership, teamwork and human capability skills with cold hard cash. Crewmembers are frequently overworked, even with controlling measures in place to avoid this, and sometimes mistreated, leading to high turnover rates and constant recruitment. Owners seem willing to absorb the substantial costs associated with high crew turnover, which can exceed €20,000 per rotation. However, better leadership and on board culture could mitigate this turnover and save money. But should there be a greater responsibility for management companies or vessel owners to ensure
that the crew they hire have the necessary leadership qualities to create a safe and thriving professional environment?
The challenge is convincing owners to invest in training beyond the mandatory requirements. Training in leadership and management is a crucial aspect that often get overlooked in the yachting industry. While crewmembers may receive initial training and certifications, true competency and effective leadership develop over time, through practical experience and ongoing learning. Many owners question the need for extra investment, assuming that their crew are already adequately trained. However, just like in the Royal Navy, and other professional industries, where there is continuous professional development on board the ship, yachting crew need ongoing development to handle emergencies and operate effectively as a team.
“The current problem lies in the assumption by owners that simply purchasing a boat ensures it will be manned by properly trained and qualified individuals. But what defines ‘Properly trained and qualified’?” asks Chris. “Unfortunately, many owners aren’t made aware of the need for crew to undergo leadership training, assuming that technical expertise is enough. However, on a high value asset as a yacht with a sizable crew, technical skills alone don’t translate to effective management.”
Financial constraints and timing further complicate matters. It’s currenlty difficult to make time for training, especially when it means sacrificing potential charter revenue or disrupting maintenance schedules. Finding the right time for training sessions is also a challenge, because there’s never an ideal moment with crew rotations and seasonal demands.
Should there be a greater responsibility for management companies or vessel owners to ensure that the crew they hire have the necessary leadership qualities to create a safe and thriving professional environment?
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“Management training is a whole different ballgame because it needs to be ongoing,” adds Chris. “Training time should be scheduled during periods of downtime, but with leave and maintenance requirements, it often gets overlooked. When a yacht charters for a million euros a week, convincing an owner of the necessity of training is challenging. As head of management, I frequently have this tough conversation, but I strongly advocate for it. We need to find flexibility in the system to ensure this training happens.”
Moreover, there’s a pressing need for dynamic leadership and teamwork during emergencies or sudden pressure increases, but it’s a sad fact that it often takes a disaster to create new rules, whether that’s the likes of the Titanic for SOLAS or whether it’s The Marchioness on the river Thames for the large yacht code. Those are the types of things that have to happen before the creation of new codes. However, it’s not the proactive approach the industry needs, but there’s an opportunity to make the change before something happens, and perhaps learn from the likes of the Royal Navy and its approach to investing in leadership first.
“Learning doesn’t just have to occur via formal training routes. Whilst formal training is essential, developing a learning culture and psychologically safe environment is essential,”
“Having been on board a Royal Navy ship that had a catastrophic fire that killed two crewmembers [a diesel generator exploded], I know how important human capabilities are,” said Karl. “As is often the case with serious incidents at sea, the situation conspires against you and the SOPs don’t cover what is occurring, like emergency pumps becoming defective, rough sea conditions, no other ships nearby, etc. That’s where the human capabilities of the crew really come to the fore and the leadership of the captain is fully tested.”
The industry can often be lulled into a false sense of security with tangible crisis-aversion gadgets such as advanced firefighting systems. While these innovations are promising, the challenges faced by smaller yachts that may lack the resources to implement such systems could lead to catastrophes if the crew are not drilled and trained properly by senior management on board. “Human nature drives us to measure and quantify things, seeking clear cause-and-effect relationships,” says Tracey.
“We feel reassured by tangible solutions like firesuppression systems and watertight doors– those practical measures we can see and check off a list. But the human capability element is different. It’s not so black and white; it’s complex and nuanced.”
It’s this behavioural nuance that becomes key
Tracey Santrian, BZ Maritime Leadership.
to addressing a person’s leadership qualities. For example, when it comes to evaluating a captain’s technical performance it’s relatively straightforward. If they’ve made a mistake, you can identify areas for improvement, go through additional training, and then assess them with criteria. But assessing human capability is entirely different. It’s a gradual process, a slow burn, with results that aren’t as tangible. You can measure how well a captain can navigate, but it’s more difficult to assess their leadership skills.
As a leader, you need to adapt and respond accordingly, but you can’t learn that overnight or on a short course either. It requires years of experience, ongoing development and mentorship. This poses a significant challenge for the industry because leadership and human-capability development aren’t quick fixes. They require consistent effort and investment over time, not just a short training course.
Some captains have mentioned that they’ve taken the initiative to educate themselves on leadership by watching videos, reading books and even coaching themselves. But the industry needs to take a more pragmatic approach, especially considering that this level of leadership training needs to be implemented throughout a career and happen in tandem as crew progress from the deck to the bridge. So what does this actually look like in practice?
“Well, for a start, we need to ensure we’re addres-
“In the F1 circuit, pit crews execute tyre changes with precision, operating within splitsecond time-frames. Similarly, the yachting industry requires a level of professionalism, teamwork and leadership akin to this.”
sing underperformance constructively, offering the necessary training and monitoring progress” says Chris. “As a management company, we must take a stand. We often see situations where a captain leaves, and there’s a quick suggestion to replace them with someone familiar.
“However, it’s essential to choose the right person for the job, not just someone who is well liked by brokers and managers. While relationships are important, it should never be to the detriment of crew and operations, so moving away from the old boy network is crucial. At Edmiston, we will adopt a more structured and formal approach to captain selection to ensure the owners of our managed yachts benefit from this method. Over time, this will lead to better operations and reduced turnover, ultimately lowering costs.”
For the former Royal Navy Officers, owners need to understand that problems such as high turnover rates could be greatly reduced if there was better leadership on board. Yachts with increased turnover rates aren’t uncommon, and while owner-captain relationships are important, they shouldn’t be to the detriment of the rest of the crew. Equally, while it’s easy to say, ‘just fire them’, it’s more beneficial to re-educate and train the leaders we have. Insurers are beginning to carry out more stringent risk assessments, which could also help. When you look at recruitment, uniform and on-boarding alongside the time to familiarise new crew and develop the
Karl Santrian, BZ Maritime Leadership.
You can’t just send people on a training course; you need to invest in continuous professional development. A holistic approach where formal and informal training, alongside the development of on-board learning cultures, is essential.
team they are all easily financially quantifiable, and present a more compelling argument to owners, and the wider industry, on the significance of upskilling our leaders.
“It’s about re-education and also about presenting the industry that we have fantastic people, and this can be an amazing career path,” says Chris. “Educating from the bottom tier is great, but it fixes the problem ten years from now. We need solutions for five years from now and immediate fixes for those currently in positions of power.”
“Learning doesn’t just have to occur via formal training routes. Whilst formal training is essential, developing a learning culture and psychologically safe environment is essential,” explains Tracey. “When crewmembers have the right professional attributes, they can mentor or teach others on board – increasing knowledge and skill. Having a learning culture where crew feel safe to learn new skills and not be in fear of losing their job is immensely beneficial”.
And it’s here that we might just find the answer, and a near-term fix, to the problems faced on board. You can’t just send people on a training course; you need to invest in continuous professional development. A holistic approach where formal and informal training, alongside the development of onboard learning cultures, is essential. This is where the leadership sets the tone.
Establishing the ‘right tone’ can be challenging especially given the isolated nature of the superyacht industry, where captains spend most of their time taking owners and guests to remote locations as far away from other people as possible. But webinars like the PYA’s Leadership in Yachting , BZ Maritime Leadership’s Superyacht Leader Network (SLN) or Quay Crew’s Captain Community, addresses this isolation by providing a professional space for members to connect, share experiences, and discuss best practices.
The value of the peer-to-peer exchange the web-
inars provides is immense, as scenarios are discussed and successes or improvements identified. The openness of the exchanges is also extremely beneficial and insightful for newly promoted captains or chief officers coming through the ranks.
“This interpersonal sharing and scenario-swapping is invaluable and constitutes leadership training without formal instruction. If more individuals in the industry were open about their experiences, including failures, it would create a culture of proactive learning,” says Chris. “Training people who are constantly under pressure and then on leave demands more of this peer-to-peer interaction, guided by professionals like Tracey and Karl. This approach helps everyone grow and handle situations more effectively.”
While peer-to-peer interactions might not necessarily provide the cure-all required to completely address leadership issues in the industry on its own, it does offer a worthy antidote to alleviate some of the more immediate symptoms. And this is the place to start – identify leadership training needs and holistically train the next generation to boost their human capability. In doing this the next generation will grow their leadership abilities alongside their technical skills.
If new crew entering the industry know how to ask the right questions, and if the generation above them – although perhaps not many years older, but more experienced in terms of training and on-board time – are open to being questioned and happy to provide answers, we can establish an internal audit system of leaders where accountability is inherent. And where there is an industry expectation that good leaders explain their actions and decisions by providing clear reasons.
So, it isn’t all doom and gloom. If you look at the industry and its leaders, the calibre of individuals is incredibly high. “Imagine what the industry would look like with investment in human capabilities and a structured continuous professional development pathway,” concludes Tracey. CF
YOUR YACHT DESIGNED, ENGINEERED, CRAFTED. YOUR WORLD
VIEW FROM THE BRIDGE: THE CAPTAINS AND SENIOR CREW SENTIMENT REPORT
BY THE SUPERYACHTINTELLIGENCE TEAM
The Superyacht Intelligence team surveyed our global network of active captains and senior crew around the world to get their views on the changing superyacht landscape, as well as share their perceptions about the future of the industry.
To garner present-day perceptions of the market, we invited captains and senior crew (who represent the next generation of captains) to share their opinions on a variety of industry issues, ranging from ongoing frustrations to the challenges they currently face, alongside the shift in client expectations.
Interestingly, the results reveal that crew retention and training, regulatory compliance and environmental sustainability are the most important challenges facing crew, with the industry’s reputation being the least of their concerns. To address these issues, this report delves deeply into how the industry can tackle these concerns, highlighting how improved practical hands-on experience can be the most beneficial method in refining crew education and training.
Of the hundreds of captains and senior crew who responded to our survey, 48 per cent admitted that environmental sustainability was not of significant interest to owners and guests. This is in line with results from a 2019 survey conducted by The Superyacht Agency, when 50 per cent of respondents said the green agenda was important to their owners and guests.
Despite the large discourse surrounding the topic over the past five years, and the continued movement towards sustainability, it shows owners and guests are slow to change. However, responses given in the survey and detailed in the report help to shed light on what is actually being done within the superyacht fleet to move towards eco-friendly practices, as well as what is preventing owners from embracing yacht sustainability.
Ultimately, we conclude the report by examining the ways in which the industry could grow and develop, in particular regarding cruising itineraries, how the role of a captain could change and adapt, and how the industry can best prepare for potential shifts within the market.
Current challenges
Before casting their minds to the future, captains and senior crew were asked to reflect on contemporary challenges with the superyacht sector by ranking a series of topical issues by levels of importance. The Superyacht Intelligence team selected a range of concerns that have received notable attention over the past five years, presenting them as key challenges to survey participants.
An analysis of the range of responses reveals crew retention and training to be the highest priority for our captains and senior crew (see Figure 1), with it being ranked as the most important challenge by 45 per cent of participants. While this is unsurprising considering the sizable coverage of the concerns over crew retention and current training, it was reported in 2023 by SuperyachtNews and Faststream Recruitment that crew retention rates have improved since 2021. By 2023, only 40 per cent of active crew were seeking new positions – an 11 per cent decrease from two years previously. Despite this upward curve in crew-retention rates, it’s clear that the topic remains of key significance for captains and senior crew as it received the lowest average ranking of 2.1 (in this ranking system, a lower score signifies higher importance).
Following crew retention and training, respondents selected regulatory compliance and environmental sustainability as their secondary and tertiary priorities. Regulatory compliance saw an average ranking of 3.2 out of 6. From this, we can infer how under current regulatory systems, captains and senior crew are struggling to keep up with various changes and complexities. However, when a follow-up question asked whether there were any areas in the industry that require immediate attention and improvement, responses regarding regulations were rarely mentioned. Instead, the majority of responses centred on crew behaviour, retention and training.
When given the opportunity to share their sentiments in an open format, respondents highlighted various concerns within the industry. The following set of quotes represent some of the concerns raised during this section:
“The industry has grown so fast, both yachts in size and the whole fleet in general, yet the influx of good crew has not managed to catch up.”
“The industry needs to become more environmentally aware and needs to invest far more into sustainable propulsion systems, reduce operational carbon footprint and become less wasteful.”
Crew retention and training are the highest priority for our captains and senior crew, being ranked as the most important challenge by 45 per cent of the participants.
CAPTAINS AND SENIOR CREW SURVEY
Figure 1: Challenges currently facing the industry
PERCENTAGE OF RESPONDENTS WHO BELIEVE ON-BOARD EXPECTATIONS HAVE EVOLVED OVER THE PAST FIVE YEARS
Figure 2: Distinct ways in which owner and guest expectations have evolved and changed over the past five years
Higher level of service expectations
New cruising itineraries and experiences
New tech and improved internet connection
Better value for money
More on-board toys and activities Greater industry awareness
The Superyacht Intelligence Team
“The responsibility for adherence to legislation surrounding training being partially or wholly born by the vessel beneficiaries, much like it is in the civil aviation world, training and type approval is paid by the owner as standard. Crew competency could be drastically improved if it were standard practice to give time off and funding to crew at any level.”
“We have to solve the sewage issue; all marinas should have a pump-out system readily available at each berth. Take Palma, for example. People kayak at RCNP [Real Club Náutico de Palma] and hundreds of boats pump sewage directly into the marinas. It’s the same in Antibes, everywhere.”
“Crew mental health and well-being. Support for drug and alcohol abuse.”
“Crew on-the-job training. There is a tendency to focus on fast-track certification over job experience and training.”
While owner and guest expectations were ranked relatively low in terms of key challenges facing the industry (see Figure 1), further analysis shows that 77 per cent of respondents believe these expectations have changed over the past
five years. When given the opportunity, captains and senior crew offered a variety of responses to why this has occurred, and 38 per cent of answers could be categorised under ‘higher level of service’ (Figure 2). Our participants expressed rising concerns over the levels of expected service, with one stating:
“The level of personal services expectations is now on par with luxury hotels, yet the current manning available on board cannot match these expectations.”
Interestingly, 21 per cent of respondents said owners and guests are now seeking new cruising itineraries and experiences. This dramatic shift in expectations was found to place more pressure on captains and senior crew, who revealed that they are increasingly required to plan extensive itineraries in advance, which include a variety of activities and experiences.
It should be noted that only 13 per cent of respondents are experiencing increased expectations with regard to new technology and internet connection. The vast majority of responses relating to this linked back to the idea of Wi-Fi,
a feature of the modern world that was not as prevalent ten years ago. With the introduction of technology such as Starlink, many captains and senior crew are under increased pressure to provide fast internet connectivity.
Solving crew training
With crew retention and training being cited as the most important challenge among our surveyed captains and senior crew, individuals were subsequently asked to share perceptions on ways to improve current crew training practices. Figure 3 represents the range of responses given by participants, where it can be seen that 26 per cent of participants believe crew training should include more practical, hands-on experience. It was reported by a number of respondents that junior crewmembers were seemingly being placed on yachts without significant first-hand experience of vessel operations. Respondents, while appreciating the ease of classroom training, collectively called for training providers to increase their practical training to gain primary experience regarding
'Other' category comprises: • Digitalisation of current training records • Mentoring schemes • Improvement in management training specifically for captains
Figure 3: Proposed methods for improving crew training across the industry
workload, traditional on-board operations and the life of an active crewmember. In the same vein, 14 per cent of captains and senior crew believed the general amount of mandatory crew training should be increased, regardless of whether it is practical, in person or virtual.
Notably, it was suggested that another method of improving training standards could be to encourage existing crew to undertake consistent training renewals and reviews throughout their careers. Nine per cent of respondents shared that this additional requirement would encourage crew to continuously develop their skills and knowledge, which could be passed on to new crew who have just entered the industry. This would help set a consistent standard for crew training and experience, a feature that is also sought after by nine per cent of the survey sample.
Environmental sustainability
Over the past decade, there has been a growing conversation regarding the role of environmental sustainability and how it will function and develop within the market. As a result, it’s unsurprising that the topic was voted third most important (Figure 1) by our surveyed captains and senior crew.
However, when asked if the subject was important to owners and guests, the response was roughly the same as it was in 2019, when more than half of participants ranked sustainability as unimportant in the eyes of owners and guests (Figure 4). As the response rate remains relatively consistent with what it was five years ago, we can infer that the industry is undergoing a slow uptake in sustainability initiatives, especially among owners and guests.
By conducting further analysis, we’re able to break down each category by the LOA brackets selected by participants. From this we can determine that within the ‘no’ segmentation, 42 per cent comes from the 40- to 60-metre participants, with only eight per cent from 90-metreplus respondents. While respondents operating on 40- to 60-metre vessels perceive owners and guests to be less concerned about environmental sustain-
CAPTAINS AND SENIOR CREW SURVEY
Figure 4: Percentage who think environmental sustainability is important to their owners and guests
Figure 5: Percentage of regions not engaging in some form of sustainability practice
WASTE REDUCTION AND RECYCLING PROGRAMMES
Figure 6: Percentage currently engaged in sustainability practices on board or on their previous vessels
IMPLEMENTATION OF ENERGY-EFFICIENT TECHNOLOGIES (E.G. LED LIGHTING, SOLAR PANELS)
ECO-FIENDLY HULL COATINGS AND ANTIFOULING SOLUTIONS
ability, this is also the sector most likely to engage with green initiatives. Of those who stated that environmental sustainability is import-ant their owners and guests, more than 30 per cent came from this LOA size sector.
However, when asked to explain this lack of interest, surveyed participants said that, currently, owners and guests are pragmatic, stating that many owners don’t consider the issue when building or operating their vessels. One participant stated:
“Environmental sustainability is a concern but not a key concern and a bit down the list of priorities for [owners and guests]. An owner who decides to build or buy a yacht and/or private jet didn’t think first of sustainability and the environment. This is the reason we as industry professionals hold the responsibility to mould the future market and the clientele with standardisation.”
Here, we see a captain with more than 10 years of industry experience utilising their position to engage owners and guests with industry issues, including environmental sustainability. This response highlights the shared industry responsibility for encouraging greater sustainability practices by sharing knowledge with each other, owners,
ENVIRONMENTAL EDUCATION AND AWARENESS PROGRAMMES FOR CREW AND GUESTS
PARTICIPATION IN MARINE CONSERVATION INITIATIVES OR RESEARCH PROGRAMMES
guests and other industry stakeholders. This collaborative approach could result in higher concerns regarding eco-friendly practices and increase the uptake of those currently participating in them.
Those who said that environmental sustainability is important to their owners and guests were subsequently asked to share which specific practices are valued most on board. These included reducing noise, light and water pollution; removal of single-use plastic; and maintaining consistent recycling programmes. Notably, there was a small number of respondents who emphasised eco-friendly propulsion systems such as hybrid electric, hydrogen, biofuels, etc.
To gain a deeper understanding of current sustainability practices implemented on board, participants were asked to select initiatives that are being utilised to further environment sustainability. Figure 6 shows the percentage of respondents who are currently engaging with each environment programme, presenting the statistical implementation of sustainability strategies across the industry. Some 64 per cent of participants are currently engaging in waste reduction and recycling programmes, while 57 per cent have implemented
CARBON OFFSETTING OR EMISSION - REDUCTION STRATEGIES
UTILISATION OF ALTERNATIVE FUELS ON EITHER THE MOTHERSHIP OR TENDERS/TOYS
energy-efficient technologies on board, such as LED lighting, solar panels, etc.
Interestingly, while 52 per cent of respondents reported sustainability as not important for owners and guests, our analysis indicates that only 17 per cent stated that they were not engaged with any environmental practices. This suggests that although it’s not a key concern, the majority of owners and guests are still willing to utilise green technology, despite their hesitancy to do so.
Of the regions analysed (only those which met a minimum threshold of responses), it was found that 21 per cent of those cruising primarily in North America were not currently engaged in any sustainability practices. In contrast, everyone operating in the Oceania region was found to be engaging in some form of sustainability practice (Figure 5).
This comparison places the Pacific and Oceania regions as more environmentally conscious compared to their North American counterparts. This could stem from geographical differences, where the Oceania region is perceived as a location to be preserved and therefore requires greater sustainability practices to ensure it is maintained. This includes water quality, wildlife, cruising locations, etc.
CAPTAINS AND SENIOR CREW SURVEY
Figure 7: Areas of on-board operations that could benefit from emerging technologies
PERCENTAGE OF RESPONDENTS WHO WOULD NOT LIKE TO SEE AI PLAY A ROLE IN AUTOMATING ON - BOARD OPERATIONS 70%
Figure 8: Top five areas where AI could be beneficial to on-board operations in regard to automating or enhancement
Maintenance and equipment monitoring
Inventory management and procurement
Energy efficiency and power management
Fuel-consumption optimisation
On-board entertainment and recreation optimisation
Crew scheduling and task allocation
Navigation and route planning
and
Guest services and personalisation
The Superyacht Intelligence Team
Developing and adopting technology
Participants were asked to select areas of on-board operations where emerging technologies such as machine learning, the internet of things and augmented reality could enhance on-board operations. The area found to be most likely to benefit from emerging technology were energy solutions such as solar power, hydrogen fuel cells, electric energy and energy-storage solutions. More than 70 per cent of respondents consider this area to have the potential to be improved by developing technology (Figure 7).
Additional areas reported as having significant support from the surveyed captains and senior crew were communication and connectivity as well as crew management and training; more than half of participants selected both categories. By comparison, only 23 per cent reported that developing technology could enhance entertainment and comfort features on board.
While most respondents believe emerging technology will play a role in the future of on-board operations, 70 per cent said they don’t want AI to significantly automate or enhance these operations. From this, we can infer that while technology will be embraced across the industry, most of the participants have concerns over AI’s effectiveness, reliability or impact on job security and safety. One captain said there was a general apprehension towards AI because it was believed that it could replace the role of a captain, gradually making it redundant and superseded by AI, automation and future technology.
This is reflected in the top areas where AI could be most beneficial to automating or enhancing on-board operations as viewed by respondents (Figure 8). The data reveals that 56 per cent of respondents believe that the area most likely to benefit from this emerging technology is maintenance and equipment monitoring.
It’s somewhat surprising to see this category receive such support as predictive maintenance and real-time monitoring remain in their infancy in terms of design, technology and implementation. It’s only in recent years that the industry has begun to see a surge in AI lead technology. However, the superyachtmarket
perceives this to be a significant area for AI implementation in future.
Following this, 52 per cent of surveyed captains and senior crew believe AI could be utilised for inventory management and procurement. While the top five areas that could benefit from AI being introduced received support from more than 30 per cent of the response sample, only 17 per cent suggested AI could be utilised for guest services and personalisation.
Changing cruising itineraries
One of the more subjective sections of the survey centred on potential regions that could see a growth in popularity over the next five years. While we saw a diverse range of responses, Figure 9 shows that 21 per cent of respondents anticipated the Eastern Mediterranean would see significant superyacht activity growth. Specific locations mentioned relating to this area are:
• Albania
• Croatia
• Cyprus
• Greece
• Turkey
Closely following the Eastern Mediterranean is the Pacific/Oceania, which saw 18 per cent of respondents reporting this as a potential area for growth. Similarly to the Eastern Mediterranean, each overarching category had specific location mentions. Here is a breakdown of each response:
• Polar Latitudes – Artic, Antarctica, Alaska, and the Northwest Passage
• Southeast Asia – Philippines, Thailand, Indonesia, South China Sea, Yellow Sea and Japan
• Middle East – Red Sea, Saudi Arabia and Dubai
• Central America and the CaribbeanNew England and the Windward Islands
• Indian Ocean – Maldives and the Seychelles.
Figure 9: Percentage who see particular regions growing in popularity in the next five years
East Mediterranean
Pacific/Oceania
Polar latitudes
South-east Asia
Middle East
Central America and the Caribbean
Northern Europe
Indian Ocean
South America
CAPTAINS AND SENIOR CREW SURVEY
Here we present a selection of the most insightful comments made by our global network of active captains and senior crew on the topics they feel most strongly about:
IN WHAT WAYS HAVE EXPECTATIONS CHANGED?
Less real, wanting a Disney ride. They expect the same service from crew that used to be paid better, so they now get less quality crew.
The level of personal services expectations are on par with luxury hotels, yet the current manning available cannot match the expectations in the number of crew dedicated to service.
Social media has created an illusion of what should be carried and available on all yachts.
Clients have a greater desire for instant gratification and their experience of freedom for having the liberty of a yacht to explore and have a unique experience is dwindling.
Private owners want their yachts run like a charter vessel – the general budget needs to be justified over and over and crew hours are difficult to manage due to this exceptional workload.
WHAT ARE THE KEY AREAS WITHIN THE INDUSTRY THAT REQUIRE IMMEDIATE ATTENTION AND IMPROVEMENT, AND WHY?
We need attract real seafarers again and not just landlubbers looking for a job.
Green washing, it will only add to the bad reputation.
Captains need to be made accountable for their actions and behaviour.
Costs and budgets need to be reevaluated and adjusted more in line with inflation and other rising costs.
Brokers need to stop putting captains down, and the industry needs to clean up its alcohol image.
Collection and recycling of waste as most marinas don’t give a damn. Italy needs to collect garbage from yachts instead of not allowing it but still charging us for retaining it on board.
Screening new crew is woefully under par, particularly with regards to Below Decks already.
WHAT IS THE BIGGEST FRUSTRATION WITH THE SUPERYACHT INDUSTRY AND WHY?
Poor understanding of our industry. It smacks of amateurism, especially when compared to the commercial shipping industry. Too many ‘life coaches’ and ‘mental health’ experts around.
The increased failure of contractors to be able to complete work in a timely manner.
The elitism of some suppliers who perceive themselves as offering a premium service or product, when they are just outsourcing it from industrial or regular commercial sources.
Zero job security.
Salary isn’t growing with inflation. Yacht owners and companies can well afford to look after people better but the “crew last” mentality persists.
Every sector has become extortionate and at some point will deter owners both old and new from buying/running yachts.
The wastefulness of the industry at large. The yachts are equipped to the nines and sit around and do nothing to support scientists who struggle to find funding and boats for critical research.
No culture of sacrifice: it seems like youngsters have never been told that Rome was not built in a day.
Social media has painted an unrealistic image of the industry and new crew have unrealistic ideas of what working on yachts is like which is perpetuated by crew-training establishments.
There are a lot of fake people and organisations. People who publicly advocate for better crew treatment and career development, yet in reality are either cut-throat in their approach or their bosses are so they have to operate in this capacity. Crew are very much seen as expendable by the majority of management companies.
Not working together. There is so much that affects all of us and no one will work with anyone else to address the problems.
Bureaucracy – there should be an IMO standard for all countries to streamline administration.
The different charter rules and VAT rates in Europe. Getting a charter licence in Spain is still not the right fit for a European owner. So much for the EU ... everyone makes up their own rules.
CAPTAINS AND SENIOR CREW SURVEY
HOW THE ROLE OF THE CAPTAIN IS ANTICIPATED TO EVOLVE
One of the more subjective features of the survey centred on captains and senior crew reflecting on how they believe the role of the captain could change, adapt and develop over the next five years. While acknowledging the role is constantly evolving, it’s anticipated that captains will see an increase in managerial and corporate responsibilities, enhancing crew development and training, technological integration and growing regulatory and compliance pressures.
Below is a brief insight into the range of responses from survey participants:
INCREASED MANAGERIAL AND CORPORATE RESPONSIBILITIES
“Yacht captains will become more and more like managers/ CEOs of a small company, especially if the owner charters. The typical tasks of a captain will be taken over by technology.”
“For 60-metre-plus yachts, the role is more CEO than navigator.”
"It is becoming more of a corporate role for midrange yachts and above due to regulatory requirements. The human element of the industry for senior crew, particularly captains, is not what it once was."
ENHANCED CREW MANAGEMENT AND DEVELOPMENT
“Needs to be more involved in crew development and more aware of generational issues.”
“Captains need to delegate daily responsibilities and have stronger management and communication skills, building stronger crew interaction and skill sets.”
“Captains are spending less time advising owners and managing programmes as management companies seem to have filled the role. Captains seem to be headed towards more crew management and placating the ever-more demanding needs they are encouraged to request.”
ADAPTATION TO CHANGING INDUSTRY DYNAMICS
“Captains need to take on a bigger role managing their yachts rather than being degraded to driving the bus by some of the foremost management companies.”
“The only way the role of future captains evolves is if current captains are willing to change and adapt, then pass on that knowledge to their crew. Or, better yet, listen to their current crew and learn a thing or two.”
TECHNOLOGICAL INTEGRATION AND SUPPORT
“More AI, less paperwork for captains, I hope.”
“Captains are now vessel administrators/managers more than anything else. This needs to be changed to allow years of expertise being used practically rather than sitting behind a desk.”
“As systems inevitably become more and more automated, technical tasks will need oversight rather than implementation from captains. However, the majority of UHNW individuals will always want personal attention rather than robots to fulfil more visible tasks."
REGULATORY AND COMPLIANCE PRESSURE
“Increasing administrative work associated with ISM and IMO conventions. Less focus on pragmatic approaches and more protocol.”
“More unnecessary hurdles in place.”
“Be more familiar with the regulations updates, and closer collaboration with the yacht managers ashore.”
CLOSING SENTIMENTS ABOUT THE FUTURE
Captains and senior crew were asked to share their sentiments on the future of the industry, looking towards emerging trends that could have a significant impact on the market, as well as highlight what they believe needs to be done to prepare for these potential shifts. Responses varied but the key aspects are outlined below:
Environment sustainability and green technology
Over recent years, there’s been a growing emphasis on engaging with greater environmentally friendly practices and sustainability across all of society, and this includes the superyacht industry. Stakeholders could invest in eco-friendly technologies such as hybrid propulsion systems, solar panels and effective wastemanagement programmes to ensure they grow alongside the increase in environmentally conscious owners, guests and crew. Additionally, exploring alternative fuels, such as hydrogen or biofuels, could significantly reduce a yacht’s carbon footprint.
Advanced materials and design
It was proposed by a number of participants that innovations in material science and design are becoming increasingly important, with many companies looking to adopt sustainable materials for yacht construction. Lightweight composites, 3D printing and biomimicry-inspired designs could enhance performance while reducing fuel consumption. Stakeholders across the industry could stay updated on advancements within this field to help owners incorporate them into future yacht projects.
Digitalisation and connectivity
Digital technologies are seen to be transforming the yachting experience, from smart navigation systems and battery technology to on-board entertainment systems and advanced security measures. It was proposed that stakeholders could invest in robust connectivity infrastructure, cybersecurity measures and Internet of Things devices to meet the ever increasing demands of technologyfocused owners and clients.
Cruising customisation and personalised itineraries
Throughout the survey, it was found that owners and guests have higher expecta-
There will be more demand for berthing options within the marina landscape and the current lack of mooring options across the globe is becoming an increasing concern. To prepare, more marinas are required to confront this looming issue.
tions regarding on-board experiences, notably in relation to itineraries and activities that are tailored to their preferences. Charter brokers could prepare for this by offering cruising itineraries to more remote locations as a means of appealing to a wider range of guests.
Berthing options
Participants predict there will be more demand for berthing options within the marina landscape, with respondents reporting that the current lack of mooring options across the globe is becoming an increasing concern. To prepare, more marinas are required to confront this looming issue.
Remote work and lifestyle
The rise of remote operations has blurred the lines between work and leisure, prompting some to seek alternative living arrangements such as long-term yacht stays. Stakeholders should explore opportunities to cater to this trend by offering enhanced connectivity, office facilities and leisure activities on board.
Regulatory compliance and safety
With increasing scrutiny on safety standards and environmental regulations, stakeholders must stay abreast of evolving compliance requirements. This includes adhering to emissions standards, safety protocols and maritime laws to ensure operational efficiency and mitigate risks.
Respondents ultimately said that for these changes to come to fruition, stakeholders in the industry should prioritise innovation, sustainability and customer centricity. This entails extensive research, investments and continuous improvements in crew-training initiatives. Staying informed on the latest market trends and regulatory developments is also imperative in enabling stakeholders to adapt proactively and maintain a competitive edge in the growing market. IP
All analysis was undertaken by our data and research consultants. We provide bespoke consultancy projects that help clients make informed, data-driven decisions. Scan the QR Code to see examples of our work.
There are yachts and there are Feadships.
A turning point for Tankoa
Guido Orsi, head of marketing and communications at Tankoa, on the yard’s growth since its inception in 2008
With a history in the textile sector, the Orsi family officially entered the nautical industry in 1996 when it acquired Baglietto, which was subsequently resold in 2004. However, in 2008, Guido Orsi’s father founded the Tankoa shipyard, its name deeply rooted in Genoa’s maritime heritage, meaning ‘scorpion’ in the Genoese dialect.
Then in 2021, Vincenzo Poerio joined the company and restructured the yard, increasing the workforce from 25 to 100 direct employees and up to 200 subcontractors within two years. Consequently, turnover has seen a significant increase from around €20 million in 2021 to €57 million in 2022 and €78 million in 2023. The projected turnover for 2024 and beyond is expected to be €100 million.
Guido, son of the yard’s founder and brother of president Eva Orsi, explains that “Production accelerated strongly, and with nine boats in production, changes were necessary. Major investments were required. All carpentry was outsourced to a partner company, but due to the increased workload in recent years, the yard decided to acquire a site in Civitavecchia, the former Privilege shipyard, and bring all carpentry work
in house. This is part of the objective of ensuring direct control over quality and also allows us to better manage the work and dictate the timing for the formation of the site.
“On 27 May, the keel-laying ceremony for the 56-metre T560 Apache took place, marking the first-ever construction at the Civitavecchia site. Later, we will be able to handle three or four constructions simultaneously on an area of 40,000 square metres.”
As well as the Civitavecchia site, investment has also been earmarked at the existing Genovese yard to modernise production. This includes plans to construct four floodable sheds, measur-
ing 80, 70, 60 and 50 metres respectively, by 2028, at approximately 30 million euros. A new logistics hub has been created for housing spare parts, along with offices for the technical department, with a staff of about 30. There will also be dedicated spaces for captains, additional offices, a canteen, a gym and a showroom.
Tankoa will also be attending the Cannes Yachting Festival this year for the first time, with a 45-metre yacht.
Currently under construction are: three 45-metre units (Go, to be delivered shortly, and two on spec), a 50-metre, a 52 Vitruvius, two 55s, a 56 and a 58. In addition, another 45-metre is under delivery. Tankoa offers custom and semicustom yachts designed by some of the most prestigious names in yacht design such as Luca Dini, Francesco Paszkowski and Giorgio M. Cassetta.
“On speculation we have two 45-metre yachts, but in fact there are already negotiations underway,” says Orsi. He explains that among the investments is the study of hydrogen propulsion as Tankoa aims to join the ranks of those yards that are thinking of ways to reduce pollution in the sector and provide effective environmental protection.
The yard currently has a fleet of seven vessels in the water, a number that is expected to more than double over the next few years. With the addition of new production space and substantial investments, Tankoa is experiencing a turning point in its growth and capabilities. While this expansion will allow the yard to take on larger and more complex projects as its reputation continues to grow in the industry, Tankoa remains committed to its Genoese roots and to preserving the craftsmanship and tradition that define its legacy.
50-metre M/Y Grey
The journey towards embracing AI in yachting
AYE-AI CAPTAIN!
Image courtesy of Yachtmind.AI
The integration of artificial intelligence into yachting is no longer a fancy notion, but an exciting and imminent reality – and its potential across all departments is vast and transformative.
BY FABRIZIO OTTONI LIMENA, CEO, YACHTMIND.AI
You probably don’t need to be reminded of the power of AI. Nonetheless, no conversation about the topic can start without giving some context on why that is the case.
Though nay-sayers will argue that AI will never replace the human experience aspect, specialists argue that this couldn’t be further from the truth. They say AI will vastly outperform human capabilities in a fraction of the time and, perhaps most importantly, at a fraction of the cost … and financial incentives rule the world.
Humans are capable of processing sensory inputs from their environment but our cognitive bandwidth is quite limited, allowing us to consciously handle only a small fraction of this information at any given moment. On the other hand, modern AI systems, equipped with advanced processors, can perform trillions of calculations per second. This staggering difference underscores the potential of AI to hugely out-perform human capabilities in data-processing, analysis and decision-making, all while operating at far less expense and time.
Of course, like any technology or tool, there are dangers and limitations as to how and when we should use them. Understanding these dangers and limitations, educating ourselves on them and putting them to work to our advantage is the only way forward. This approach has been the cornerstone of our society’s progress with every piece of technology we have ever created.
What is AI?
AI and ChatGPT are not interchangeable terms. Large Language Models (LLMs) such as ChatGPT are only one way to deploy AI systems. These models primarily deal with text, enabling natural language conversations, although they can also process images and other features.
Generally, when specialists speak about AI, they are referring to AI models, which are algorithms or mathematical representations created through training on diverse data sets such as images, text, websites, databases, videos, audio and sensor data. This training process is known as machine learning.
If you’re familiar with statistical regression, it’s a similar concept that has been around for decades. The key difference now is the complexity of relationships within the training data that AI can handle.
The complexity of modern AI models can be so extreme that we often don’t fully understand why they produce certain results. We know that based on the provided training data (input) and the AI model’s processing, we get specific results (output). This inherent complexity makes AI both powerful and somewhat opaque, underscoring the need for careful and informed application of these technologies.
Do you use AI every day?
Whether you’re aware of it or not, the answer is most likely yes (unless you live in the bush without electricity or a mobile phone – which is absolutely fine, by the way!). AI is already all around us. Power grids are managed by it, as are mobile-phone networks, predictive typing and facial recognition on our smart phones. The products suggested to us, the ads we are served, the prices of the flights we buy and the supply chain of the food we purchase in the supermarket are all managed by variants of AI systems.
Next, let’s get to what really matters to us: AI in yachting. The above explanation was necessary because it’s crucial to understand what AI truly is. It’s not a monster that will take our jobs, but a helpful tool that can augment our abilities as individuals and as a society to do a better job, faster and at a lower cost. There’s absolutely no reason why we should turn that down.
A captain’s take on AI applications
AI technology offers a multitude of applications both on board and on shore. Here, we’ll focus on its likely deployment on board and what captains should expect – or at least be aware of – regarding potential applications. Utilising AI can transform yacht management, offering benefits such as increased operational efficiency, enhanced safety protocols and a higher standard of guest service.
Bridge
From a management perspective, AI systems can significantly streamline the administrative duties of the bridge crew by automating the management of ship and crew documents, certificates and clearances, reducing the manual burden of compliance reports and invoice-handling. It can also enhance communication by automating interactions with shore providers and crew, ensuring timely and efficient exchanges.
Routing and weather software will become increasingly precise and encompass various aspects of the ship’s operation, from technical to guestpreference perspectives. This will lead to reduced fuel consumption, emissions, maintenance and costs, while also enhancing guest experiences.
Navigational systems that use AI to identify floating objects at sea, such as other ships, containers, pirate threats or a man overboard, are already able to ‘see’, identify and classify those threats to navigational safety with very high accuracy.
AIS information, particularly in areas of high traffic, will be used to optimise routing and maximise safety, taking into account the movements of hundreds of vessels.
Engineering
Descriptive AI will enhance real-time monitoring by analysing data from on-board vessel sensors and other environmental inputs. This analysis provides crucial insights into both current and past conditions of vessels.
The use of digital twins will transform predictive maintenance. By creating a dynamic virtual model that mirrors every aspect of a real yacht, these models integrate real-time data from sensors monitoring critical systems such as engine performance and hull integrity.
By analysing this data, digital twins allow for the early detection of potential issues. This enables maintenance crews to perform pre-emptive repairs
before problems arise. This proactive approach not only enhances vessel reliability and safety, but also significantly reduces maintenance costs by preventing emergency repairs and minimising downtime.
AI assistants will revolutionise how engineering tasks are reported, rated, classified and prioritised. On-board engineers will be able to extract answers from all systems manuals in a matter of seconds, troubleshooting issues with much greater efficiency. Augmented reality tools will also find their way on board, guiding engineers step-by-step on how to carry out complex repair tasks.
Technical and crew rotation reports will be completed with great ease by using AI’s speech-totext and text-summarising abilities, along with being aware of all on-board equipment specifications. Communication with technical parts and service providers will also be improved considerably by automating communication exchanges.
Interior/housekeeping
By integrating computer vision and natural language processing, AI could revolutionise how the crew handles intricate cleaning tasks. For instance, an AI system equipped with computer vision could analyse and identify specific types of stains and fabrics. Simultaneously, natural language processing could interpret manuals and product recommendations, advising crew on the most effective cleaning agents and techniques for each particular stain.
This technology would not only ensure the correct treatment of delicate materials, preserving their quality and appearance, but also streamline the training process for new crewmembers by providing instant actionable sanitation orientations. Furthermore, AI can help adopt hygiene best practices by continuously updating and disseminating the latest cleaning protocols and safety standards, ensuring the highest levels of cleanliness and health safety on board.
AI assistants will revolutionise how engineering tasks are reported, rated, classified and prioritised. On-board engineers will be able to extract answers from all systems manuals in a matter of seconds, troubleshooting issues with much greater efficiency.
Deck crew will be trained and supported by an AI assistant that helps with all aspects of safe operation, cleaning, setup, as well as maintenance of deck areas, tenders, cranes, hydraulic doors, anchoring systems, safety equipment and other deck systems and accessories.
Interior/guest services
AI will transform guest services by remembering and managing preferences, providing customised activity and culinary experiences. Guests will interact with AI assistants that can adjust environments to preferred temperatures, light moods and audiovisual settings using voice commands and natural language. Detailed information about available activities, the yacht, destinations and weather conditions will be seamlessly accessible. Additionally, service requests can be handled through these assistants, offering a more private and personalised experience if desired.
Galley
A purpose-built AI assistant will automatically collect guest and crew dietary restrictions and preferences, combining them with the chef’s cuisine style, trip location and duration. Using guestpreference sheets or AI assistants available to guests and crew, this information will generate menus and provisioning lists. These can be subdivided into complementary shopping lists for crewmembers, which dynamically update to ensure quick and efficient shopping trips when provisioning services are not employed.
Alternatively, the lists can be sent directly to pre-catalogued local or global provisioning companies in seconds. The AI assistant will also consider the use of local ingredients and the correct seasons when creating menus, ensuring fresh highquality meals. This will greatly augment the chef’s capabilities, allowing them to focus on their culinary art and dramatically increasing the efficiency of the provisioning process.
Deck
Deck crew will be trained and supported by an AI assistant that helps with all aspects of safe operation, cleaning, setup, as well as maintenance
of deck areas, tenders, cranes, hydraulic doors, anchoring systems, safety equipment and other deck systems and accessories. This AI companion will provide real-time guidance, troubleshooting and maintenance schedules, ensuring all tasks are performed efficiently and safely.
Safety and security
AI systems will monitor on-board sensors and video feeds to detect environmental and human threats to the ship, providing early warnings to the crew and mitigating risks such as fire, flood, weather events, intrusion, collision, system failures and medical emergencies. AI will also assist in recycling crew knowledge about on-board safety, operating safety equipment and scheduling and orchestrating safety drills.
Medical
AI assistants, utilising augmented reality and Retrieval-Augmented Generation (RAG), will revolutionise medical care at sea by providing sophisticated first-aid and advanced medical advice during mid-ocean medical emergencies, especially when shore support is not available. These technologies enable real-time guidance for crewmembers, helping them perform medical procedures accurately and efficiently. Additionally, AI can provide instant access to medical databases and protocols, so that the best possible care is delivered even in remote locations.
Human resources
Working long hours in confined spaces, under pressure and far from family and friends, can be tough on mental health, not to mention the potential for sexual and professional harassment. Imagine a centralised AI assistant that converses with crewmembers and monitors their stress levels, providing mental-health support or raising a red flag
if someone might not be fit to perform their tasks. AI can also facilitate 360-degree reviews among crewmembers, improving team cohesion and performance.
On-boarding and offboarding crewmembers, arranging travel, managing documentation and other aspects of initiating and ending employment will become much more efficient. AI will also enhance customised initial and recurrent training, covering specific tasks on board as well as safety and team performance.
Robots and drones
This is quite controversial, and the technology isn’t quite there yet, but if you haven’t been following the robotic initiatives of Boston Dynamics, Tesla or OpenAI, then you should. In future, yachts will inevitably adopt humanoid or non-humanoid drones for various tasks on board, such as exterior cleaning, laundry, and the cleaning and preparation of both interior and exterior spaces.
These drones could even assist with guest services. Imagine a robot that detects when guests leave their room in the morning and automatically cleans their cabins multiple times per day or does so after receiving a quick voice command.
Cybersecurity threats and management
The increased reliance on AI comes with heightened cybersecurity risks. AI systems themselves can become targets for cyber-attacks, with potential threats ranging from data theft to taking control of the vessel’s operational systems. To counter these threats, AI will also become a potent tool for cybersecurity. AI-driven security systems will monitor network and system traffic for unusual activity, detect potential threats in real time and respond more quickly than traditional systems ever could. As AI systems require vast amounts of data to function optimally, there’s a significant risk to personal privacy. Owners and guests always expect the highest levels of confidentiality, which can be compromised if not handled correctly. Data encryption and anonymisation will be crucial to ensure data safety as AI systems become increasingly adopted.
Phishing attacks, ransomware and other types of cybersecurity threats will become more dangerous as bad actors employ AI technologies for harmful purposes. Additionally, there’s the challenge of ensuring AI systems do not perpetuate biases or make unfair decisions, particularly in crew management or guest interactions. This requires continuous oversight and regular updates to AI
training data.
The regulatory framework for AI in general is still evolving, and there will certainly come a time when regulations for AI in the leisure and commercial maritime sectors are established. Stakeholders must engage with regulatory bodies to ensure that the development of AI technologies aligns with global standards and respects the nuances of maritime law.
Conclusion
The integration of AI into the yachting industry is not just a futuristic notion, but also an exciting and imminent reality. The potential applications of AI across various departments on board are vast and transformative. From enhancing safety and security measures to optimising operational efficiency, AI is set to revolutionise how vessels are managed and operated, elevating the entire yachting experience.
While some may have concerns about AI replacing human expertise, it’s essential to view AI as a powerful augmentation of human capabilities. By harnessing the computational prowess of AI, crews can streamline administrative tasks, achieve unparalleled navigational precision, enhance engineering maintenance, deliver highly personalised guest experiences and strengthen safety protocols.
The adoption of AI in yachting also opens up opportunities to address cybersecurity and ethical considerations proactively. Ensuring data privacy, mitigating cybersecurity risks and addressing biases within AI algorithms will be paramount. By employing AI specialists who are well versed in these challenges, the yachting industry can deploy AI systems safely and effectively.
Moreover, as the regulatory framework for AI continues to evolve, there will undoubtedly be regulations specific to the leisure and commercial maritime sectors. Collaboration between industry stakeholders and regulatory bodies will be key to establishing standards that uphold maritime laws while also fostering innovation and safety in AI integration.
When deployed thoughtfully and safely, AI will significantly enhance the yachting experience for all, much like the revolutionary impacts of GPS and satellite communications. The journey towards embracing AI in yachting is an exciting adventure that promises to unlock new levels of efficiency, safety and enjoyment, ensuring a bright and innovative future for the industry.
The burning question is: are you ready to embark on this journey to integrate AI into your yachting experience? FOL
ÇEŞME
ISTANBUL
ANTALYA BODRUM
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A WOMAN IN COMMAND
We speak to the youngest captain to win the RINA Captains Award about her rise to captaincy, the role of leadership and the challenges she still faces as a female skipper.
BY DARIO SCHIAVO
The rise of one woman to captaincy
We’re often led to believe that the nautical world, particularly the realm of sailing, is dominated by a male-centric workforce, specialists and experts. However, when looking at recruitment in the industry and asking the right questions, this assumption is incorrect. The male presence is indeed dominant, but this is being challenged by a growing female profile that, despite not comprising huge numbers, is asserting itself with excellence in various sectors.
One such significant figure is Camilla Megan Rothe, who in 2023 became the youngest captain to win the RINA Captains Award, an accolade she won again in 2024.
Rothe was born in Scotland 29 years ago and became a yachting enthusiast by chance. No one in her family owned a boat, but a childhood friend was a keen dinghy sailor. She had her first pivotal encounter at the Caprera Sailing Centre in Liguria, Italy. The captain of a 22-metre yacht quickly recognised her talent and she embarked on a 22-metre Solaris 72 where she obtained her Yachtmaster.
This title served as the foundation for her subsequent achievements: the Master 200 and Officer of the Watch 3000, the latter being the master’s degree for pleasure craft up to 3,000gt.
According to Rothe, the yachting world has many strict regulations but lacks a clear career path. The initial step involves obtaining the Yachtmaster title for pleasure boats, up to 24 metres in length, followed by gaining six months of watchkeeping experience accumulated over approximately two years, leading to the attainment of the first formal title, the Master 200.
To qualify for this examination, candidates must complete three or four courses, one of which focuses on leadership. For larger vessels, there’s an 18-month period during which candidates must complete a booklet and attend around ten courses covering subjects such as navigation, leadership, firefighting, long-frequency radio operations and the basics of medical equipment. Following the Yachtmaster qualification, the focus shifts from counting miles to counting sailing days, amounting to approximately three years of sailing experience.
In addition to her role as captain, Rothe is a Yachtmaster instructor in England. She often conducts courses on board and wants to continue to teach once she is finally off the dock. She also aspires to enter the world of surveying, especially considering the constantly evolving legislation and moving closer to effective protection of the sea.
Having gained her licence, and sailed around
the UK, North Sea and Eastern Atlantic, with a few Atlantic crossings under her belt, Rothe embarked on Thalima, a 33.7-metre Southern Wind yacht. In 2016, she participated in the Kamana Sailing Expedition through the Northwest Passage, a crossing that every sailor dreams of. In Alaska, Rothe joined the crew of Plum, a Solaris 72 cutter fibreglass boat, led by Enrico Tettamanti. Not Ice Class, it managed to achieve a feat that only 20 per cent of the yachts attempting it have completed.
Rothe then became only the third female captain in the industry. Her first command arrived when she was 23, on Even, a vintage 20-metre steel schooner. Following that, she made an Atlantic crossing on Dahlak, a 38-metre Perini Navi sloop, whose owner gave her the confidence to manage the creation of a portfolio of technical drawings and maintenance plan during periods on board and in the Perini Navi shipyard. At this time she was also captain of the owner’s catamaran in the Caribbean and Bahamas.
On completion of these projects, the owner entrusted Rothe with the command of Dahlak, managing its mechanical maintenance to ensure it could sail safely again. However, she was immediately faced with the challenge all captains faced at that time: borders closed as Covid spread worldwide and employing crew was not possible. However, she did manage to assemble a makeshift crew, comprising local professionals from various fields and just one newly qualified naval engineer.
With no option to return to Europe due to Covid, the idea of transporting Dahlak back to Europe was not only impractical but also prohibitively expensive. Rothe and the owner decided to overhaul the main engine and a generator on site, in the water, and eventually set sail again. Rothe conducted the first sea trials in the north of Costa Rica, eventually sailing the yacht to Morocco, and finally docking in Viareggio, Italy.
“Owners choose me because they have heard of me, they have received reassuring references, and so they already know who they are going to put on board.”
“As a young woman entering the nautical world, I knew I wanted to become a captain and have undertaken every possible job on board. ”
Rothe’s passion, combined with an unconditional love for her work, is clear but, as a woman, and a very young one at that, did she encounter mistrust? And if so, did it come more from the owners or the crew? “Owners choose me because they have heard of me, they have received reassuring references, and so they already know who they are going to put on board,” she says. “Although once, I met a shipowner who had chosen me because he thought he could have a stronger decision-making role on board. He soon realised this would not be the case.”
Although gathered over only a few years, Rothe’s experience is evidently solid and well-structured, so the conversation leads to what needs to be improved on board, especially at a technical level. Her response is surprising. “I believe one thing that could be improved is the knowledge of those in command,” she says. “From a technical standpoint, there are significant gaps that can result in a waste of human and financial resources. However issues encountered have also included employment law, maritime law, insurance, business, accounting, leadership, project management, language and communication.
“The training is limited, and not comparable to the training offered in a land-based company or bigger entity. Captains are responsible for their own training which leads to very diverse range of skills, and depends on the willingness of the captain to invest their own time and finances.”
According to Rothe, it’s crucial to invest heavily
in preventive maintenance, which may increase costs initially but significantly reduces waste in the long run. Modern yachts, with their progressively sophisticated systems, can greatly assist the crew when operational. However, when something malfunctions, these systems demand in-depth knowledge that is hard to gain on board due to the high specialisation.
“Difficulties can arise when preference is given to skeleton crews when the vessel is stationary – forcing jobs to be outsourced and lateral tasks such as recordkeeping to be sacrificed. This also favours a high crew turnover, which results in repetitive mistakes and inhibits learning about the vessel.
“When an owner buys a yacht, they should be aware of the high level of customisation that cannot be compared to any other purchase. This gives each vessel a personality which requires a high level of care throughout its life.
“I try to standardise systems and use my technical skills to ensure vessels are run efficiently despite this, and embrace the particularities of each vessel and the craftsmanship behind it. While this approach may reduce employee costs, it inevitably leads to higher expenses for external companies or refitting in specialised yards,” says Rothe.
“As a young woman entering the nautical world, I knew I wanted to become a captain and have undertaken every possible job on board. However, I observe that many of my colleagues ascend to captaincy after holding various managerial roles,
“I love sailing. I love doing it at night when you feel that air on your face that you can’t experience anywhere else.”
often without the hands-on experience I possess. This gives me the technical knowledge to assess quotes accurately, and also helps in crew management and planning as I understand the difficulties and timings that can be encountered.”
On the subject of her gender, as well as her youth, Rothe’s response is disarmingly collected. “I believe that a lot depends on character, both mine and that of the crew. I read extensively, consulting essays and manuals on leadership. If I perceive that my gender is a discriminating factor for some members of my crew, I address it as a difference in character, as an issue between individuals, without giving it the weight of gender discrimination.
“Furthermore, I strongly believe that, culturally, changes are imminent on board, including for women in command. More and more women are entering the nautical world, which bodes well for the next generation of boat owners who are currently experiencing a cultural revolution in both environmental and gender issues. Shipping is not solely a man’s world. It has traditionally been dominated by men, and yachting in particular also has a huge racial imbalance. However, I feel that it is crucial to initiate a comprehensive education overhaul. When training becomes structured, women will see radical changes too, paving the way for meritocracy.”
Rothe reveals she is interested in Kaizen, a modern Japanese philosophy used in the business world that is based on the concept of eliminating all critical management issues while emphasising the well-being of the people within a company. She wants to bring this philosophy on board and is studying to do so. She prepares for the interviews she conducts with candidates for her crew. This is of fundamental importance, yet not everyone considers it so. “During interviews, I need to draw out their personality, and to do that, I must have a method. I don’t leave anything to chance.”
So why would a yacht owner employ her? Rothe explains that when she is seeking a post, she immediately emphasises that her main objective is safety. Initially, everyone agrees, but then they
realise that in order to maintain real safety on board, she is often required to enforce regulations that they find challenging. But this is her approach and this is how she wants to manage her boat.
The subject of safety arises again when she is asked what she thinks should change in the yachting world, particularly regarding design. “In the past, yachting was fuelled by enthusiasts. Today, there are more and more people who just want a boat for holidays or fun. There is less passion for the sport or the sea, and this translates into a lack of accuracy that compromises safety and crew quarters to make room for areas dedicated to socialising, privacy and enjoyment.”
Rothe respects the sea, yet it doesn’t frighten her because she knows it well. She emphasises that if you are aware of the risks, you face them and know how to manage them. “I love sailing,” she says. “I love doing it at night when you feel that air on your face that you can’t experience anywhere else.”
With all this passion, one can’t help but think that Rothe would love to do a solo crossing. However, while she is fascinated by the idea, her love for sailing is rooted in the camaraderie of sailing with others. “On board, we establish a micro-society with its own rules, and it’s a world I enjoy living in.” DS
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What do we do with the drunken sailors?
As the industry battles with mental-health issues, can one of the root causes be resolved by addressing the industry’s drinking problem?
BY CONOR FEASEY
For many guests and owners, champagne and the aft deck of a superyacht are synonymous, the sound of flutes clinking while watching a Côte d’Azur sunset epitomising the yachting experience. However, this celebratory image has seeped into the working culture on board in a detrimental way.
Social media and shows such as Below Deck have perpetuated images of drunken crew living a lifestyle of drugs, sex, and rock and roll. Despite claims that Below Deck doesn’t reflect reality, the truth is often quite the opposite. And not only is it affecting the industry in terms of the people it attracts and its level of professionalism, it’s also impacting mental health on board.
It’s important to note that both social media and Below Deck arguably highlight the most outrageous and dramatic moments to gain the maximum audience, tapping into the public’s love of sensationalism. Drug and alcohol abuse is also a broader societal issue, not confined to the superyacht industry. Nevertheless, the rates of addiction are alarmingly high compared to other industries.
Conversations with former and current senior crewmembers suggest there’s still a prevalent and inevitable cycle of drinking, drugs and destructive behaviour. So when critically examining
the culture on board, the ultimate question is: does the crew sector have a drinking problem? And, if it does, what are the options available for those who choose not to partake?
Kelly Gordon, captain of a 33-metre Pershing, doesn’t mince her words. “Yes, we do have a drinking prob-lem in the industry. People often say that this side of the industry is not like Below Deck, but it is. I hear all the time about drug and alcohol abuse, which often leads to harassment and bullying. Don’t get me wrong, there are good boats out there but, as an industry, we could learn a lot from the commercial sector in that respect and have dry boats.”
Tim Clarke, director of recruitment firm Quay Crew, strongly agrees and argues there are some signs that drug and alcohol abuse is beginning to create more issues for crew on board.
“The heavy drinking and drug-taking culture on board some yachts doesn’t help when you add everything together. There’s a very good chance crew will be working long hours with little downtime. And you're then isolated from family and close friends, depending on their relationships on board. Mix this all together and it’s going to be detrimental to anyone’s mental health, no matter who you are.”
Clarke also highlights that recreational drug-taking is undoubtedly on the increase ashore in ‘normal’ life too, so yachting is just reflecting society. “While we encourage yachts to take a hardline stance, the reality is that it can really impact upon your ability to hire crew if you drug test everyone upon joining the programme.
“Equally, running a dry boat can be off-putting for some crew too. You can run a dry yacht but normally the crew then go crazy when they get off. You should certainly do regular random drug tests, but you will unexpectedly lose crew which can impact an operation negatively.”
Clarke says that the view that Below Deck does in fact cast an honest, albeit dramatised, lens on crew on board is overwhelmingly upheld by many in the industry, and it’s not an image the industry should wish to perpetuate.
“Unfortunately, it is the biggest advert for the industry and pretty much every episode features crew getting extremely drunk and behaving badly. And that has a knock-on effect with the crew we are attracting to the industry.”
Alcohol and drugs have undoubtedly had a hugely negative impact on crew mental health. Crew with mental-health issues are more likely to try to ‘self-
“The industry has been pictured as this ‘work hard, play hard, live like a pirate’ kind of thing and it’s dangerous. We are so far behind the commercial industry in that respect.”
Kelly Gordon, captain, 33-metre Pershing.
medicate’ and then it’s a vicious circle. Interestingly, in Quay Crew’s recent Mental Health Survey, only 15.7 per cent identified personally having an alcohol or drug problem.
“However, almost 60 per cent agreed or strongly agreed with the statement that ‘drug and alcohol misuse contributes to mental-health issues on board’,” says Clarke. “Alcohol is a depressant, hence feeling anxious, depressed, fearful after a big night out. It can only impact negatively upon someone’s mental health and I firmly believe alcohol takes far more than it gives these days.”
However, Georgia Allen, projects and relationships manager at the International Seafarers’ Welfare and Assistance Network (ISWAN), explains that while we do need to be mindful of the fact that charities such as ISWAN mostly hear about the worst situations, from her experience, there’s no doubting that the presence of alcohol and drugs can lower inhibitions and blur the boundaries between acceptable and unacceptable behaviours.
“Throw a high-pressure work environment, mixed gender/age/nationality crews, high disposable incomes, confined living quarters and high-profile clientele into the mix, and you do end up with rather a petri dish for alcohol and drug misuse to occur,” she says. “As part of ISWAN’s long-term Welfare of Yacht Crew project and the interactions we have with industry stakeholders, we hear anecdotally about crew struggling with the effects of too much partying and substance overuse.
“However, we also hear about many boats which have very healthy fitnessoriented, on-board cultures, so it’s hard to say which is more the norm. What this does tell us, however, is that on-board cultures can be very strong, which can be challenging for individuals should they feel like they don’t quite fit in. It can lead to a lot of pressure to conform, whether that’s with fitness, partying or otherwise.”
This isn’t to say that there aren’t plenty of yachts out there where drinking isn’t an issue, but ignoring such a prevalent and visible issue can’t float, especially in an industry already under such scrutiny. And, ultimately, reputational risk should be at the tail end of priorities and instead there should be greater concern for the safety of the
Although the prospect of greater regulation might make some captains wince, especially considering the ever-evolving lists of codes yachts follow, having an imposed alcohol limit, or even a total ban, might not be such a bad idea. Especially as the industry moves to be more professional.
crew, guests and the yacht itself. More often than not, it takes something tragic to happen before there’s a dramatic change in on-board policy, and there are fears that the industry is on the cusp of a disaster if these issues aren’t resolved.
“So let’s say you’re signed on to a ship and then you go ashore, get drunk for the night and then come back in a bad state. What happens if the boat starts sinking or catches on fire? You’ve become a liability,” says Gordon. “It’s not only the fact you can’t help but the rest of the crew now has one more person that they must try to get off the boat, as well as helping the guests. And not only that, but you are also a danger to yourself. Far too often we’ve heard about someone found floating in the marina because they were drunk, alone and had trouble getting on to the boat. As captains, it’s our worst fear.”
Beyond safety concerns, there’s a pressing need to reshape the industry’s culture, and present positive professional options for young crew and showcase yachting as a viable career path, rather than a gap year they can party through. To do this, the industry needs to create an environment where new and young crewmembers understand that they are going to work – and work hard – but will also flourish in a positive environment.
Something that stood out to Allen on a recent trip to Europe was the incredibly high number of inexperienced crew, staying in key hubs such as Antibes, who have little else to do with their spare time than sit in the pub and navigate the challenging dynamics of a social group that is brought together by location and intense competition for roles.
“This demographic, often away from home for the first time, in a new country, surviving on limited funds, sharing dorm rooms with strangers, and navigating the anxiety of whether they will successfully land their dream job or not is, I believe, one that is at high risk and that we should be paying more attention to,” says Allen. “Yachting is an image-conscious industry, and I witnessed individuals who were clearly using alcohol as a crutch for boosting their confidence and quietening their anxieties about the overwhelming levels of pressure.”
In terms of where responsibility lies, some might look to management companies for answers, but can the reality be that their hands are tied and
Tim
Clarke, managing director, Quay Crew
they can only do so much with a culture on board that promotes the ‘pirate’ lifestyle.
“So, then this culture has to be led by the captain, maybe with the support of the owner or family office,” says Clarke. “Prevention is better than cure, so without sounding like a crew agent touting for business, all of this goes back to having a good recruitment process, so you reduce your chances of hiring crew with an issue. Then the on-board culture should be embracing crew fitness, wellness and professional/personal development. Not finishing early so you can go out drinking heavily several times a week.”
External factors play a key role creating an unstable work environment too, as Gordon asks whether crew tend to overindulge because they see owners and guests drinking and partying, and perhaps feel ‘left out’ from the fun. This drinking culture does not simply rely on what is seen from guests, but also the established culture on board, namely from the top down from senior crew and captains.
Gordon recalls a time when she arrived on a dock in the Bahamas at 9am for a handover of a large yacht, only to be met by a captain who was significantly inebriated. It was Groundhog Day when she arrived again the following morning to complete the handover. Gordon thought it would be best to take control of the situation and complete the handover herself.
“I spoke to one of the junior deckhands on board, who was no older than 21, and asked him ‘Was he like this all the time?’ and he replied ‘Yes. All the time’,” says Gordon. “Not even that, but the deckhand explained how he once had to park the yacht himself because the captain was so intoxicated. That can’t be right, this young man with no experience having to steer a boat worth millions of dollars.
“The industry has been pictured as this ‘work hard, play hard, live like a pirate’ kind of thing and it’s dangerous. We are so far behind the commercial industry in that respect. The things they talk about fixing in commercial would be luxuries for us, while we’re still over here with captains driving the damn boat drunk.”
However, having a total ban on alcohol isn’t necessarily a fix-all for the industry. “Much of the commercial shipping industry is dry, meaning no alcohol on board at all, or mostly dry, meaning access to alcohol is restricted and monitored,” explains Allen. “For example, crew might have a weekly allowance of a few beers or glasses of wine maximum. The issue of whether dry vessels are a good or bad thing is a nuanced one and I don’t think there is a straightforward answer.”
This was evidenced in ISWAN’s Social Interaction Matters (SIM) Project which is researching the relationship between social interaction on board and seafarer health, safety and wellbeing. During the project’s phase two trials, which took place in 2021, the organisation heard from seafarers working on commercial
“The on-board culture should be embracing crew fitness, wellness and professional/ personal development. Not finishing early so you can go out drinking heavily several times a week.”
vessels that having no access to alcohol, who said this had had a detrimental impact on the on-board social culture.
“Apart from making them feel like children who could not be trusted to make their own decisions about whether to drink, without the bar to serve as a central convening place, and alcohol to help reduce social anxieties, many merchant navy crew are now choosing to spend more time alone in their cabins rather than socialising with their crewmates. So there are clear pros and cons to enforcing dry vessels,” says Allen.
Looking at other incidents reported to ISWAN paints a telling picture too. Although there are many cases of abuse, bullying, harassment, discrimination and violence (ABHDV), and mental-health issues coming through on ISWAN’s helpline SeafarerHelp, which is used primarily by merchant navy seafarers, these are comparatively fewer than what Allen has seen over on Yacht Crew Help.
“You could therefore argue that this
is because there are less or no substances on board, but I’d be more inclined to say that that’s just one of many interplaying factors in yachting which differ to the merchant navy – not least that yachting is essentially a hospitality industry, and with all hospitality industries substance misuse can be an issue,” says Allen.
Other factors include diverse age and nationality demographics, more women, customer-service culture, increased shore-leave access, higher disposable incomes, extreme power dynamics, varied career motivations, and less structured contractual agreements, HR processes, and training and support access.
In the face of these challenges, there are several ways to combat the current situation, namely one being a call for more stringent attitudes towards drinking while signed on to a vessel. Although the prospect of greater regulation might make some captains wince, especially considering the everevolving lists of codes yachts have to
“Crew might have a weekly allowance of a few beers or glasses of wine maximum. The issue of whether dry vessels are a good, or bad thing is a nuanced one and I don’t think there is a straightforward answer.”
follow, having an imposed alcohol limit, or even a total ban, might not be such a bad idea, especially as the industry strives to be more professional.
For Gordon, however, imposing a ban on drugs and alcohol while signed on board is something she holds as a factor in her success as a captain. “Having a dry boat has been far better than any other boat I have served on or run as a captain,” she says. “People work better together, they are healthier, happier and there’s a lot less drama. And for those who say, ‘But does it stop the crew having fun?’ or ‘Isn’t it boring?’, most of my crew have been with me for years. They wouldn’t stay if they didn’t enjoy the environment. There are plenty of other boats out there that would snap them up in a heartbeat.”
It doesn’t have to be a hard line either, with more options becoming available to crew who do not use alcohol on board. For example, ISWAN’s Social Interaction Matters (SIM) Project has produced guidance and recommendations to
Georgia Allen, projects and relationships manager, ISWAN.
facilitate quality social interaction on board. An inclusive on-board culture is essential, ensuring that social activities are varied and don’t always revolve around alcohol. This inclusivity ensures that those who choose not to drink are not excluded from forming strong relationships with their peers.
By promoting diverse social activities, the SIM Project aims to create a more supportive and cohesive environment for all crewmembers. “There must always be respect and a place for those who do not want to partake, and any instances of peer pressure should not be tolerated by leadership,” adds Allen. “The next phase of the SIM Project is launching soon and involves two superyachts. We will be using the research results to update the guidance and recommendations to be an even more useful tool for those working in this industry.”
On the other hand, with the success of her dry boats, Gordon has said she has started to see more people requesting advice on how to get on yachts with similar attitudes, especially among younger crewmembers who are new to the industry. For those joining a yacht for the first time, the cycle of drink and drugs often perpetuates itself simply by becoming ingrained in an already established toxic culture. Young crew will often feel pressured into joining in with senior crew for fear of being ostracised and subsequently fall into the same bad
habits shown by their team leaders. However, the elephant in the room is that the key to solving this issue doesn’t simply lie in combating drug and alcohol abuse on board. It’s more of the symptom of someone who is struggling with some other personal issue.
“If we focus on the root causes rather than the presenting behaviour you are more likely to see a positive change,” says Allen. “We must also always be careful when holding discussions about this topic and crew personal safety never to fall into the trap of victim-blaming –if something happens to someone when they are under the influence of alcohol or drugs, they are no more to ‘blame’ for what happened than someone who was sober.”
ISWAN often receives calls from survivors of ABHDV, and within this sexual violence, where the individual questions whether they were in some way responsible for what happened, or if it was really assault or rape, because they were intoxicated. There’s work to be done to ensure that crew are educated on the importance of consent, setting personal boundaries, and the dangers of drinkspiking and grooming.
From a chemical perspective, alcohol is a depressant, and the reality is that it’s highly unlikely that taking away a depressant will make you depressed. When you take the alcohol away, you’re forced to face your issues head-on.
Gordon, Allen and Clarke are all working on making therapy more accessible to crew members to address mental health issues, but also to help those who need it to put the bottle down.
Gordon reveals she was emotionally close to an alcoholic for a long time and learned a lot from that experience. “He blatantly told me that he wouldn’t get sober because then he would have to confront his issues directly,” she says. “So taking the alcohol away doesn’t make you depressed. What makes you depressed are all your past issues, traumas, insecurities and unresolved problems. Without alcohol, you can’t numb them anymore, you must face them directly. You must deal with life as it is rather than trying to drown it out with a bottle of alcohol.”
And that’s a key point to consider, all people who are suffering from mental health need to put in the work. Gordon, Allen and Clarke are all working on making therapy more accessible to crewmembers to address mental-health issues, but also to help those who need it to put down the bottle.
When we hire the right people for the right reasons, we create a ripple effect that lessens problems over time. Mental health is paramount, but it’s essential to address its root causes rather than attacking its symptoms, and by ensuring crewmembers have the right resources available to get the help they need, these wounds will begin to heal with time. Ultimately, if the industry can dispel the party lifestyle image, it can truly tackle the issue at its core and watch it fade away, becoming not only a more professional work environment, but also a positive space where people can be safe and flourish.
“I don’t ever discourage anyone from the entering industry,” says Gordon. “It’s been life-changing for me. It’s amazing and I love what I do, but I think a couple of things need to be changed in terms of the culture, the landscape. And a big part of that is the way we view the use of alcohol on board. Having a dry boat was the best thing that has ever happened for me, and my crew, and it might be the answer for a lot of other boats out there too.”
Clarke concludes, “A yacht’s culture starts from the first contact it has with a crewmember. That sets the tone. Get that right and everything else becomes easier. There are lots of well-run yachts out there where the crew are focused on more positive things than drinking, so it is possible. This is the culture we need to develop.” CF
What do captains and crew really, really want from marinas?
A
Figure 1 compares the importance of 12 key features in marinas from the perspectives of a captain/crew and an owner/guest. The key point to note is that both categories rank security and privacy as the most important aspects. Interestingly, neither find the provision of a private yacht club to be particularly important.
BY SUPERYACHTINTELLIGENCE.COM
In Figure 2, it can be seen that luxury retail becomes less important as the LOA of the yacht increases. In a similar vein, exclusive restaurants and bars are much more important to yachts in the 3040m segment. However, efficient waste removal and maintenance/refit services are less important on the yachts with the biggest LOAs.
Eased legislation is seen to be most important to the biggest yachts, while distance to local landmarks is far less important across the board compared to proximity to other local cruising areas. Finally, opposite is a range of comments from captains and crew on other desirable marina facilities.
Figure 1: Ranking the priorities of captains/crew and owners/ guests regarding features in a marina
Owners/guests Crew/captains
PERCENTAGE OF RESPONDENTS WHO CONSIDER TECH INNOVATIONS IN A
TO BE IMPORTANT
PERCENTAGE OF RESPONDENTS WHO WOULD NOT STAY AT A MARINA SOLELY BECAUSE IT HAS MORE TECH INNOVATIONS 60%
PERCENTAGE OF RESPONDENTS WHO SAID CREW OR CAPTAINS ARE THE MOST LIKELY TO USE A MARINA WITH ADVANCED TECH 55%
MARINAS
Figure 2: Most desirable features of a marina, ranked according to LOA(m)
“Pump-out facilities/connections available at berth (waste and power) ... lots of places in the Med where this still isn’t available, then have to call a tanker
Fuel berth is crucial
Entertainment facilities – gym, crew lounging, pool, bar, barber
Free gym or they will head elsewhere (into town)
Security (from land and sea, also fire services)
Convenience of waste disposal (shoreside connections)
Crew activities as they want to do more than just go out at night
Somewhere for maintenance
Somewhere with good provisioning
Very hard to get alcohol in. Not impossible but expensive, especially for crew
Good quality ground lines
Cheap quality food for crew, not just the luxury options for guests
Garage (private store with key and lock to store cars of owner for when they arrive)
Storage for everything you won’t use in the summer –toys/big toys and dry storage with acclimatisation control’
All analysis was undertaken by our data and research consultants. We provide bespoke consultancy projects that help clients make informed, data-driven decisions. Scan the QR Code to see examples of our work.
THE BERTH OF A NEW ERA
Oscar Siches, partner and manager of two marinas in Mallorca for 15 years and a consultant for marina projects in various countries, discusses the changing role of marinas and the technological and inclusivity challenges they still face.
BY OSCAR SICHES
The times we live in are fast, furious and fascinating, but full of emotional and intellectual traps. Many of those traps are generated by two historical and social facts: the Trojan horse and the fashion industry.
After a party celebrating their battle with the Greeks, the Trojans awoke only to realise that Greek warriors hidden in the gifted wooden horse were taking over and setting the city ablaze. It tells us that appearances are to be carefully dealt with.
The influence of the fashion industry leads our style, colour choices and general attire, usually half a year ahead of the season. Mistakenly, fashion is assumed to be directed only to women, but there is nothing less accurate. Think of trousers, shoes, ties, belts, sweaters, shirts, suits, underwear. And that is in our typical wardrobe; think of the armed-forcesspecific wear, work clothes for airline crew and yachting uniforms. Like it or not, we’ve all fallen under the influence of fashion.
This, added to the staggering informative power of all types of messages received by us through mobile phones, print, TV and social media, means our reaction to such influence is not always rational but as a result of continual absorption.
Fifteen to 20 years ago, when accurate data about superyachts saw the light and the marina industry became more of a hospitality business than a maritime one, such a shift in approach increased the importance of ecological control and the social importance of the marina community within the wider public community.
The ultra-exclusive status of highpedigree yacht clubs – the pinnacle of traditional yachting (even Queen Victoria was famously denied entry to the Royal Yacht Squadron because of her gender) – was slowly becoming more welcoming to ‘normal’ folk, and marinas, being businesses, opened to the public in a way more similar to a golf course than to a national yachting club of authority. Marinas started adapting their ser0vices to the type of clients or users. They provided amenities and entertainment
that could be enjoyed during bad weather days, bars and restaurants were open to the public, giving a service to the community and a boost to their turnover that no longer depended only on yachting.
Marina clients appreciate ecological control such as selective garbage collection, noise reduction, avoidance of single-use plastics and other standard environmentally protective good practices. In the EU, there are two defined groups of countries: those that lack yachting tradition and associate yachting with the rich-man stigma, which in turn translates to repressive norms with regards to marina and harbour development (Spain, Portugal, Greece). Then there are the countries with historic yachting tradition such as the UK, France and Italy, which are non-biased but observant of developmental restrictions.
Marinas must make an effort to welcome the community, and measures such as free yachting classes and events teaching yachting history are often the only lever that can be applied to unfriendly governments. Today, the operation of a marina changes much faster than it did a few years ago, and the marina manager must be observant to the shifts in preferences of both the public and the marina users – how they enjoy the facilities or ways they use their boats.
Technologically, the biggest chal-–lenge is now how many and which type of electric chargers should be fitted: there are three types, and they are not compatible. Fast chargers are a luxury
not every marina can afford or get the electrical supply for. They are needed but are very expensive, and the cost cannot be absorbed by the user.
Training in the basics of electrical propulsion could help both marina management and the future users, but marinas will have to increase the number of service boats to rescue electric boats with tired batteries, as official searchand-rescue craft are not there to help boaters who have miscalculated their range. There will be two to three seasons of a steep learning curve before users can reasonably handle electric boat range.
At the marinas, electric boats should be berthed in the vicinity of each other in case one catches fire as the protocol to extinguish Li-batteries is different from fighting fuel fires, and having batterypowered boats close to each other would facilitate the work of the fire brigade by concentrating their effort.
The marinas of the future depend on the respective governments as a major factor. They are a place where people go to feel comfortable and be taken care of. Technology is an issue, especially the availability of fast internet, but people also want to feel safe and have reasonable privacy.
Marinas are no longer about the equipment and infrastructure, they are about the people. Technology is a fantastic tool, but it must be used by people for the benefit of people. Marina users will not remember the state-of-the-art equipment of a marina: they’ll remember the last face greeting them and making their stay enjoyable. OS
Marinas are a place where people go to feel comfortable and be taken care of. Technology is an issue, especially the availability of fast internet, but people also want to feel safe and have reasonable privacy.
The oldest sporting race on the planet
All eyes on Barcelona
The Louis Vuitton 37th America’s Cup, the first Puig Women’s America’s Cup, the UniCredit Youth America’s Cup, the J-Class Regatta, the Maxi Yacht Cup and a Superyacht Regatta all descend on the Catalan capital later this year … not to mention a huge spectator fleet of superyachts.
BY MARTIN H. REDMAYNE
This year is perhaps one of the best ever for sporting events, with the football Euros taking place in Germany until the middle of July, closely followed by the Paris Olympics from late July until 11 August. However, just over ten days after the Olympics’ closing ceremony, the first official races of the countdown to the oldest sporting race on the planet will begin in Barcelona.
On 22 August until the end of October, the 37th America’s Cup will be hosted in this vibrant and wonderful city, and these two months promise to be one of the most exciting yachting calendars we’ve ever witnessed in the Mediterranean.
There are five challengers for the America’s Cup – Orient Express, the French challenger; INEOS Britannia from the UK; Alinghi Red Bull Racing from Switzerland; Luna Rossa Prada, the Italian challenger; and the New York Yacht Club’s American Magic.
They’re all competing for the chance to take on current holders Emirates Team New Zealand in the finals, and this year’s event promises to deliver an incredible series of high-octane races. But what’s most exciting is that it’s happening in the Med, in Barcelona and towards the end of our superyacht summer.
For context, if you start looking at the teams and who’s behind the entries, it’s a veritable who’s who of investors and owners in the superyacht market, with well-known names such as Ratcliffe, Bertarelli, Mateschitz, Bertelli, Del Vecchio, Provera, Fauth and DeVos all bringing their branded teams and billions to Barcelona. If you dig a bit deeper into sub-sponsors and other major partners for the America’s Cup, the list of owners and investors grows further. This in itself makes the ‘Auld Mug’ an exciting opportunity for our superyacht industry to get close to the action.
Having attended the recent launch of the official Superyacht Programme, hosted by BWA Yachting, the exclusive superyacht programme delivery partner for the America’s Cup Superyacht Programme, it was fantastic to hear that more than 200 superyachts had already registered and many more were applying to be part of what promises to be one of the biggest spectator fleets of superyachts ever witnessed.
It will be interesting to see how this affects the autumn events calendar in September and October, with so many large yachts berthing and anchoring in and around Marina Port Vell, Marina Vela, Marina Port Forum and MB92 to get close to
More than 200 superyachts have already registered and many more are applying to be part of what promises to be one of the biggest spectator fleets of superyachts ever witnessed.
the action. With billionaire-backed teams, all with their own superyacht fleets in tow, friends and partners of the teams, passionate owners and big race sponsors all wanting to be afloat alongside the Formula 1 of yacht racing, it promises to be a perfect playground for our industry to engage and interact with our customers when they’re having fun. It’s a bit like St Barths Bucket on steroids.
In addition to the Louis Vuitton Challenger Series and Finals, with all teams competing for a place in the two-boat America’s Cup Finals, there’s more to explore beyond the phenomenal culture and hospitality in Barcelona. Between 24 and 29 September, there will be a Maxi Racing series, combined with several gala evenings and an incredible social programme.
Between 4 and 6 October, the America’s Cup Superyacht Regatta will be hosted by the Real Club Nautico of Barcelona, overlapping with practice races on 3-4 October by the J-Class fleet, followed by a stunning J-Class World Championships scheduled
for 7-11 October, with five of the J-Class fleet of eight already confirmed.
It’s hard to comprehend the sheer volume of superyachts, race boats, spectator boats, J-Class boats, support boats, tenders and chase boats all circling the waters off Port Vell. For anyone in the superyacht market who wants to attend but hasn’t already booked accommodation or flights to BCN for the end of September through to the latter part of October, it may well be hard to find seats or space.
It makes sense to find an apartment and do some remote working for a month in Barcelona because more than 300 superyachts are likely to be based there for much of the programme. With owners and guests flying in for their own activities and experiences, there will be 300-plus captains and their crews busy prepping the fleet for the series of on-water action. It’s going to be one of the biggest superyacht gatherings I think we’ll have ever witnessed in the Mediterranean.
So who’s going to make sure all this works and that all of these demanding yachts and their guests get the most out of Barcelona? BWA Yachting and a team of concierges and support teams will ensure that berths, provisions, transfers and spectator slots are all aligned with AC Management.
Antonella Della Pietra, managing partner at BWA Yachting Spain, who is going to manage the Superyacht Programme, says, “We now have 210 yachts confirmed and another 100 more yachts are expected to sign up. It is going to be one of the most interesting logistical superyacht events in the calendar and we’re getting everything ready for this incredible event.”
With yachts ranging from 24 to 100 metresplus, every single berth or dock space will be occupied by either the AC Teams, J-Class programmes or numerous superyachts with tenders, toys and chase boats all trying to get out on the water in late September. Della Pietra confirms, “If you haven’t already booked your slot in Barcelona, especially towards the end of September into mid-October, I recommend you think about it now as we want to make
sure everyone has a great time and no one is disappointed.”
The key aspect of the Superyacht Programme, managed by BWA Yachting, is to ensure a seamless flow of yachts from dock to spectator zones on the water. Della Pietra and her team have been working closely with the port authority, marina management, guardia civil and port police to ensure every yacht can enter and exit the port without delays or collisions. It’s likely to deliver some of the best time-lapse videos in superyachting.
So from 22 August until 27 October, if the AC management needs all of the Final race days, all of yachting, the world’s media and a myriad of superyacht eyes will be focused on Barcelona, the only city in the world to have hosted the three biggest sporting events on the planet – the Olympics, the football World Cup and now the America’s Cup.
Good luck to all of the challengers, holders Emirates Team New Zealand and, of course, to Della Pietra and the team at BWA Yachting. This is going to be an incredible experience and one not to be missed. MHR
With yachts ranging from 24 to 100 metresplus, every single berth or dock space will be occupied by either the AC Teams, J-Class programmes or numerous superyachts with tenders, toys and chase boats all trying to get out on the water in late September.
Benchmark yacht design: It’s a Class act!
BY CHARA GEORGOPOULOU, HEAD OF MARITIME R & D AND ADVISORY, GREECE, DNV AND DR KARSTEN HOCHKIRCH, HEAD OF DNV’S SHIP PERFORMANCE CENTRE
Today’s quality standards for yachts include efficiency criteria such as a hull design optimised for energy efficiency, low noise and vibration, structural stability and good seakeeping. Here, Chara Georgopoulou and Dr Karsten Hochkirch of Det Norske Veritas (DNV), an international accredited registrar and classification society, explain the importance of expertise in writing up specifications.
Luxury yachts differ from merchant ships in several respects. As leisure craft, their purpose is not to transport as much cargo as possible at the lowest cost possible; in most cases, they aren’t expected to operate as many days per year as possible, and their design is primarily of an aesthetic nature.
Scrutinising design specifications
However, yacht design must address some of the same basic physical facts that apply to the operational fitness of any vessel. “When we verify and contribute specifications for a new yacht design, a wide variety of criteria must be assessed,” says Dr Karsten Hochkirch, head of DNV’s Ship Performance Center. “These include good seakeeping properties, and minimised machinery- and waveinduced vibrations and noise that are crucial for a pleasant on-board experience.
“Assuring structural stability is essential for the safety of the passengers and crew, and fuel efficiency, while not necessarily a top concern for a luxury craft, determines the cruising range and tank capacity. In other words, how much space on board is needed for fuel tanks and how far the vessel can travel before it needs to call at a port for refuelling.”
Fuel efficiency is a quality characteristic
“In fact, minimising fuel-tank volumes leaves more space for other features,
thereby enhancing the passenger experience while reducing the weight of the fuel carried and increasing the designer’s flexibility in terms of weight distribution,” says Hochkirch.
Furthermore, the carbon footprint of any ship, whether commercial or not, is an issue of growing importance. Owners are increasingly interested in protecting the natural wonders they enjoy visiting, and public awareness as well as emission regulations, especially in ports of touristic interest, are good reasons for yards to offer designs that minimise the environmental impact and greenhouse gas emissions.
“Yards want to offer a high-quality product, which includes all of these criteria,” adds Hochkirch. “What is more, it is nice to show in the specifications that the vessel can achieve higher speeds at lower propulsion power.”
Parametric
modelling
Among the bespoke aspects of a yacht project is the fact that vessel concepts are typically the work of famous designers. But when it comes to the complex task of optimising the hull lines to achieve top performance, owners, designers and yards will often approach Class societies for assistance.
“Our approach to hull optimisation is similar for all ship types,” explains Hochkirch. “Based on the given objectives and constraints – the dimensions,
D and advisory, Greece, DNV.
“Advanced fuel-cell technology can be a very attractive option for yachts. It is energy-efficient and quiet.”
Chara Georgopoulou, head of maritime R &
Dr Karsten Hochkirch, head of DNV’s Ship Performance Centre.
draught, displacement volume, gravity centres, engine-room location – we generate a parametric model of the ship. Accounting for the operating profile that has been defined jointly with the owner or operator, we use our highly specialised software to produce a large number of parametric variants, which we then evaluate by means of computational fluid dynamics [CFD].”
Typically, more than 20,000 individual hull shapes may undergo this evaluation until the best one is identified. The result is an optimised hull model that sets out achievable energy savings. This virtual model is further analysed by a thorough simulated towing-tank test. The result is then fed back into the conventional design process using a physical tank to independently confirm the performance of the ship and verify the optimisation calculations.
Hybrid power and advanced technologies
Another major contributor to efficient yacht performance is the configuration of the machinery. “There are various ways to optimise the power plant to maximise efficiency,” says Chara Georgopoulou, head of Maritime R&D
“It is important to engage in a positive conversation with all stakeholders to make sure there is a common understanding of the priorities. We like to enter into a three-party agreement with the owner and the yard, including the design firm, that clearly defines the objectives.”
and Advisory, Greece, at DNV. “On-board power hybridisation can support the optimisation of on-board energy flows and improve operational performance, meeting power-demand requirements.
“Hybrid concepts can have multiple benefits such as providing reserved power when needed, so-called peak shaving, and reducing noise and vibration. Battery packs on board may offer emission-free anchoring and manoeuvring when optimised to match the operating pattern of the ship.”
One way to efficiently convert the energy of green fuels to on-board power and heat is fuel cells. “Advanced fuelcell technology can be a very attractive option for yachts,” adds Georgopoulou.
“It is energy-efficient and quiet. Both are welcome aspects in pristine natural environments or in ports. In addition, optimising power-consuming systems and waste management on board, individually, can also be an effective way to improve overall performance.”
Constructive conversation
The role of a Class society in a yacht project is not limited to assessing and verifying the technical specifications. Hochkirch explains, “At the yard, we
can check and monitor proper implementation of these specifications and the owner’s and designer’s vision.
“It is important to engage in a positive conversation with all stakeholders to make sure there is a common understanding of the priorities. We like to enter into a three-party agreement with the owner and the yard, including the design firm, that clearly defines the objectives. This is a proven approach to ensuring successful, systematic, formal optimisation of the ship.”
A prime quality benchmark
DNV also specifies the modalities for the sea trials of the finished vessel.
“Our specifications will make sure that the right standards and evaluations are applied to obtain meaningful results regarding the performance and efficiency of the vessel as built,” says Hochkirch.
“Our parametric optimisation typically achieves improvements within a range of five to ten per cent, much to the satisfaction of our customers. As for the yards, being able to offer ships that are highly efficient is a competitive advantage today. It is generally considered a key quality criterion.” OS
WHAT'S OUR FINANCIAL IMPACT?
It’s more important than ever to assess the financial –and not just the environmental – impact of superyachts and how the industry benefits and contributes to the local economies of countless people around the world.
BY THE SUPERYACHTINTELLIGENCE TEAM
ECONOMIC IMPACT OF SUPERYACHTS
T50,000+ HWNIs
Experiences
Transportation
Eating and drinking
Personal shopping
Accommodation
Concierge
Culture and entertainment
Health and beauty
6,000+ superyachts Fuel Berthing Provisions
Energy Services
Waste Communications Customs Port fees
rickle-down economics is not necessarily a new concept; economists and governments have utilised the term extensively over the past decade to justify a whole variety of economic policies that, on the face of it, seem to benefit only those in the top one per cent.
The overall concept works on the principle that those in the top one per cent with the higher spending power will contribute considerably more to the economy through a variety of routes such as business expansions, high retail spends and the direct employment of more staff.
This higher spending and/or investment then contributes positively to the economy in terms of higher spending, more business opportunities and more individuals in employment. The question here is can the trickle-down effect be applied to yachting? If so, The Superyacht Agency wants to gain a greater understanding of this.
Economies around the world are changing, with spending habits evolving as a result, both in the UHNW sector and beyond. Therefore, it’s more crucial than ever before to examine the true
75,000+ crew
Eating and drinking
Entertainment
Shopping Sports Accommodation
Training courses
Personal savings
Experiences
Travel
economic impact of superyachts and the ways in which the industry benefits and contributes to people around the world.
For many years, The Superyacht Agency has compiled key data sets and gathered multiple insights into three broad key categories of economic impact from superyachts: Guest Spend, Crew Spend and Yacht Spend.
As indicated in the graphic, those broad categories have been further broken down over years in the industry to provide our clients with a greater, more granular understanding of how funds are distributed on a superyacht for various operational profiles, as well as what crew spend while guests are both on the vessels and when they aren’t present.
In addition, we’ve also compiled an overview of how guest spend is broken down into various categories such as eating and drinking, personal shopping, off-yacht transportation and much more.
This Guest, Yacht and Crew Spend facilitates the potential trickle-down effect of superyachts, and this is the element of the industry that is under-
Guest spend
Yacht spend
Crew spend
served and under-reported on, typically to those outside the industry who don’t understand the nuances and dynamics.
For example, a floristry in the Caribbean, which almost exclusively provides all the flower arrangements for all yachts that provision in their port, will be a beneficiary of the superyacht impact. A small family-run crockery company in England, whose key customer base is superyacht suppliers, would be another example of the broader eco-nomic impact of yachting and this is what we want to research more of and launch the campaign for.
Our economic models have been refined and built upon over the years by our in-house analyst team, and now we regularly utilise this data to help inform the strategies, policies and development plans of a vast array of key industry stakeholders and clients.
However, as we are positioning ourselves ever more as the key source of superyacht intelligence, market analysis and strategy, we want to reaffirm and review our economic impact data, so that we’re in the best position possible to help our clients and the wider superyacht industry.
How can the superyacht industry help us achieve this?
These are the following questions we’ll be asking the industry over the coming months as part of an economic impact intelligence campaign:
1. What type of data and key metrics/variables would you find most useful to help with the development of your business or to support your future strategies?
2. To what extent would you or your business like to understand how superyachts impact the local economy in which they are based?
3. Would you or your business or your association want to contribute and play a role in this revival of our understanding of the economic impact of yachting?
In the following months, The Superyacht Agency will be launching our campaign to re-engage with the industry, and we’ll be reaching out to – and connecting with – key stakeholders from the various yachting regions. We want to partner with associations, representative bodies, local governments and many more industry stakeholders who can help in any way to bolster, support or even challenge our understanding of how superyachts affect the industry from an economic perspective.
As a key takeaway message for this upcoming campaign, we want to stress that the more data that is shared with us, the more we can curate, the more we can refine, the greater our modelling can become and the better we can help support the industry in future.
If you would like to know more about our Economic Impact Research or request more information, please contact: charlotteg@thesuperyachtgroup.com
OPEX AND FINANCIAL IMPACT REPORTS ALREADY DELIVERED
• Hong Kong Tourism
• Tahiti Tourism • Red Sea Authority
• Balearic Marine Cluster
• Port de Marseille
• Dubai Tourism
• Montenegro
• Philippines Government
• Port of Venice
• Maldives
• Various marina development projects
Educating crew in sustainable on-board practices
Crew blueprint for a greener footprint
TSG breaks down recent initiatives aimed at supporting crew to implement better practices to reduce environmental impacts on board, and to keep this sustainability approach at the forefront of their minds.
BY MEGAN HICKLING
We all need to play our part to improve sustainability, from shipyards to the businesses within the ecosystem and, of course, also the crew. While crew are commonly the focus of many regarding the social side of sustainability and the provisions for their wellbeing on board, they can influence the level of environmental impact reductions in other ways. There are several initiatives and organisations aiding such crew involvement through education and providing information about what can be done.
Upcoming YETI research findings shared with TSG shows that among vessels studied, the share of a yacht’s environmental footprint originating from the hotel load is around 50 to 70 per cent. As such, crew behaviours that reduce the hotel load can, alongside using preferred energy sources such as HVO and shore power (ideally from renewable sources) over a yacht’s lifetime, generate a significant reduction.
However, this relies on crew knowing and understanding what they can do. To aid in this, Water Revolution Foundation (WRF) launched the first edition of a set of guidelines earlier this year, initiated by MB92 and supported by a growing list of crew-linked organisations to disseminate them and collect more best practices. The guidelines are written by experienced yacht crew and aim to encourage better on-board practices that can improve the environmental impact of a superyacht during its operation.
This free open-source tool covers 24 key areas, providing crews with a comprehensive overview of sustainable practices. Contributions from industry experts and crewmembers ensure a diverse range of perspectives.
The guidelines consist of three main parts: onboard guidelines, general guidelines and departmental guidelines. The on-board guidelines focus on generating a more environmentally considerate mindset among the crew through such stated commitments as the yacht mission included within them. The general guidelines encompassing more generic improved behaviours relate to operations that can improve the impact, including navigation and anchoring. Finally, the department guidelines give even more specifics as to how each crew role on board can involve more environmentally friendly behaviours to ultimately reduce energy, waste and water.
These measures include actions that have become commonplace for many on land, such as turning off lights when not needed, using less toxic cleaning products, running washing machines with full loads at lower temperatures, as well as those more specific to the nature of superyachts such as reducing the HVAC demand in unoccupied guest rooms, cruising at slower speeds when possible and extending a teak deck’s lifespan.
Due to the nature of these guidelines being accessible, holistic and adaptable, the activities and initiatives mentioned throughout can be implemented without introducing any technical changes or new installations on board, due to its focus on behaviours.
On the other hand, it does mean these new and improved behaviours need to be constantly at the forefront of the minds of crew to ensure they continue to be implemented on board. This is the purpose of one specific element of the guidelines: assigning an environmental ambassador on board, whose purpose is to champion more eco-friendly actions by ensuring relevant protocols are implemented.
These ambassadors will also find the necessary useful information to ensure the success of these actions throughout the yacht’s operations such as finding local environmental facilities for recycling or sourcing eco-friendly materials and monitoring the actions being made on board.
Danella Hopkins, former chief stewardess of Black Pearl who brought together contributions from other collaborators on these guidelines, explains that the idea is for them to be taken and adapted by captains and senior crew into their existing policies and procedures on board.
These new and improved behaviours need to be constantly at the forefront of the minds of crew to ensure they continue to be implemented on board.
Since the release of the first version, the development of a second version is underway, and this has involved creating useful posters showing highlights from the guidelines relevant to different areas on board as a more visual reference for crew. This and other changes to the guidelines are expected to be released later this year at the Monaco Yacht Show.
Burgess Yachts has been one of the supporters of the guidelines, having circulated them to all crew in its fleet, as well as going on board vessels to discuss the details with captains and crew. Tash TrenearHarvey, yacht management business operations manager at Burgess, says, “While feedback has been positive, some crew have thought they’re already doing enough, while others still think there’s room for more to be done.”
Although crew have been receptive to these guidelines, Trenear-Harvey explains that one particular benefit is that they provide a blueprint for action. “They give crew many of the structures and tools to make changes on board, as opposed to having to come up with initiatives themselves. That is invaluable because time is such a precious commodity on board.”
Evidently, the need to inform crew of better practices is a pertinent topic because alongside WRF’s guidelines, a start-up called Environmental Training for Yacht Crew (ETYC) is providing a comprehensive training programme to help them understand their impact on the environment, and how to reduce it, with an audit system to ensure these better practices continue to be implemented.
The training course comprises two main parts. The first is an introduction to the environment and climate change, understanding why it’s so important to act better and reduce our impact on the environment. The second is how to act, focusing on identifying the sources of pollution and the different concepts of sustainable development (Sustainable Development Goals, lifecycle thinking, etc), alongside practical exercises to cover the various departments involved in the environmental management system.
Claire Ferandier Sicard, CEO and founder of ETYC, says the knowledge gained by crew during this course means they will be able to make more sustainable decisions and draw up an action plan
based on their environmental management system (EMS) designed to guide them.
Ferandier Sicard further explains that the EMS is specifically designed to create data for crew. ETYC’s system of receiving feedback from this EMS during audits is that “100 per cent of the crew are taking action in every department”. Alongside this, each department has three or more reduction actions to contribute towards a common objective, as stated in an environmental policy set up during the training. This will be similar to how other businesses will be required to set up policies and action plans to achieve stated environmental goals.
Trenear-Harvey notes that one of the biggest changes they’ve seen is a reduction of plastics on board, with many now using reusable water bottles or having water taps installed on board, as well as an increased adoption of more eco-friendly products.
She also expects the impact of well-informed crew will grow even further in future as the start of the Mediterranean season will allow for further opportunities to implement improvements, as well as to “talk to guests about how they are making a difference this year”, ensuring eco-friendly improvements and actions on board are more prominent.
“The other major benefit is enabling crew to be part of something that’s much broader than just what’s happening on board their own yacht.”
The crew of Talisman Maiton doing their bit collecting waste in Malta. Image courtesy of Burgess.
Türkiye’s ascendance: The evolution of a yachting paradise
Begüm Yachting’s contribution to the growth and success
of
the superyacht industry in Türkiye.
Türkiye’s status as a hub for marinas has undergone significant evolution in recent years, propelled by its strategic location at the crossroads of Europe and Asia, its breathtaking natural beauty and its rich cultural heritage. With a coastline stretching over 8,000 kilometres, Türkiye boasts world-class marinas offering state-of-the-art facilities and services for superyacht owners and guests.
Key to Türkiye’s emergence as a premier yachting destination is its commitment to infrastructure development. Turkish authorities have made substantial investments in expanding and modernising marinas to meet the highest international standards, making Türkiye a preferred destination for superyachts cruising the Eastern Mediterranean and beyond.
Türkiye’s marina landscape includes 10 marinas in the Marmara region/Istanbul, 40 in the Aegean region and 10 in the Mediterranean region, with six marinas owned by municipalities. The average sea mooring capacity is 4,500 boats in the Marmara region, 8,500 boats in the Aegean region and 2,500 boats in the Antalya region. Additionally, there are six five-anchor marinas in the country.
The yachting tourism sector in Türkiye has experienced significant growth, thanks to initiatives promoting the country as a yachting paradise. From the pristine waters of the Aegean and Mediterranean seas to its vibrant culture and cuisine,
Türkiye offers an immersive experience for superyacht owners and charterers.
Begum Yachting has been a leader in this transformation, continuously improving its services to meet the evolving needs of clients. Founded in 1997 by Begüm Doğulu, Begüm Yachting is the largest super yacht and charter agent along the Turkish coast. Specialising in superyacht agency services, the company has served over 1,000 superyachts, including notable vessels such as M/Y Dar (90 metres), Ice (90 metres), Mogambo (74 metres), Christina O (100 metres), Amatasia (85 metres), O’ptasia (85 metres) and Vava II (100 metres), among others.
In addition to its superyacht agency services, Begüm Yachting expanded its range to include yacht management,
charter services and concierge services, ensuring a seamless and memorable yachting experience for clients. It offers yacht-management services for a fleet of 22 yachts and successfully books approximately 40 charters per season, showcasing its expertise.
In response to the demand for European standard quality shipyards, Begüm Yachting established Barka Shipyard in 2005, based in the Bodrum Peninsula. The shipyard has completed 80 superyacht refits and built and exported four new yachts, including two 36-metre schooners, a 40-metre steel motoryacht and a 35-metre motoryacht. Barka Shipyard specialises in refits for superyachts ranging from 30 metres to 100 metres, ensuring each project meets the highest standards of quality and craftsmanship.
Excited to be part of Türkiye’s yachting journey, Begüm Yachting looks forward to contributing to the continued growth and success of the superyacht industry in Türkiye.
Looking ahead, Türkiye continues to position itself as a leader in sustainable yachting practices, with marinas increasingly adopting eco-friendly measures such as solar-power generation and waste-management systems. With its unparaleled beauty, world-class facilities and commitment to sustainability, Türkiye is set to become a must-visit destination for superyacht owners and captains alike.
Another response to training and educating crew in environmental issues, noted by both Burgess and ETYC, is the empowerment it gives crew. Ferandier Sicard tells of crew “becoming aware of their power to act” and understanding the importance of defending causes. Trenear-Harvey echoes this point saying, “The other major benefit is enabling crew to be part of something that’s much broader than just what’s happening on board their own yacht.”
Taking action within our own circles is often promoted as a way to overcome climate anxiety and the feeling of climate doom, along with making us feel part of something bigger. This could be beneficial to crew retention for those who feel more empowered within their roles on board.
Trenear-Harvey also emphasises the need for collaborative action on board. “If we are going to tackle arguably the biggest environmental challenges of our generation, we need everyone working together.” Going further to call to action other parts of the industry, such as managers, suppliers and agents, will help crew improve their own impacts.
While crew become much more invested in improving sustainability after taking this training, even Ferandier Sicard admits there’s typically an equal split between those coming into the training. Half are happy and positive about it, while the other half don’t feel at all concerned about the environment and the need to improve on-board actions.
This reflects the results from the Captains and Senior Crew Sentiment Report conducted recently by The Superyacht Agency. When asked if sustainability is important to clients or crew, the response from captains and senior crew was the
same as it was in 2019, roughly 50/50, demonstrating that attitudes are slow to change. This response rate is explained in follow-up responses when asked why it’s not of concern, with many stating that guests and owners prioritise their own experience on board over improving their environmental impact.
However, this is in contrast to the responses received about what is being done to further environmental sustainability, with only 17 per cent saying they aren’t engaged with any activities on board.
The results show that currently 31 per cent of the respondents have carried out environmental education and awareness for crew and guests, highlighting the potential for an improved understanding of what can be done on board to improve a yacht’s environmental impact. [Editor's note: See pages 18-28 for analysis of the survey results in full.]
Some responses as to why there are those who aren’t engaging are because owners are pragmatic, and that there’s a lack of alternative options that are cost-effective. This perception is interesting given that some of the guidelines mentioned above will assist in cost saving through reducing propulsion and hotel-power demands, hence reducing fuel consumption.
Jon Rysst, senior vice president and global business development leader at DNV, a leading classification society, gives insights into estimations of reductions that can be achieved through some of these better behaviours that in many cases are achieved at no extra cost. For example, if there’s no deadline to arrive at a destination, Rysst estimates that dropping speed from 15 knots to 10 knots will produce a 50 per cent reduction in fuel use.
Start-up ETYC, founded by CEO Claire Ferandier Sicard, provides training to help crew understand their impact on the environment.
We need a mixture of experiences, perspectives and knowledge to facilitate and achieve more impact reductions in yacht operations.
With regards to the hotel load, Rysst estimates that some better choices in operation, such as reducing HVAC load by not cooling uninhabited rooms, keeping lights off and running less laundry, can lead to a reduction in hotel load of 10 per cent. All these are measures that will not incur any initial investment expense.
However, also in the survey, a quarter said they have implemented energy-efficiency technologies such as LED lighting on board, which will also contribute to power-demand reductions.
So while the above guidelines and training demonstrate what can be done by crew to reduce its environmental impact when a yacht is in operation, the responses from the survey suggest some are still slow and reluctant to make these changes, even though many don’t incur additional costs or involve on-board system changes and, in some cases, can save the owner money.
It may be that those who aren’t already being proactive in these areas will need the impetus from rules and regulations to make crew carry out these better behaviours. This has already been seen with ballast water management, waste management and the Ship Energy Efficiency Management Plan requirements as determined by IMO and MARPOL rulings that many superyachts have to comply with.
More Gen Zers are entering the workforce on board yachts, with their generally higher levels of eco-consciousness, and awareness of environmental issues and their solutions. Georgina Menheneott, partner at Burgess, says, “There is clearly lots of uptake, interest and enthusiasm from the younger generations.” The hope is this will accelerate change in this aspect of yacht operations, and yachts and their guests will be better for it.
Ferandier Sicard notes that while there is a tendency to think the younger generations are more aware of environmental issues, she has observed during the ETYC training courses captains over 50 who “weren't at all sensitive to the environment”. She has also experienced the same with some 20-yearolds, but thinks that sensitivity to environmental issues is more cultural and influenced by individual education rather than generational.
This reflects the mixed bag of attitudes on board in the survey. Similarly, Menheneott makes the point to not discount the older crew. “They’ve been exposed to the growing challenge of ocean health and the human impact for the longest time and know what we need to do and, vitally, what some of those solutions are,” she says.
We need a mixture of experiences, perspectives and knowledge to facilitate and achieve more impact reductions in yacht operations. Menheneott emphasises that the WRF guidelines are a part of this. “What crews need are solutions and plans for action. And this is what the guidelines and we can help to deliver.” She also goes further, saying there’s the requirement for a collective industry effort to support these actions and efforts. “This is a huge challenge. It’s not out of reach but it’s going to take all of us working together.”
Part of this will be to work to adjust the expectations and understanding of guests and owners to develop more concern about the impact of their yacht. As Menheneott puts it, “What is even more powerful is when you have an owner or charterer who is pushing to see change on board the yachts, starting to understand their operational footprint and wanting to reduce and mitigate it. That's when it becomes a real team effort and when we will start to see certain yachts really leading the rest of the fleet.”
It seems we are at the start of a long journey of crew becoming an integral part of making yacht operations more environmentally friendly. To help unlock this potential, those in the industry surrounding the crew should support this through driving further education and ability to implement better practices on board and, alongside this, encouragement to also try to keep them accountable and keep the environmental cause at the forefront of crews’ minds.
Hopefully through this, in future we’ll see many of the better behaviours and actions included within the WRF guidelines and ETYC training become second nature across crew, just as has been done on land. MH
MONTENEGRO
ATHENS
ISTANBUL MYKONOS
A1 RHODES
SUEZ CANAL
Captains’ guide to comms on board
BY ERNESTO ESPOSITO, SALES ENGINEERING MANAGER, OMNIACCESS
Captains now need to find innovative solutions to ensure a reliable on-board internet experience. Here is a comprehensive guide to navigate these technological challenges and make the best choices for secure networking and a seamless digital experience …
Ayear ago, Starlink was the talk of the industry, with social media and crew messaging groups buzzing as new satellites were launched. Now, most yachts have at least one antenna on board, and the service works flawlessly in popular regions. Crew and guests enjoy seamless internet for entertainment and business, consuming vast amounts of data monthly. So is internet on yachts finally sorted? Well, almost ...
The advent of near-unlimited internet on yachts has revealed new challenges for captains, ETOs, management and owners. These include external factors such as political licensing issues, service inconsistencies and occasional outages. Internally, yachts require robust net-work infrastructures to meet high guest expectations.
Managing these expectations is crucial as unprecedented challenges arise with increased internet usage. With high expectations comes high usage, and increased internet has led to a surge in cyber attacks in the maritime sector. The main culprits are uninformed internet behaviours and inadequately prepared IT infrastructures lacking a cybersecurity strategy. [Editor’s note: See the following article for more on this subject.]
New challenges, new solutions
Captains and engineers now need innovative solutions to ensure a reliable internet experience. Bonding technology, which combines multiple internet sources, is key. It enhances stability and redundancy for all applications by replicating data packets across several connections. To manage data consumption, it’s recommended to use
solutions that replicate only specific applications such as Zoom and WhatsApp calls, ensuring business continuity for guests and owners. LEO technology itself introduces challenges, requiring a global spread of earth stations.
Depending on a yacht’s location, connections are periodically assigned to regional earth stations, which can lead to receiving content from unexpected regions. Managed ISP solutions can help direct content from preferred regions without limits.
Cybersecurity is another critical area. Traditional systems fall short in the face of advanced threats. New solutions incorporating next-generation firewalls provide the necessary threat intelligence and are manageable via simple multi-service user interfaces, allowing engineers to do more in less time.
The captains’ choice
When it’s time to make decisions and calculate budgets, captains and engineers often face doubts and uncertainty, especially if they aren’t constantly informed about the latest market innovations and upcoming technologies. Staying ahead of guests’ expectations is crucial, and that’s where expert guidance becomes invaluable. Together with industry experts, we’ve put together a comprehensive guide to help you navigate these challenges and make the best choices for secure onboard networking and an unparalleled digital experience …
Assessing your needs: where are you sailing?
The first crucial question to ask is ‘Where are we going to sail?’. The answer will
Captains and ETOs must decide whether to contract each technology separately with different partners, manage everything through one comprehensive partner or shift towards contracting holistic solutions rather than individual technologies.
guide the assessment of connectivity types and expected performance. Here are some typical scenarios to consider:
Scenario 1: Yacht sailing in the Mediterranean and Caribbean. These regions are well-covered by Starlink and, soon, OneWeb. It’s recommended to have at least two antennae for higher data bundles and redundancy. Additionally, a back-up internet source such as VSAT or 5G is wise for areas not yet licensed for LEO. Bundling these services with nextgen firewalls and continuous support ensures reliable service and peace of mind.
Scenario 2: Global explorer yachts. For yachts exploring global areas, a detailed assessment of the planned itinerary and available internet services is essential. While Starlink can be the main connectivity service, VSAT remains beneficial for areas with lower satellite density. VSAT’s global coverage and guaranteed bandwidth support critical real-time applications. In less developed countries, 5G might be unreliable, so maintaining VSAT antennae is vital.
Scenario 3: Yachts undergoing refit. A refit period is the ideal time to review and upgrade your current set-up. Modernising the network infrastructure, enhancing cybersecurity and preparing for future technologies by installing additional cables and antennae are key steps to take during this phase.
What’s
next: future-proofing your yacht’s connectivity
As we look ahead, the landscape of yacht internet technology continues to evolve rapidly, bringing both opportunities and complexities. With new technologies emerging, the choice of the right solution becomes even more challenging. More options can mean more time restraints and difficulty in managing them efficiently.
Captains and ETOs must decide whether to contract each technology separately with different partners,
The landscape of yacht internet technology continues to evolve rapidly, bringing both opportunities and complexities. With new technologies emerging, the choice of the right solution becomes even more challenging.
manage everything through one comprehensive partner or shift towards contracting holistic solutions rather than individual technologies. The latter involves having a single managed service provider that combines the best available technologies into a seamless, integrated solution, therefore ensuring continuous adaptation and the latest advancements in the industry.
Key considerations for futureproofing your vessel
1. Evaluate contracting options
• Separate contracts: Provides flexibility but can be complex to manage.
• Single comprehensive partner: Simplifies management but requires trust in one provider’s expertise.
• Holistic solution provider: Offers integrated, up-to-date technologies with less management overhead.
2. Ensure cybersecurity
Incorporate next-generation firewalls and robust cybersecurity measures to protect against advanced threats.
3. Stay informed
Keep updated to ensure you’re getting the best service and solutions available.
4. Expert guidance
Choose a technology provider which is an expert in the field to receive tailored solutions and continuous support.
Navigating the complexities of yacht connectivity requires foresight, expert guidance and a strategic approach. By evaluating contracting options – whether separate contracts, a single comprehensive partner or a holistic solution provider – ensuring robust cybersecurity, staying informed about innovations and choosing an expert technology provider, you can future-proof your yacht’s internet connectivity and on-board operations.
This approach not only simplifies management and reduces crew burden, but also ensures a seamless, efficient and secure digital experience that meets the expectations of both crew and guests. EE
PENDENNIS IN THE HEART OF THE MEDITERRANEAN
Located just outside of Barcelona, Pendennis Vilanova offers yachts easy access to a modern 48-berth marina and technical service centre in the heart of the Mediterranean. Our flexible approach and facilities provide the perfect solution for any yacht, whether they are looking for a brief pit stop, a longer-term berthing option or the ability to conduct a small to medium Mediterranean-based refit.
vilanova@pendennis.com
(+34) 938 10 56 11
Photos by Pendennis/Stuart Pearce
Fighting off the hidden pirates
BY DARIO SCHIAVO
Physical attacks on yachts are no longer necessary to extort money, so with on-board systems increasingly vulnerable, what is being done to keep cyber criminals at bay? We speak with Bruno Frati, CEO of MY DPO, about the challenges, and explore recent cases of cyber attack.
Security and privacy are essential concepts in the protection of sensitive data and information. Think of the window in your home; besides providing lighting and ventilation, it can be an escape route in an emergency, but it’s also a passageway that makes your home vulnerable. Just as you can get out, unwanted people could get in. To protect against this threat, alarm systems are installed or gratings are fitted that ensure the window’s functionality and, at the same time, protect against danger.
The same goes for privacy. There are many systems to ensure it in the home, from curtains to blinds that prevent prying eyes from outside. These measures not only preserve privacy, but also provide security by obstructing the view inside the house.
Security is about protecting data from unauthorised access, while privacy is the ability to protect sensitive information. An information security programme is fundamental to preserving personal data, limiting unauthorised access and preventing data misuse.
At this point, it seems clear that privacy and security are interconnected; an effective security programme is essential for a successful privacy programme. Without a solid security infrastructure, data privacy risks being compromised.
To ensure both security and privacy, IT security protection measures, such as antivirus, firewalls and encryption, as well as access policies for personal data, must be implemented.
Bruno Frati, CEO of MY DPO, a Livorno-based company specialising in corporate compliance that offers services on privacy and security, says, “The yachts built in the last three to four years boast a level of technological complexity that was unheard of in previous generations. What will transpire in the near future will be of exponentially greater importance compared to the current state
of affairs. However, the approach to handling this technological advancement, particularly in terms of security and privacy protection, remains immature and somewhat ‘do-it-yourself’.”
As far as confidentiality is concerned, there may be cases where the installed components are even bought from Amazon. “Fortunately, there are owners who already have a strong awareness of on-board protection. Specifically, I’m referring to Russian and Ukrainian customers, who frequently enlist experienced IT managers, some of whom may even work for their own companies. These professionals adopt a high-level approach and are responsible for conducting systematic on-board checks.”
The world of home automation, whether in residences or yachts, has introduced significant vulnerabilities due to systems that are easily infiltrated. The issue is that, in most cases, on-board IT systems, once installed, are not expected to be checked or updated by anyone. Without proper oversight, these systems become susceptible to external access, enabling interference such as unauthorised control of lights and generators or locking of control units with demands for ransom to restore functionality.
“Global hackers are not interested in causing damage. Their sole objective in carrying out cyber intrusions is to extort money,” says Frati. “The proliferation of digital banking and cryptocurrencies is exacerbating this type of crime. Pirates no longer need to board the vessel. It’s all virtual warfare now as wealth is no longer tangible. Physical attacks are no longer necessary to obtain money.”
Pirates look only for money and go where the money is … and what better prey than a superyacht?
Frati adds, “Our services provide dedicated assistance for newly constructed yachts, which are at the highest risk due to their increasingly advanced
“Global hackers are not interested in causing damage. Their sole objective in carrying out cyber intrusions is to extort money.”
“Solving problems at a later date is not an effective solution because it would mean dismantling everything and then starting again, with inevitable high costs. What is needed is a change of mentality.” ”
Bruni Frati, CEO of MY DPO.
“During the construction or refit phase, access information to the boat’s systems is shared with a large number of people, but it is not mapped .... It’s like leaving the window at home open all the time.”
level of internet-connected technology on board. In 10 years’ time, undoubtedly even a 10-metre yacht will possess the same technology as today, thus encountering the same issues. Our process involves conducting an on-board assessment to evaluate the current risk status on board, considering its usage patterns. Additionally, our services extend to construction sites as well.”
All internet-connected devices installed on board are vulnerable because they contain lines of software. Even a light bulb can be controlled remotely because it has software inside it.
“Nowadays, much of what the owner requires installed on board is connected to the internet, which can cause very serious problems,” explains Frati. “Solving them at a later date is not an effective solution because it would mean dismantling everything and then starting again, with inevitable high costs. What is needed is a change of mentality.”
In yacht construction, especially for large yachts, the lengthy build times put devices at risk because they are rarely updated systematically until the boat is delivered.
Manoeuvring systems and on-board video surveillance systems, particularly those covering interior and exterior areas, are especially vulnerable. They can be targeted from outside and used to access images and recordings. This poses a significant risk, especially during charters with celebrities on board, as the footage can be exploited for blackmail or sold to tabloid newspapers.
“I was once called in to review the logs, which are sequential and chronological records of operations performed by a computer system, of a chartered yacht with a VIP on board,” recalls Frati. “I discovered that almost all the logs were originated from external devices, indicating that individuals outside the vessel had access to what the VIP was
doing during their week-long holiday on board. For charters, it’s crucial to change passwords or check firewalls before each reboarding.”
With the advancement of technology, on-board systems are becoming increasingly vulnerable. For instance, with the introduction of Starlink, there’s ample internet bandwidth available on board, whereas before this was not the case; now, browsing speeds can match those at home.
“This implies that while previously there was only a small entry point into the system, now there is essentially a highway that allows for very potent external attacks,” says Frati. “Often, when these technologies are installed on board, the antenna is replaced without adding firewalls or reviewing the network with a proper structure. Consequently, all the systems on the bridge can be remotely hacked.”
The customers of MY DPO are mainly charter companies and captains who have a relationship with the yacht owner and who know how important security and privacy are to them.
Captains are aware of the significance of this when following the construction of a new yacht, precisely because the technology on vessels is becoming much more advanced. On the other hand, shipyards often tend to install devices on board that have been in storage and no longer meet the necessary security requirements.
Frati says, “During the construction or refit phase, access information to the boat’s systems is shared with a large number of people, but it is not mapped. It is therefore not possible to trace who is connected. Generally, there is no one in the shipyard to change passwords. It’s like leaving the window at home open all the time.”
As with all companies, those in the yachting industry must be extremely careful about the risks posed by hackers. There are numerous examples
Artificial intelligence, which is coming on board with increasing occurence, also introduces a major security and privacy risk since all systems connected to the internet are vulnerable.
of sensational cyber attacks, from France to the United States.
In France in 2021, Jérôme de Metz, CEO of Groupe Beneteau, responded to a cyber attack on the renowned French shipyard by stating that the group’s growth for that year had been erased by the hacker attack. “It was a violent and traumatic episode,” de Metz remarked. “From one day to the next, we had nothing. No CNC machines, no printers. 500 servers were attacked. As an expert pointed out, in such cases, it’s akin to wartime medicine.
“We had to prioritise. We chose to prioritise production, which was halted for three or four weeks, depending on the facility, right in the middle of the sailing-season preparation, despite having a strong order book. It was as if the growth for the entire year vanished in this ordeal. Two-and-a-half months later, we are still not at 100 per cent.”
In June last year, Brunswick Group, a leading entity in the yachting industry and owner of notable brands, faced a severe disruption of its systems and global operations – and lost $85 million – due to a cyber-attack. In response, the Group implemented its emergency measures, suspending operations at specific locations. Cybersecurity experts were engaged, and Brunswick teams are working with government agencies to combat digital crime.
In March this year, a major retailer of luxury boats and yachts reported being the target of a ‘computer security incident’, according to documents filed with the US’s Securities and Exchange Commission (SEC). The attack, the exact nature of which was not specified, resulted in significant disruptions to business operations, including sales and customerservice delays nationwide.
While investigations have been initiated with the assistance of computer security experts and relevant authorities, affiliated dealers have reported operational challenges, such as delays in funding
approvals and difficulties with inventory management, sales and service processes. Despite these challenges, the company confirmed that it had not completely halted its operations.
In response to this attack, the SEC revised its rules on disclosing cyber incidents, now requiring companies to file a Form 8-K within 24 hours of identifying a material incident. This change underscores the increasing significance of cybersecurity in corporate investments. Such cyber attacks highlight the escalating threat to companies in the maritime sector and the necessity of investing in cybersecurity to safeguard business operations and sensitive data.
In the foreseeable future, with the increasing use of hybrid propulsion opening up the issue of remotely connected low-speed assisted driving, there’s a risk that someone could gain access to a boat’s steering and potentially hijack it.
With full-electric vessels, a significant amount of new software will be developed, and this will certainly be highly vulnerable. Indeed, all newgeneration systems are equipped with interfaces for remote management.
Artificial intelligence, which is coming on board with increasing occurence, also introduces a major security and privacy risk since all systems connected to the internet are vulnerable.
The role of the IT manager in the yachting industry is going to be increasingly crucial. It’s more vital than ever to ensure security and privacy without sacrificing the connectivity that is essential for navigation and all the activities that regularly take place on board.
This is the goal of everyone working in the sector, who are investing in the research and development of increasingly high-performance systems to support the engineering of yacht information systems. DS
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Full speed ahead
With four acquisitions in 10 months, Quick Group’s rapid expansion into new markets looks to bring Italian craftsmanship to all four corners.
Based in Ravenna, Italy, and founded in 1992 by the Marzucco family, Quick SpA exemplifies the comprehensive nature of the Italian nautical industry. With 95 per cent of its products manufactured at the facility, and all suppliers located nearby, the group has almost complete control over the supply chain.
The company has risen to prominence as a leading provider of innovative components for top shipyards and through strategic acquisitions has expanded its presence across Italy, the UK and the US.
Quick specialises in a diverse range of products including manoeuvring systems, windlasses, lighting, battery chargers, inverters, boilers, and accessories for both sail and motoryachts. It has also pioneered gyroscopic stabilisers, with models like the MC2 Quick Gyro capable of reducing boat roll by up to 95 per cent. With models ranging from the X2 to the X75, Quick offers a comprehensive selection of stabilisers tailored to boats weighing up to 250 tons.
Its vertically integrated production process, diverse product offerings and technological expertise mean Quick is well positioned to leverage the continued growth of the yachting market. Its global presence is bolstered by its foreign offices in Fort Lauderdale and Maryland (US), and Southampton (UK),
Andreas Karlsen, chief commercial officer
as well as the CATT machine factory in the Italian HQ plant.
With around 440 employees, Quick Group, considering the acquired companies, has reached a consolidated revenue of €78.8 million for the 2023 fiscal year.
In August 2021, Fondo Italiano d’Investimento and Armònia signed an agreement to acquire a majority stake in the capital of Quick Group Spa; however, the Marzucco family continues to spearhead the company, ensuring continuity in its entrepreneurial success story.
The company, which has consistently reinvested all capital internally, has recently acquired three new brands: Sanguineti, a Ligurian company specialising in designing and producing complex components for large pleasure boats; and Nemo Industrie, which concentrates its efforts on manufacturing components for motor and sailing boats like hatches, portholes, furling systems and gangways, both acquired at 100 per cent. Another significant acquisition: XENTA Systems, an electronics company focused on developing and producing control systems for yachts and superyachts, also to be acquired at 100 per cent.
For Andreas Karlsen, chief commercial officer, the conglomerate’s primary challenge now is to foster optimal synergy among all companies within the
Group to enhance production and sales capabilities.
“We are placing significant emphasis on the US market, particularly in Florida, following the acquisition of YMS, Yachting Marine Service, by Quick USA in February 2024,” explains Karlsen. “This marks a significant advancement for Quick Group, not only in strengthening our presence in the US but also in developing a comprehensive end-to-end offering for customers by expanding our service portfolio. Given that all our products require servicing, having our own service presence in the world’s most critical market is strategic.
“With four acquisitions within 10 months, our growth is tied to our ability to optimise the Group’s performance,” Karlsen adds. “We are exploring additional acquisitions that complement our product line-up while upholding our innovative DNA and commitment to quality. We aim to introduce new products to the market, including our latest stabiliser fins and intruders, which will seamlessly integrate with our Gyros. We will be the sole providers of all three of these products, interconnected through the Seacentric MC2 system.”
With strategic acquisitions and a new focus on synergy, Quick is poised to grow and expand to new markets and strengthen its global presence in the coming years.
Project Maverick
Is AI the X-factor that redefines yacht recruitment?
AI is everywhere, and its use is inevitable. Here, we consider the potential impacts, opportunities – and pitfalls - for the industry regarding the hiring of crew.
In the past 24 hours, have you unlocked your phone using facial recognition? Asked Alexa or Siri a question? Or used an online chatbot? The answer is probably a resounding ‘yes’. These everyday processes have permeated our daily lives and have one thing in common: they use Artificial Intelligence (AI). The superyacht sector is no stranger to AI-driven solutions and tools; increasing applications are being utilised, from autonomous navigation to ChatGPT menu planning.
When placing the perfect crewmember, a process that requires human intuition and interpersonal skills, AI has both potential benefits and drawbacks. The wider recruitment sector has been quick to adopt AI tools to streamline and automate a resource-intensive process, with new research from The Society for Human Resource Management (SHRM, 2024) revealing talent acquisition as the top area for its use at 64 per cent. However, the jury is still out on whether AI will help or hinder yacht crew placement.
As the graphs overleaf indicate, the
BY GEMMA HARRIS
industry faces a pressing need for an estimated 60,000 crew for the global fleet by 2030 (source: SuperyachtIntelligence. com), so sourcing and retaining talent remains fraught with challenges. While there are more job-search resources than ever, the industry continues to grapple with finding the right fit and fostering cohesive teams. So how is the yacht crew recruitment landscape faring in adopting AI, and what are the opportunities and pitfalls on the horizon?
Streamlining processes
One of the most compelling arguments for integrating AI tools into yacht crew recruitment is the potential for enhanced efficiency and streamlining time-consuming, repetitive tasks. As awareness of AI’s capabilities grows, these tools promise to accelerate hiring processes.
Various industry experts envision this efficiency with integrated AI assistants. Steve Crawford, founder of the job board Yotspot, says they will integrate AI before the end of the year. “AI will read your CV/profile on the client’s behalf
and provide a synopsis, which will make the hiring process faster and more efficient. It will be able to pick out the key skills, experience and reason for leaving the last vessel, and so on.”
Conrad Empson, managing director of CrewPass, is an advocate for AI, explaining how current systems are very analogue. “I will build AI into more CrewPass processes, it increases productivity ten-fold if you aren’t using it. I don’t understand the reasons and naivety behind why you wouldn’t. AI systems will allow agencies to type in a captain’s brief and instantly receive the best candidates, speeding up the process.” Not only will it be quicker, it will also be able to handle a greater application volume, enabling agencies to manage more in peak hiring seasons. Beyond this, it will free up time for agencies to focus on the human aspect. Fabrizio Ottoni Limena, CEO of YachtMind, a company bridging the gap between AI technology and the industry, says, “AI is so powerful it can enhance the jobs of anyone within yachting. We have carefully studied how we could use
The role of AI in recruitment
AI to improve selection, training and on-board processes and are considering whether to launch a standalone AI assistant that could help yachts directly, though we also offer custom solutions for agencies.”
The candidate experience
So what do these tools mean for the crew themselves? The launch of Large Language Models (LLM) such as ChatGPT continues to stir up controversy. These tools aid crew in applications by helping them better articulate thoughts and ideas. Stephen White, founder of SOVREN Crew, says, “AI is great for helping candidates who aren’t as good with words, allowing them to present themselves in a better light and improve their chances, levelling out the playing field.”
Limena adds, “People are using it to write their CVs, and why shouldn’t they? They are missing an opportunity to do a better job in less time if they aren’t using it.” However, there can be drawbacks to this AI-created content. White explains, “When it’s done well, it’s impressive, but sometimes you can tell candidates haven’t bothered to read through what they have copied and pasted, so it doesn’t feel genuine.”
Another way AI can enhance the experience is through chatbots. Crawford says, “Bots can now web-scrape your website, learn terms and conditions, products, services, and answer every question about your business for prospective clients. This makes for an
“AI systems will allow agencies to type in a captain’s brief and instantly receive the best candidates, speeding up the process.”
Conrad Empson, managing director, CrewPass.
incredibly smooth customer experience.” But can this really replace human interaction? Crawford adds, “Some prefer human communication. A hybrid approach provides clients with the incredible speed of information to make informed decisions before the human touch is necessary.”
Some agencies are already working to improve digital platforms for the candidate experience. White says, “We aren’t using AI at the moment but our app is game-changing compared to traditional recruitment.” The next phase of the SOVREN app will enable users to ‘match’, ‘reject’ or hire candidates. “Similar to a dating app, when a captain and crewmember ‘like’ each other’s profiles, they move to the next stage,” adds White.
A niche sector
It isn’t just crew that have started introducing AI into the application process; agencies are using it to create content. Crawford explains, “We have plans to utilise AI to write job descriptions on behalf of our clients, providing them with an engaging first draft, but of course, they can then edit as they wish. Hopefully, this will make posting jobs easier and provide the candidates with better information about the role.”
However, does the generated content meet the necessary standard? Yachting is undoubtedly a niche industry and recruiting top-tier talent demands understanding its nuanced intricacies. White says, “AI tools need more tweaking to
really work for our industry.” This view is shared by Tim Clarke, director of Quay Crew. “The output is only as good as the brief, and it must be reviewed and tweaked,” he says. “A lot of the AIgenerated job descriptions I see are incredibly generic.”
He adds, “Nothing has quite hit the market yet that works well enough to minimise human input to streamline processes fully. AI is not yet sophisticated enough to identify that ‘wow’ factor in a CV that consultants spot instantly.”
Who is being selected?
Advocates for using AI argue that it could reduce biases in decision-making, unlocking equity in the yacht crew job market. By relying on data and predetermined criteria, AI algorithms could evaluate candidates’ skills and qualifications without the influence of unconscious human biases. In an industry where a photograph, age, nationality and other data are put on to a CV, bias is undoubtedly rife. Clarke says, “[This is] still a controversial topic in yachting, but AI can also remove bias.”
“I think humans are more likely to create biases than AI systems, based on the preconceptions of what a good candidate should look like or be from, rather than focusing on objective criteria and providing equal opportunities to suitable candidates,” adds Limena. By anonymising certain aspects of candidates’ information, AI systems can focus on relevant experiences and certifications.
AI-driven tools search for statistical patterns in data, whereas humans already have preconceived ideas. However, where AI may solve problems, it can also create dilemmas, referring to the argument that while it can help eliminate bias, it is also accused of creating it. Like any advancement in technology, this is down to machine learning, and unless AI is trained correctly, problems may occur.
Empson explains, “This is the tip of the iceberg. Mistakes in AI you saw six months ago don’t happen anymore.” Henrik Jensen, founder and CEO of Danica Crewing, a platform using AI tools within the commercial maritime sector, says, “The technology we are using has the ability to learn from its interactions so that it will get increasingly quicker and more efficient over time.”
Steve Crawford, founder, Yotspot.
“Will AI ever be powerful enough to truly gauge candidate suitability as well as an experienced recruiter? I don’t think so.”
Aiding decision-making
AI seemingly has its place in assisting decision-making. Dan Armsden, cofounder and CEO of Crewdentials, a crew data and compliance platform digitalising processes, says, “We are experimenting with AI and algorithms to help businesses determine whether a candidate is suitable and qualified, rather than reviewing reams of certificates and regulations.”
However, he adds, “Will AI ever be powerful enough to truly gauge candidate suitability as well as an experienced recruiter? I don’t think so.” When it comes to decision-making, Armsden believes that the subtle use of AI keeps the decision-making with the user rather than the AI model. This accountability factor is a sticking point.
Empson uses it for backgroundchecking technology. “Every certificate put into CrewPass will be matched against examples that we already have to analyse the authenticity and pull data from, and it will file out any fakes.”
On the crew side, AI could help agencies better understand candidate preferences. The Danica Crewing platform has a feature that allows it to collate intelligence about why a candidate is not interested in a particular vacancy. This has the potential to adjust job offers to attract suitable candidates.
Companies increasingly use AI tools in the wider recruitment sector to measure competency and better assess candidates. The data can then be reported on, providing further information on candidates to help inform final decisions.
The human touch
When it comes to these final decisions, as discussions gain momentum, a consensus has emerged that AI should augment the capabilities of human recruiters rather than ultimately replace them.
Jacko Greene, director of Rooster Recruitment, is focused on striking the right balance. “Human judgement is irreplaceable for certain aspects of recruitment, especially when assessing soft skills and cultural fit,” says Greene. “Integrating AI where it adds value, while preserving the human touch, seems like the right approach.”
Clarke adds, “There are already corners cut by not briefing candidates properly, simply pushing out CVs with
Nothing has quite hit the market yet that works well enough to minimise human input to streamline processes fully. AI is not yet sophisticated enough to identify that ‘wow’ factor in a CV that consultants spot instantly.”
little consideration. There is a danger this will get worse. The key differentiator is the human touch. AI should be used as an enabler, not a replacement. It cannot replicate speaking with clients and candidates and providing a consultative service.”
This need for the human touch is reflected in the opinions of crew. A recent survey by The Superyacht Agency noted that 69 per cent of respondents expressed scepticism about AI’s role in automating and enhancing on-board operations. [Editor’s note: See The Captains and Senior Crew Sentiment Report on pages 18-28 for analysis of the full results.]
Empson says, “There will need to be a balance, but it will grow in favour of AI.”
The sector may see a hybrid approach whereby some will avoid paying agency fees and ask AI to find a suitable candidate. However, there will still be those who prefer the personal touch.
Therefore, the tools need to augment rather than replace the recruiter’s ability.
AI can and will optimise many recruiting processes, but as Limena explains, “Humans will take pre-approved candidates and handle the ‘last mile’ of the process.”
How secure is the data?
Implementing AI in recruitment also flags up issues surrounding data privacy and security. Privacy concerns and the misuse of personal data have been raised throughout discussions.
White says, “We are cautious about using AI in recruitment because of the strict rules, especially in Europe. It is considered high-risk under regulations.
If this weren’t the case, we may use it more.”
“I suspect if the crew knew their CV was being uploaded to a third-party AI platform, they would feel uncomfortable about it,” adds Clarke. “No doubt this will cause issues in the future, and agencies using it should adjust their terms accordingly.”
The Artificial Intelligence Act was adopted in March by the European Parliament. The new rules establish obligations for providers and users depending on the level of risk from AI. The priority here is to ensure AI systems are safe, transparent, non-discriminatory and traceable while overseen by people.
Limena says, “When it comes to the regulatory environment, both about AI and data protection, at YachtMind, we try to stay one step ahead and self-regulate to ensure we are not voluntarily introducing any biases or compromising [a] user’s privacy.”
However, this also presents a hurdle when trying to train AI on personal data. Armsden says, “If an individual exercises their legal right and asks a data controller to stop processing their data, how can this be achieved where their data has been used to train an AI model?”
Future-proof hiring
Adopting AI for recruiting purposes in the superyacht sector has no doubt sparked conflicting opinions, and there’s a certain stigma surrounding its use. Whether the industry is in favour of this change or not, it’s inevitable, and the industry must recognise the potential impact of using AI tools for processes.
The future lies in a blend of human expertise and AI-driven solutions. Using AI isn’t about replacing human interaction but rather about improving it. The human touch will always remain a crucial element throughout yachting. With the potential for enhanced capabilities, offloading repetitive tasks and freeing up time to be more ‘human’ is crucial. In doing so, the sector needs to recognise the need to harness the power of AI responsibly.
Those who successfully integrate AI into recruiting operations while preserving the human essence will lead the way. The industry must proactively adapt and leverage AI’s potential while simultaneously safeguarding its humancentric core. gH
Tim Clarke, director, Quay Crew.
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BEYOND THE MOTHERSHIP: A REVIEW OF THE TENDERS MARKET
Tenders play a crucial role in enhancing the experiences of those on board a superyacht. Here, The Superyacht Intelligence team delves into the growing tender market to provide an overview and insight into its evolution.
BY THE SUPERYACHTINTELLIGENCE
Tenders are essential for the functionality and convenience of yacht operations, allowing crew, guests and owners to make the most of their time on the water. As such, the vast majority of yachts are equipped with at least one operational tender on board (see Figures 1 and 2). As one would expect, typically, as the size of the mothership increases, so does the number of operational tenders on board. Yachts ranging from 30 to 90 metres may have anywhere between one and four tenders on board, while those exceeding 90 metres often carry four or more.
Although yachts below 30 metres might have at least one tender, it’s not uncommon for this segment to have none at all since the smaller the vessel, the less tender storage space is available.
With guest and crew numbers increasing as the mothership vessel grows in size, the requirement for multiple tenders becomes more of a necessity to meet rising demands. Tenders not only offer invaluable support for crew, but also significantly enhance the enjoyment of guests and owners alike.
Primarily, tenders are used for logistics such as transportation and transfers for those on board. However, a substantial portion of tender use is also attributed to the entertainment of guests, and to some extent owners, with an estimated four in ten tenders being used for exploration, watersports, leisure activities, recreation and the towing of toys (see Figure 4).
Performance was generally highlighted as the most enjoyable feature (see Figure 3), with innovation and sustainability playing a lesser role in the overall tender experience (see Figure 3). Given that performance is a primary contributor to user enjoyment, a key point to note is that according to
Some industry opinions have highlighted that environmentally friendly tenders “need more development” and that “at the moment … the technology is not there yet”. This may explain the current lack of adoption of them.
industry opinion, more than one-third of the market looks for an ideal cruising speed of between 25 and 30 knots, while speeds of 20 to 25 knots was the second most preferred speed.
Despite sustainability being a prominent topic of discussion within the industry, it appears it’s still given less consideration when it comes to the acquisition of a tender and also adds very little to the overall tender experience. Whether this is simply through choice or a lack of available models on the market offering combined sustainability and high performance, very few tender users reported having an eco-friendly tender (see Figures 3 and 5).
One point to note is that some industry opinions have highlighted that environmentally friendly tenders “need more development” and that “at the moment … the technology is not there”. This may explain the current lack of adoption of them.
According to market opinion, stakeholders are prioritising safety and reliability over sustainability. Having said that, the industry remains open to sustainable alternatives, with a significant percentage (69 per cent) indicating that they are either ready or willing to consider switching from diesel propulsion to more eco-friendly options.
Drawing from The Superyacht Tenders & Toys Report published in 2017, we explore how budget allocation and the life cycle of tenders have evolved from 2017 to 2024. Our comparative analysis uncovers the changing trends and priorities in the superyacht industry over these years.
Interestingly, the data seems to suggest that spending on an operational tender has increased exponentially since 2017 (see Figure 7). In 2017, nearly
TENDERS MARKET REVIEW
Figure 1: Percentage of yachts with operational tenders on board
Figure 2: Average number of operational tenders on board by LOA segment
Figure 3: Favourable features of operational tenders
Figure 4: Top five uses of operational tenders
Figure 5: Diesel-users’ willingness to switch to eco-friendly propulsion
Figure 6: Frequency of replacing operational tenders on board 2017 vs 2024
Figure 7: Typical spend on new operational tenders 2017 vs 2024
TENDERS MARKET REVIEW
The percentage of those now spending between €1 million and €5 million for a new tender is estimated to have increased sevenfold – rising from four per cent of the market in 2017 to 28 per cent in 2024.
half of the industry typically spent less than €250,000 on a new tender, and fewer than five per cent were willing to invest more than €1 million. Fast forward to 2024, and the budget allocation for a new tender has dramatically shifted. Now, in sharp contrast, fewer than a quarter of the market spends less than €250,000, while the percentage of those now spending between €1 million and €5 million for a new tender is estimated to have increased sevenfold – rising from four per cent of the market in 2017 to 28 per cent in 2024.
Notably, while spending on operational tenders has surged, it appears that spending is relatively capped at the €5 million mark, with very few stakeholders investing more than that on new tenders. Despite this small increase in those willing to exceed €5 million, it’s a notable change from 2017 and underscores the trend that the industry, overall, is now spending more on its tenders.
With such high investments being made (see Figure 7), it makes sense that tenders are now being replaced far
CRUISING SPEED FOR OPERATIONAL TENDERS, ACCORDING TO 38% OF INDUSTRY OPINION 25-30 KNOTS
IDEAL
less often than they were seven years ago. Another plausible explanation is that higher costs often correlate with better quality and greater durability, leading some within the industry to prefer investing in these longer-lasting tenders. As a result, this would suggest they spend more and replace less frequently. However, drawing definitive conclusions would require further investigation and analysis.
The superyacht tender market has seen significant changes in recent years, with a marked increase in spending on new operational tenders and a shift towards retaining them for longer periods. As the global superyacht fleet continues to grow, the number of tenders entering the market will also naturally rise, with almost every new yacht over 30 metres requiring a tender for operational efficiency, guest and owner enjoyment, and overall enhancement of the on-board experience. Looking ahead, it will be interesting to see the development in eco-friendly tenders and how they will shape the future of the tender market. AR
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Beyond the basics
As the industry finds itself at a pivotal moment in its approach to crew training, is the quality of teaching keeping pace in an ever-evolving technological landscape?
BY GEMMA HARRIS
Without crew, a superyacht is just an empty feat of impressive design and engineering, lacking the extraordinary experiences that guests expect. As the industry continues to evolve, driven by insatiable demands for larger and more technically advanced vessels, and guest expectations reach new heights, the quality of crew training has never been more important. The days of lacking qualifications and minimum requirements are long gone, replaced by a shift towards professionalism and comprehensive training shaping the industry’s future.
Today, the industry is in a delicate transition phase, balancing new technologies, decarbonisation goals, improving crew welfare and the importance of softskill development. While mandatory training remains a cornerstone, there’s a growing emphasis on specialised skill development and professional growth. As crew retention remains an issue, increased regulations and heightened competition for roles mean crew are entering the industry armed with more training-course certification. But is the industry keeping pace with the changing demands? Discussions surrounding the quality of training have emphasised the need for industry-led approaches, addressing not only owners’ evolving demands, but also equipping
crew for the future operational landscape. “The sector needs to start developing training for what the industry needs now and preparing individuals for where the industry is headed,” explains Emma Baggett, founder and director of The OM.
Emerging trends
As the industry develops, so does what is required of crew. Besides the mandatory training, there are many skill and knowledge gaps to fill. One topic under discussion for some time now has been enhancing leadership and soft-skill development. Many industry-specific crewing issues point towards the lack of these and where the mandatory training falls short.
Paul Cook, chief operating officer at Hill Robinson, explains, “My frustration with current mandated training is that imperative life skills such as management and leadership, the attributes heads of department need daily, are not formally or regularly developed. Because training in these competencies is not directed, people tend not to complete such courses.” However, progress is happening.
Joey Meen, director of IAMI GUEST and president of the Superyacht Alliance, says, “The industry has a big appetite to facilitate training at the moment. Leadership and how we support crew in managerial roles has been a huge subject recently.” Karen Passman, founder
of Impact Crew, adds, “We are seeing increasing numbers of captains keen to support crew, and our team and leadership development events are being more frequently requested.”
With the industry growing, preparing crew for the work ahead is critical. Will Satterly, head of careers at UKSA, says, “Superyachts want crew who are robust and resilient and will not run away at the sight of hard work.” One ongoing discussion is how to manage new crew coming in and opening their eyes to the realities of working at sea.
Satterly adds, “You cannot become a fully competent crewmember after a three- to five-week training course ashore but you can be prepared for the reality of working at sea.” Courses such as the GUEST-accredited ‘Introduction to Superyachts & Yachting Life’ are helping to facilitate this. Sarah Diggle-Whitlock, founder of Seas The Day, created the course content and explains, “The course gives them a comprehensive and detailed understanding of what life will be like, making crew more employable, professional and, crucially, retaining them.”
Mental health and crew welfare have also rightfully crept up the agenda, and more training providers are integrating mental-health awareness, support mechanisms and initiatives. Current conversation surrounds the fact that mental health will soon become a compulsory
module of the STCW. Lynne Edwards, LH dynamics insight and hospitality specialist for Luxury Hospitality and founder of A Listening Ear, says, “I think it will soon be mandatory for heads of department to have mental-health training to safeguard crew emotional well-being and prevent mental-health issues from escalating.”
Another emerging trend aligning with broader industry developments is decarbonisation and sustainability. Baggett says, “The landscape has changed and evolved so much. Over the next ten years, it will change more, especially regarding sustainability and decarbonisation.”
Many feel that training in this sector is necessary for the future. Initiatives such as the launch of Water Revolution Foundation’s Environmental Crew Guidelines signal a shift toward greener operations. These guidelines currently signpost crew on board to designate an ‘Environmental Ambassador’ to help implement greener operational changes. [Editor’s note: See Megan Hickling’s article on page 70 on the potential for crew to improve on-board sustainability]
Hand in hand with sustainability is the continual integration of more technically advanced systems. The increasing digitalisation is twofold: adopting cutting-edge, on-board systems and how to operate them, such as the introduction of cyber security courses and AV/IT management, and the changing delivery of training through digitally enhanced systems.
Meen says, “We are just about to launch a GUEST-accredited AV/IT programme, a prime example of needing to stay ahead of advancing technology. It will be about how crew manages the hotel services and technology guests will use.”
Training also embraces digital transformation, with remote and virtual learning platforms gaining traction. “Technology has been the main trend in training,” adds Diggle-Whitlock. This has improved how courses are delivered. Andrew Roch, CEO and founder of Yacht Crew Recruitment and Training, adds, “Zoom training removes rank and gender. We have found that there is a much safer working environment online.”
Laura Henighen, head of academy at Hill Robinson, highlights further opportunities. “Due to the lack of digital
Lynne Edwards, dynamics insight and interior training specialist, Luxury Hospitality, and founder, A Listening Ear.
“I think it will soon be mandatory for heads of department to have mental health training to safeguard crew emotional well-being and prevent mental health issues from escalating.”
learning on demand, this presents a significant opportunity to provide crew with access to resources through a learning management system portal, like our Academy Online,” she says. Cook adds, “The future of training will lean increasingly on AI, technology and remote training,”
Sentini Marine has created Fathom App, a vessel-familiarisation system that helps test crews on critical safety aspects, enhancing the safety culture on board. It also facilitates MASTVR crew training for high-risk scenarios. Another company facilitating technology-driven training is Kilo Solutions, through its immersive and interactive VR Bridge access through VASCO Supported headsets.
Demand for specialisims
As the superyacht industry matures, guests demand more niche experiences, fuelling the requirement for specialised expertise and knowledge of professionals. The industry is witnessing an influx of niche expertise from sports enthusiasts such as fishing, scuba diving, Pilates and tennis instructors to wellness specialists like masseuses, nutritionists and life coaches. Similarly, technically advanced crew are also required with more toys, tenders and helicopters on board.
Roch says, “As yachts get bigger and the wealthy get wealthier, we see a much broader spectrum of requests, from purser’s assistance, specialised spa and well-being to healthcare and fitness trainers. Even now, in the galley, so many specialist chefs are requested.”
Regarding such skill sets, Satterly adds, “These skills are usually transferred from previous employment and experiences and take many years to develop to the high levels required to be effective on board.”
While the demand for specialised roles is increasing, the industry has struggled to balance these skills with traditional on-board responsibilities. “There is a shortage of those interior specialists because they need to be both. However, on larger vessels, these specialist roles are doing well as they tend to be dedicated,” says Roch.
Overcoming hurdles
The industry has recognised the importance of comprehensive and specialised training, but several challenges remain. Among the most dis-
Superyachts want crew who are robust and resilient and will not run away at the sight of hard work. “ ”
The landscape has changed and evolved so much; over the next ten years, it will change more, especially regarding sustainability and decarbonisation.
The future of training will lean increasingly on AI, technology and remote training.
” ”
On-board training will die out; I see technology and large suites of programmes becoming more relevant, with unlimited training and single-fee subscriptions with multiple programmes for boats.
”
Due to the lack of digital learning on demand, this presents a significant opportunity to provide crew with access to resources through a learning management system portal.
”
The course gives them a comprehensive and detailed understanding of what life will be like, making crew more employable, professional and, crucially, retaining them. “ ”
The industry has a big appetite to facilitate training at the moment; leadership and how we support crew in managerial roles has been a huge subject recently. “ ”
We are seeing increasing numbers of captains keen to support crew, and our team and leadership development events are being more frequently requested. “ ”
cussed are training budgets and the financial barrier to entry for many.
Edwards explains, “The cost of mandatory courses for entry-level crew often prohibits some from undertaking non-mandatory but extremely useful courses.” Baggett adds, “There is a huge discrepancy between having training budgets in deck and engineering, and those on interior isn’t seen as relevant.”
“We used to be paid by boats, but now we are seeing a huge number, 80 per cent plus, paying their own training-course fees. It used to be a 50/50 split,” says Roch, highlighting the financial strain on pursuing non-mandatory training once on board.
Time is another issue; time constraints and scheduling conflicts sometimes hinder the ability to prioritise on-board and ashore training. Roch says, “Everyone always tells me they don’t have enough time while we are building bigger boats with more crew. If they don’t have time, they are being badly managed.” However, Edwards says, “Taking training programmes has become more doable since the increase of rotational positions, meaning there is more time to allocate to training.”
Aside from practical barriers to training, the industry is grappling with shifting mindsets and attitudes of differing generations. The influx of Generation Z has led to several discussions regarding training. Most providers say the younger generation generally assimilates information differently from previous generations.
Quest for standardisation
While the industry strives to cater to differing requests and a changing landscape, the recurring theme of standardising non-mandatory training remains through the need for collaboration and industry-led initiatives. However, efforts are underway to establish industry-wide standards.
The Superyacht Alliance has emerged as a driving force for progress. Meen explains, “The purpose behind the Alliance is focused on professionalising standards across the industry, including supporting training needs both on board and ashore. Future programmes identified will be written and presented through the Alliance, and accredited by IAMI or other recognised accreditation bodies, providing opportunities for col-
laborative involvement from all relevant parties.”
Training for the future
While some resistance to non-mandatory training persists, the industry finds itself at a pivotal moment to reshape its approach to training. Outdated adhoc policies and poor practices from the industry’s early days must now give way to collaborative, industry-led initiatives. Meen says, “If we are not industryled, regulators who don’t understand the nuances will step in. It’s important we come together as a collaborative voice.”
The evolution of training is anticipated to align with today’s changing technological landscape. Roch concludes, “On-board training will die out. I see technology and large suites of programmes becoming more relevant, with unlimited training and single-fee subscriptions with multiple programmes for boats.”
As the world becomes increasingly tech-driven, crew training must evolve to meet these demands through specialised, blended, industry-led and technically savvy approaches. gH
Butler training graduation. Image courtesy of UKSA.
Batteries on boats: What’s the charge?
Batteries are often hailed as the ‘green’ zero-emission power solution for many industries, but their use has sparked considerable debate due to environmental and ethical concerns at every stage of their lifecycle. So are batteries really the greener option and, if not, what alternatives should be explored to achieve decarbonisation?
BY MEGAN HICKLING
Batteries are the preferred choice across many industries to meet emission-reduction targets. There are no direct emissions from their use, which means no harmful air and sea pollution. Lithium-ion batteries specifically are preferred because they have several favourable characteristics compared to other batteries, mainly higher energy density, capacity and longer lifespan.
In the superyacht industry, there are many characteristics of electric systems using batteries that are favourable for the on-board experience. Simon Brealey, chief mechanical engineer at Lateral Naval Architects, and Alex Meredith Hardy, Lateral’s chief naval architect, explain that they deliver little to no noise or vibration.
“In conjunction with diesel generators or other power sources, by implementing a battery installation in an intelligent way, we are able to optimise the energy use on board,” says Brealey. “This will utilise the energy within the batteries at key periods to allow the best possible machinery configuration. The batteries will also ensure that the system operates efficiently in such a way to always meet the requirements of the yacht.”
Both point out that the characteristics of batteries can lead to more novel technical area layouts and note that these batteries don’t need to follow the typical engine-room formation because
their location can be flexible, alongside the prospect of reduced machinery complexity and volume.
“In terms of operation, batteries can also allow for operation for a period of time in emissionrestricted zones, such as the four established Emission Control Areas under the International Maritime Organization, with more on the way, and national restrictions such as Norway’s world heritage fjords becoming zero-emission zones,” adds Brealey.
Also, in a less direct contribution to the energy transition away from fossil fuels, hybrid capacity from the batteries and an electrified system allows for other power sources to be implemented on superyachts, such as methanol, liquefied natural gas or even hydrogen to at least hypothetically be implemented on board.
“This allows for more versatility and resilience to a changeable future,” explains Meredith Hardy. “Electric power on board allows for the future adoption of fuel cells, enhanced renewable energy sources and a wide selection of electric propulsion options. The immediate power availability allows electrical loads to be buffered due to the nature of the electrification that comes with batteries.
“However, while it brings benefits to superyacht design, it brings with it some challenges too. Batteries have low power density, both in terms
of volume and weight, which means a lot of the batteries on board can have a global influence on the main dimensions of the yacht such as draught, beam and trim, and the fire-safety requirements can further limit installation arrangements.”
Meeting the demand for raw materials
Alongside these specific challenges, the lithium-ion battery industry and market has its own issues to overcome, both within maritime and elsewhere.
Due to many national/organisational goals for emission-reduction targets, the demand for lithium-ion is set to rise exponentially. As part of the EU’s ‘Fit for 55’, all new cars sold will be required to have zero CO2 emissions from 2035. Tied to this rise in demand will be the issue of how all the raw materials for batteries will be sourced. Mining the raw materials and recycling each presents separate challenges that need to be addressed.
Mining for these materials, mainly lithium, cobalt and manganese, is predominantly done in countries such as the Democratic Republic of Congo, where there are widespread human-rights issues such as child labour and extremely low wages. In Chile’s Atacama Salt Flat, lithium mining has been linked to declining vegetation, hotter daytime temperatures and increasing drought conditions in national reserve areas.
While estimates show there are enough economically viable reserves of lithium – 22 million tonnes – to make the batteries for EV cars, that is just the current demand for that sector and it doesn’t
Increased recycled battery materials should mean some of the growing demand can be met from this, negating the high initial environmental cost associated with the production and manufacturing of the batteries.
factor in other industries or whether we can afford the environmental cost that arise from extraction.
The issue of recycling
Questions surrounding the new material supply make up some of the drivers to improve the recycling process for batteries.
Hans Eric Melin, managing director at Circular Energy Storage Research and Consulting, a consultancy specialising in life-cycle management of lithium-ion batteries, says the often quoted figure of five per cent of all batteries collected and recycled is unproven and very probably incorrect.
In a 2023 study, Tracking Flows of End-of-Life Battery Materials and Manufacturing Scrap, Melin, with Linda Gaines, Jingyi Zhang, Xin He and Jessey Bouchard, estimates that 59 per cent of the batteries that were available for recycling were recycled, although he suspects the actual figure is closer to 90 per cent.
Even if the truth is somewhere between these two percentages, this is only likely to improve due to directives and initiatives such as a new regulation under the European Green Deal introduced last year by the European Council which sets collection targets for portable battery waste from producers (63 per cent by the end of 2027 and 73 per cent by the end of 2030) and introduces a specific collection target for light-duty vehicle battery waste (51 per cent by the end of 2028 and 61 per cent by the end of 2031).
Increased recycled battery materials should mean some of the growing demand can be met from this, negating the high initial environmental cost associated with the production and manufacturing of the batteries.
In some cases, due to the extensive and complicated process involved, recycled lithium can cost more than mined lithium batteries. However, as many start-ups across Europe begin to learn from established processes in South Korea and China, this may change. Also, using recycled batteries will reduce the typically high environmental cost associated with manufacture and production.
For example, Cylib, based in Germany, has just completed a Series A financing round totalling €55 million, with a notable co-investment from Porsche and Bosch. This financing will allow the firm to grow beyond its initial pilot plant, which has the capacity to ‘fully recycle’ up to 500kg of batteries per day.
The approach of the process is to recover all elements contained in the batteries such as cobalt, nickel and copper, as well as lithium and graphite. The company aims for a recycling efficiency of more than 90 per cent, doesn’t use any chemicals and intends to recycle the CO2 produced in the process.
Compared to competitors using hydrometallurgical processes, the method used by Cylib is water-based to recover lithium and graphite, and the company claims this method “reduces the ecological footprint (GHG potential) by 30 per cent compared to competitors”.
Impacts of battery usage
The origin of battery materials is critical in determining whether the environmental savings achieved throughout the use phase outweigh these initially higher impacts than conventional diesel systems over the lifetime of the batteries. This is discussed in a 2018 paper, Life Cycle Assessment in the Automotive Sector: A Comparative Case Study of Internal Combustion Engine (ICE) and Electric Car, by Francesco Del Pero, Massimo Delogu and Marco Pierini, which included data showing the ‘break-even’ point for different types of impacts.
In this study, the ‘break-even’ point is when the initial higher environmental impact of the batteries compared to the internal combustion engine is offset by the relative impact reductions made throughout its use phase.
Oceanco’s concept Kairos (styling by Pininfarina), designed with Lateral’s e-hybrid (diesel-electric) battery system integrated on board, using batteries to enable compact machinery design and up to 18 hours a day of silent operation with no generators. Image courtesy of Lateral Architects.
The data shows that there are larger impacts from the production and end-of-life stage of battery life cycle compared to the internal combustion engine. What we can also see is how some impact categories such as climate change increase rapidly during use for the conventional internal combustion engine vehicle due to the high impact of fossil fuels.
The impact categories included in the study are some of the same used in the calculations by Water Revolution Foundation (WRF) in creating the YETI score for a yacht, where these categories are combined into ecopoints. Currently, WRF is gathering information from suppliers to carry out a life-cycle assessment for batteries on yachts. WRF stated, “Our only conclusion at this point is that the utilisation of batteries has the potential to optimise loads on generators, thereby enhancing efficiency.”
The impacts of lithium-ion batteries extend beyond typical greenhouse-gas emissions and include particulate matter, human toxicity and resource depletion. These impacts vary depending on whether the power source is batteries or internal combustion engines and are influenced by the electricity grid’s nature.
Countries such as Norway, with higher renewable energy content, and France, with its higher nuclearpower contribution, see more favourable impacts compared to countries like Poland. This shifts the break-even point earlier in the use phase, therefore
Another big issue at the forefront of many discussions is that of the safety of batteries on board, especially because of the increased frequency of lithium-ion battery fires on superyachts.
increasing the comparative environmental impact reduction.
Jon Rysst, senior vice president and global business development leader at DNV, says, “Electric energy stored in batteries is interesting for emissions reduction, but only if the batteries can be charged by sustainable energy sources.”
For superyachts, this will typically mean being reliant on the marinas where they are docked to provide a more renewable energy mix and, therefore, the best impact savings possible when using batteries. The supplied energy at marinas can be separate from the national grid, meaning that in some locations solar and wind power could provide more favourable mixes, shifting the break-even point even earlier. This is especially likely as many marinas look to improve their impact.
Battery degradation
Unlike other fossil-fuelled power plants, lithiumion batteries degrade differently – their capacity reduces, which affects the vessel’s range, requiring more frequent charging, which means reduced energy efficiency. So in the context of the superyacht industry, how long would owners/charter guests put up with reduced capacity of these batteries potentially affecting the range of the vessel? Reducing the actual lifespan possibly even more than in other sectors may adjust usage accordingly rather than replacing the batteries.
In terms of how this is considered in the design phase, Brealey says the battery installations designed by Lateral are made with excess capacity to minimise degradation and allow for the specified performance to be achieved for a minimum life which is normally at least 10 years. “The process of calculating the overcapacity is dependent on a variety of factors specific to each design. Using experience gained from multiple projects, and
working closely with suppliers, we ensure that the correct size of installation is allowed for within each project.”
Safe battery storage on board
Another big issue at the forefront of many discussions is that of the safety of batteries on board, especially because of the increased frequency of lithium-ion battery fires on superyachts. A safety investigation report by the Malta Marine Safety Investigation Unit said the most likely cause of the fire leading to the total loss of 35-metre M/Y Siempre in 2021 was the lithium-ion batteries stored on board.
Lithium-ion batteries can catch fire when thermal runaway occurs due to a battery cell creating more heat than it can effectively disperse, leading to the rapid uncontrolled release of heat energy. This initial additional heat can come from a variety of malfunctions within the battery and is why battery rooms need to be properly constructed regarding the HVAC system, insulation and set-up of the electrical systems.
Because of this, those involved in yacht-safety regulations, such as Class, Flag and the IMO, have specifications surrounding battery installation. For example, DNV has two Class notations applying to either installed batteries for non-propulsion purposes and one for propulsion, and other Class societies will have their own.
The (safety) notation focuses on the environment the batteries are in, such as their location and structural integrity, access to and escape from the areas, and reducing the risk and warning systems in these areas, such as gas detection, cooling systems, ventilation as well as operational and maintenance procedures. The power notation relates more to the specifications of the systems required for using batteries for propulsion, such as redundancy, remote monitoring and an energy-management system.
Some clients are extremely keen to heavily utilise batteries, typically due to either general technical curiosity, a strong desire for periods with no generators running or because they are investors in non-marine battery technology.
Currently, neither of these involve requirements for training and educating crew but DNV does certify training courses focusing on battery operations and safety.
Alongside these regulations surrounding the environment for the batteries, the requirements for type-approved marine batteries are significantly tighter than for other industries. “Due to the value of the yacht asset versus the potential risk, we would also recommend the consideration of additional specialist fire-suppression and monitoring systems,” says Brealey. “Large battery installations have a well-developed area of regulation which has seen constant improvement taking account of many reallife incidents on commercial vessels.”
As well as regulations for large on-board batteries to power the ship, the charging of lithiumion toys in tender bays has been the focus of much regulatory activity over the past few years with what Brealey hails as “a robust safety framework to prevent accidents” created by Flag states that works alongside the latest regulations to reduce and protect against these risks.
“While these latest regulations will assist with many new-build projects involving batteries, many in-service yachts could also benefit from considering retrospectively refitting their tender bays and charging areas to the latest standards to reduce the risk,” adds Brealey. “This is especially true as electric tenders and toys will have batteries being stored in areas that weren’t initially designed to meet these safety requirements.”
Potential of future battery utilisation
Brealey also reflected on a 2018 white paper for a HISWA Symposium. The paper examined the current predicted future battery performance, and compared it to the requirements for large and small yachts, concluding that “to create a 100 per cent electric battery yacht would not be feasible unless
future yachts were designed with extremely limited performance”.
“The latest batteries on the market have achieved the energy density that was predicted in 2018 and they have achieved this target several years ahead of the schedule originally estimated,” says Brealey. “This continued battery development has seen the emergence of some very small all-electric yachts in the fleet utilising very low speeds and reduced ranges. Even considering these factors, however, a 100 per cent electric fully featured large yacht seems as improbable and unrealistic as it did in 2018.”
This inclusion of batteries in new projects comes from clients who understand the benefits they can bring to projects and are generally happy to use them in a way that supports the vision of what their yacht should achieve. For Brealey, some clients are extremely keen to heavily utilise batteries, typically due to either general technical curiosity, a strong desire for periods with no generators running or because they are investors in non-marine battery technology.
It’s clear that due to technical limitations, batteries will not be a decarbonisation solution on their own, but rather a supporting technology for other alternative power sources or used to support interesting and comfortable yacht designs. Even as one element of a reduced emission power system, as with other greener solutions, we need to be aware of these imperfections and the best ways to minimise negative impacts.
There are a few measures the superyacht industry can take to be responsible, mainly using the batteries for a long enough lifespan to maximise the environmental impact reductions but also, where possible, encouraging the use of energy that comes from more renewable sources to charge the batteries and making sure that at end of life, batteries are responsibly disposed of and, ideally, recycled. MH
HAPPY CREW, HAPPY YOU
Captains who lead by example, showing respect, fairness and support, will not only boost on-board morale, but also mean crewmembers will work more efficiently, leading to smoother, safer operations and a better yacht performance.
The term ‘trickle-down’ is often used in business, usually to inflate the contribution of the ultrawealthy to workers and society. While this is arguably more visible in yachting than elsewhere, I’m not using the phrase here in an economic sense but rather a cultural one. In any business, culture starts from the top down; the leadership sets the tone for the entire organisation.
If we think of yachts as what they are, multi-million-euro companies, captains influence not just the performance and productivity of their teams, but also the overall health and morale of the workplace. When leadership is grounded in trust and integrity, it can transform a boat or company into a thriving hub where people want to go to work because they feel valued and enjoy what they do.
Conversely, poor leadership – marked by dishonesty, micromanagement and poor decision-making – can create a toxic work environment that stifles growth and ultimately breeds discontent.
Sometimes I can understand the rhetoric used by some in the industry that people should just ‘get on with it’ and ‘learn how to put in a hard day’s graft’. There’s undeniably an element of entitlement in the working world, particularly in some of the more affluent parts of the globe, but that’s always been the case. The reality now is that crew are more aware of their rights, and the good ones want to be in an environment where they can grow and be valued for the work they put in.
BY CONOR FEASEY
To draw a parallel from the brokerage sector, it’s still a seller’s market. Demand for quality crew is incredibly high, and with more boats hitting the water every year, this will continue to grow as the industry battles with a recruitment crisis. Discontented quality crew will not struggle to find a new job.
This isn’t to ignore a certain trashy reality show that rhymes with ‘Hello Beck’ and the crew it attracts because that’s another problem which also needs to be addressed. But there’s no smoke without fire (or dodgy lithium batteries), and the industry needs to resolve these issues from the top down and set a precedent.
Crew welfare is of the utmost importance for the industry and integral to the success of any operations on board now more than ever. They are essentially the face of the business, and when crewmembers are valued, rested and motivated, they can perform their duties more effectively, leading to smoother, safer operations and better overall yacht performance.
Guests also expect impeccable service, and a happy crew is more likely to deliver a superior guest experience and engage positively, contributing to a memorable trip while also maintaining the high level of discretion and professionalism required.
Open and honest communication is the foundation of a positive work environment. Captains should encourage feedback, listen to crew concerns and ensure that important information is communicated clearly and promptly. Investing in the professional growth of the crew will not only boost morale, but also enhance their skills. Offering training programmes and career advancement opportunities can only add to crew happiness by providing a clear and stable career trajectory.
Acknowledging hard work and rewarding exceptional performance can also significantly boost morale, while a recognition programme that offers tangible rewards could work wonders to maintain the high level of operations needed.
Captains and senior crew should lead by example, demonstrating values of respect, fairness and support. A leader who shows genuine concern for the welfare of their crew will inspire loyalty and dedication and will be supported by their team in turn. While teambuilding activities can strengthen onboard relationships and foster a sense of camaraderie, most of us simply want to work in a positive, successful environment, put down our tools at the end of the day, and switch off.
True leaders will never ask something of their crew they would not be willing to do themselves, so when you lead by example and establish an environment that allows the team to be supported and grow, the rest should take care of itself. CF
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