A self care practice is rarely built in silence or comfort. More often, it is shaped in moments of pressure, distraction, and competing demands, when life offers very little space to pause and even less room to retreat. This is where practice becomes real. When life accelerates rather than softens, the question is not whether stress, disruption, or hardship will appear. The question is whether there is a reliable way to meet it. A self care practice, when approached with discipline and responsibility, becomes a stabilising force rather than an escape. It does not remove us from life. It teaches us how to remain present within it. Over time, this distinction matters more than the practice itself. A Self Care Practice That Works Inside Real Life A self care practice that only functions in ideal conditions will fail the moment life becomes demanding. Real life is noisy. Schedules tighten. Responsibilities multiply. External circumstances rarely align with our internal needs. Practices such as Tai Chi and Qigong were developed with this reality in mind. They do not rely on isolation or stillness. Instead, they train balance, presence, and regulation through movement, alignment, and breath, allowing the practitioner to remain centred while life continues around them. The body becomes the reference point. Awareness anchors attention. The nervous system is given a way to settle without withdrawing. The purpose of a self care practice is not to control life, but to cultivate the ability to return to centre regardless of what is happening around you. This is where self care stops being aspirational and becomes functional. The Multidimensional Nature of Self Care Practice A meaningful self care practice supports more than physical wellbeing alone. It addresses the emotional, mental, energetic, spiritual, and wisdom body as an integrated whole. When one layer is neglected, imbalance often appears elsewhere, revealing itself through fatigue, reactivity, burnout, or emotional volatility. Movement practices such as Tai Chi, Qigong, yoga, and functional movement work alongside reflective practices like writing and study to support this integration. Each tool has value, but none replace the role of consistency. The strength of a self care practice is not measured by intensity or variety. It is measured by return. The willingness to come back to the practice repeatedly, especially when life becomes uncomfortable, is what builds stability over time. When Disruption Becomes the Teacher Loss, illness, emotional upheaval, and career disruption are often framed as interruptions to life. In reality, they are part of it. These moments tend to expose where internal support structures are lacking and where deeper grounding is required. A self care practice provides a framework for meeting these experiences without collapsing or disconnecting. With time and perspective, many people recognise that periods of hardship became turning points, not because they were fair or welcome, but because they demanded change. Resilience is not built through avoidance, but through the capacity to stay present and responsive when life becomes difficult. This is where discipline quietly replaces motivation, and practice becomes a form of self leadership. Discipline, Focus, and the Return to Centre Daily discipline is often misunderstood as rigidity. In the context of self care practice, it is better understood as devotion to stability. Discipline creates the conditions for clarity, allowing focus to return even when external circumstances remain unresolved. The return to centre is rarely dramatic. It happens through repetition. Through movement. Through breath. Through choosing presence again and again, even when distraction would be easier. A self care practice does not promise comfort. It offers capacity. The capacity to hold more responsibility, more change, and more complexity without losing connection to oneself. Self Care Practice as Self Responsibility At its core, self care practice is an act of self responsibility. It acknowledges that while we cannot control external events, we can influence how we meet them. This shift changes the relationship we have with stress, identity, and growth. Rather than seeking to return to who we once were, a mature self care practice supports the process of becoming. It allows outdated conditioning to fall away and creates space for clarity, resilience, and grounded direction. Over time, this is what allows a person to move forward without being thrown off course by every change that appears. Returning to center through daily self care practice, grounded in movement, balance, and presence.

For an industry defined by precision, discretion, and trust, superyachting has reached a moment of reckoning. Vessels are larger, ownership structures more complex, and crew roles increasingly specialised, yet the systems that underpin education, accountability, and professional development have struggled to evolve at the same pace. The result is a widening gap between expectation and infrastructure. One that cannot be closed through minimum compliance alone. At the centre of a growing effort to address this imbalance is Joey Meen, whose career spans nearly four decades across maritime education, professional accreditation, and industry collaboration. Through her work with International Association of Maritime Institutions (IAMI) and The Superyacht Alliance, Meen has become one of the key figures shaping how superyacht industry standards are being re-examined, re-defined, and rebuilt for the future. This is not about trend-driven reform. It is about structural integrity. Beyond Compliance: The Limits of Minimum Training For decades, professional progression in yachting has been anchored to mandatory seagoing certification. These qualifications remain essential, yet they were never designed to address the full operational reality of modern superyacht life. Today’s onboard environment demands far more than navigational competence and safety drills. Crew are expected to operate within high-pressure service settings, manage complex human dynamics, oversee financial and administrative responsibilities, and sustain performance within confined, mobile workplaces where personal and professional boundaries are constantly tested. The issue is not a lack of regulation, but the narrow lens through which competence has traditionally been defined. “We have built an industry where extraordinary responsibility is often supported by minimum operational preparation, and that imbalance is no longer sustainable.” Through IAMI, Meen has spent years expanding the scope of what professional competence in yachting should mean in practice. Programmes such as GUEST were developed to address operational realities that sit outside traditional seagoing certification, including leadership, hospitality management, human resources, administration, financial oversight, and industry-specific mental health awareness. These frameworks do not replace existing maritime qualifications. They complement them, acknowledging that operational excellence is not achieved through compliance alone, but through preparation that reflects the real conditions onboard. Superyacht Industry Standards and the Cost of Fragmentation While education forms one pillar of reform, fragmentation has long been one of the superyacht sector’s most persistent weaknesses. Shipyards, management companies, brokers, training providers, crew agencies, and welfare organisations frequently operate in parallel, addressing similar challenges from different angles, often without meaningful coordination. This fragmentation does more than slow progress. It dilutes accountability. The formation of the Superyacht Alliance marked a deliberate attempt to confront this structural disconnect. Established as a non-profit coalition, the Alliance brings together representative bodies from across the industry, creating a shared platform where systemic issues can be examined collaboratively rather than in isolation. “If everyone is solving the same problems separately, then no one is actually fixing them.” Through think tanks and working groups, the Alliance addresses recruitment and retention, crew welfare, safe operations, onboarding practices, and workplace culture, drawing on expertise from across the sector. The model is intentionally inclusive, designed to encourage participation rather than prescription, and to replace siloed responses with collective responsibility. In doing so, it reflects a growing recognition that superyacht industry standards cannot be imposed from a single vantage point. They must be built through shared understanding and aligned action. Accountability Without Ambiguity Few issues undermine confidence onboard more than uncertainty around accountability. While formal reporting mechanisms exist, crew often face unclear lines of authority when serious concerns arise, particularly in environments where employment, management, and ownership interests intersect. This ambiguity discourages reporting, erodes trust, and ultimately compromises safety. “Standards that cannot be measured cannot be managed, and accountability that is unclear is accountability that fails.” Through coordinated work across education and industry collaboration, efforts are now focused on clarifying responsibility, improving reporting autonomy, and aligning standards with the lived reality of crew onboard. The objective is not to dilute authority, but to define it clearly, transparently, and consistently across the sector. When responsibility is understood, accountability becomes possible. When accountability is measurable, standards begin to matter. Building a Framework for Professional Longevity Among the most significant initiatives currently underway is the development of a comprehensive superyacht qualifications framework, supported through European funding. This project seeks to map more than 150 professional roles across the industry, identifying responsibilities, competencies, and pathways for progression both onboard and ashore. Such a framework does more than formalise roles. It creates visibility and longevity in careers that have historically been perceived as temporary or transitional. It allows crew to plan futures, management companies to invest strategically, and owners to operate within environments built on competence rather than assumption. In parallel, the industry is seeing accelerated movement toward digital certification, modernised assessment methods, and sustainability education, aligning superyachting with the professional expectations seen in aviation and commercial shipping. Redefining the Ownership Narrative Ultimately, meaningful change cannot occur without addressing the narrative that surrounds yacht ownership itself. Safety, crew wellbeing, professional development, and sustainability must be positioned not as optional enhancements, but as fundamental components of responsible operation. A yacht that protects its crew protects its owner, its guests, and its assets. As expectations evolve, the question facing the industry is no longer whether superyacht industry standards must change, but how decisively that change will be implemented. The work being led through IAMI and the Superyacht Alliance reflects a growing consensus that professionalism is no longer a differentiator. It is the baseline upon which the future of superyachting depends. Learn More International Association of Maritime Institutions (IAMI): https://www.iami.info The Superyacht Alliance: https://superyachtalliance.org Behind the scenes, the superyacht industry is re-examining how standards are defined, measured, and upheld in practice.

The superyacht industry is built on proximity, discretion, and trust. Crews live and work in confined environments, often far from shore, operating vessels that now function more like private cruise ships than pleasure craft. Expectations are absolute. Service must be flawless. Conduct must be discreet. Standards must be impeccable. Yet beneath the polished decks and immaculate presentation sits a persistent contradiction that the industry has yet to fully confront. Crew safety in yachting is still too often treated as an assumption rather than a discipline. It is presumed to exist because uniforms are pressed, certificates are presented, and references appear to check out. In practice, safety is frequently left to culture, luck, and the personal integrity of individuals rather than supported by consistent systems that protect everyone onboard. For many professionals, particularly women, the risk is not abstract. It is felt in moments of isolation, in power imbalances that go unchallenged, and in environments where reporting concerns can feel professionally dangerous. These experiences rarely make headlines, yet they quietly shape career decisions, erode trust, and contribute to the steady loss of experienced crew from the industry. “The problem is rarely one incident. It is the pattern. Feeling unprotected once is unsettling. Feeling unprotected repeatedly changes how you see the entire industry.” Crew Safety in Yachting Requires Systems, Not Assumptions As vessels have grown in size and complexity, so too has the scale of responsibility placed on crew. Modern yachts operate across multiple jurisdictions, host high net worth individuals, and carry legal, financial, and reputational risk that rivals shore-based luxury operations. Yet hiring practices often remain informal, relying heavily on word-of-mouth recommendations, rushed recruitment cycles, and an expectation that professionalism will self-police. Trust remains essential at sea, but trust without verification is not professionalism. It is exposure. When vetting is inconsistent, qualifications go unauthenticated, or past conduct is never examined, the burden of safety shifts quietly onto those with the least power to challenge it. Junior crew, seasonal hires, and those new to the industry are left to navigate complex social dynamics without meaningful structural support. The consequences extend beyond individual wellbeing. Weak vetting undermines operational integrity, damages team cohesion, and places captains, management companies, and owners at unnecessary risk. In any other high-trust environment involving close quarters, vulnerable people, and significant assets, systematic checks would be considered non-negotiable. The Cost of Inconsistent Vetting When background checks, certificate verification, and identity validation are treated as optional rather than standard, the industry sends an unintentional but powerful message. It signals that reputation is assumed, not proven, and that accountability begins only after something has gone wrong. This approach creates space for fraudulent qualifications, exaggerated experience, and in some cases far more concerning behavior to slip through unnoticed. While no system can eliminate risk entirely, the absence of consistent vetting ensures that preventable risks remain embedded in daily operations. Crew safety in yachting cannot rely solely on character references and good intentions. Professional environments demand professional safeguards. This includes verifying who people are, confirming that credentials are legitimate, and understanding whether past conduct raises concerns that should inform hiring decisions. Leadership, Culture, and Responsibility Safety is not only a hiring issue. It is a leadership issue. Promotion pathways in yachting often push individuals into management roles based on sea time rather than people management ability. Not everyone is equipped to lead teams, handle conflict, or respond appropriately when boundaries are crossed. Without training and support, even well-intentioned leaders can become part of the problem. A culture that prioritizes silence over accountability ultimately protects systems, not people. When crew do not feel confident that concerns will be taken seriously, issues remain unreported until they escalate. By then, the damage has often already been done. Raising the Standard If the industry expects seven-star service, global professionalism, and absolute discretion, then its approach to crew safety must reflect the same level of seriousness. Systems that verify qualifications, confirm identities, and establish clear expectations do not erode trust. They reinforce it. Crew safety in yachting is not about suspicion. It is about responsibility. It is about acknowledging that high-performance environments require structure, transparency, and safeguards that protect both individuals and operations. As the industry continues to evolve, the question is no longer whether these systems are necessary. It is whether yachting is prepared to hold itself to the same standards it demands from those who work within it. The Legal and Financial Reality Behind Crew Safety Beyond the human cost, failures in crew safety in yachting carry serious legal, financial, and insurance implications that are often underestimated. Modern superyachts operate within complex regulatory frameworks that span flag states, port jurisdictions, and international maritime conventions. When incidents occur, the absence of documented vetting, verification, and due diligence does not remain an internal matter. It becomes evidence. Insurance providers increasingly scrutinize hiring practices following claims, particularly where personal injury, harassment, assault, or negligence are involved. Management companies and owners may find themselves exposed not because an incident occurred, but because they cannot demonstrate that reasonable steps were taken to prevent foreseeable risk. In high-value operations, the cost of reputational damage alone can eclipse the financial impact of any single claim. Crew safety in yachting is therefore inseparable from risk management. Structured vetting is not merely an ethical choice. It is a commercial one. Why Yachting Has Fallen Behind Other High-Trust Industries In sectors such as aviation, finance, healthcare, and private education, background checks, credential verification, and ongoing compliance are standard practice. These industries operate on the understanding that proximity, power imbalance, and responsibility demand safeguards that extend beyond personal trust. Yachting, by contrast, has long relied on informal networks and reputational shorthand. While this culture once reflected the industry’s smaller scale, it has not evolved in step with vessel size, crew numbers, or operational complexity. Today’s yachts host dozens of crew, family members, guests, contractors, and sometimes children, yet the systems protecting those environments remain inconsistent. This gap is not rooted in resistance to professionalism, but in habit. Hiring the way it has always been done feels efficient, until it fails. Crew safety in yachting requires the industry to acknowledge that legacy practices are no longer fit for purpose. What Professionalized Crew Safety Looks Like Raising the standard does not mean introducing suspicion or eroding onboard trust. It means normalizing verification as part of professionalism. Clear hiring frameworks, authenticated documentation, consistent background checks, and leadership training establish expectations before problems arise. When safety systems are embedded, they reduce ambiguity. Crew understand where boundaries are enforced. Leaders understand their responsibilities. Owners understand their exposure. Most importantly, individuals understand that their wellbeing is not secondary to convenience. Crew safety in yachting, when treated as a discipline rather than an afterthought, strengthens culture rather than weakening it. It supports retention, protects experience, and signals that the industry values people as much as presentation. Setting the Future Standard As superyachts continue to grow in scale and visibility, the pressure to align internal practices with external expectations will only intensify. Clients, insurers, regulators, and crew alike are becoming less tolerant of environments where accountability is assumed rather than demonstrated. The future of crew safety in yachting lies not in reaction, but in preparation. The industry has the tools, the knowledge, and the precedent to implement meaningful safeguards. What remains is the decision to treat safety with the same seriousness afforded to design, engineering, and service. Professional standards are not optional extras. They are the foundation upon which sustainable, credible operations are built. Crew safety in yachting requires more than trust. It requires systems, verification, and accountability.

In yachting, the flag painted on a vessel’s stern is often dismissed as administrative detail. In reality, it determines legal jurisdiction, shapes crew welfare, defines investigative authority, and exposes the quality of leadership when standards are tested. Flag state accountability is not a technical footnote. It is the foundation upon which governance, safety culture, and credibility at sea are built. The Flag Is Not an Administrative Detail Within the modern yachting industry, the flag displayed on a vessel’s stern is frequently treated as a technical requirement rather than a strategic decision. It is often selected quietly, discussed briefly, and then largely ignored once registration is complete. This approach reflects a fundamental misunderstanding of how power, responsibility, and accountability function at sea. A vessel’s flag determines far more than regulatory compliance. It establishes legal jurisdiction, defines which employment laws apply onboard, dictates how investigations are conducted when incidents occur, and shapes whether crew welfare is actively protected or passively deferred. In effect, flag choice determines the governance framework under which leadership decisions are judged. Flag state accountability is therefore not abstract, symbolic, or secondary. It is structural, enforceable, and central to the operational integrity of any vessel. Jurisdiction as the Foundation of Authority Under international maritime law, a vessel is legally treated as an extension of the state whose flag it flies. Criminal law, labour standards, accident investigations, and regulatory enforcement all fall within that state’s jurisdiction, regardless of where the vessel operates globally. This framework originates in the United Nations Convention on the Law of the Sea and is administered through international conventions overseen by the International Maritime Organization. Once a vessel is registered, the authority of that flag state is neither optional nor symbolic. It is binding. “When a vessel is registered, it becomes subject to the legal authority of that flag state. That decision governs how safety, welfare, and accountability are exercised onboard.” Jurisdiction is not an afterthought. It is the starting point for leadership. Quality Flags, Open Registries, and Enforcement in Practice Although international conventions establish minimum standards, enforcement varies significantly between flag states. Some maintain rigorous oversight regimes, conduct thorough audits, and intervene decisively when safety or welfare standards are compromised. Others operate open registries with reduced enforcement capacity, looser labour protections, and limited appetite for investigation unless external pressure is applied. These differences are visible and measurable. Port State Control regimes track inspection outcomes, detentions, and repeat deficiencies across international ports, creating a clear performance profile for each flag. Vessels registered under poorly performing flags are inspected more frequently, detained more often, and categorised as higher risk within global databases. Reputation follows enforcement behaviour. Scrutiny follows reputation. Crew Welfare as a Leadership Responsibility Flag state accountability becomes most apparent when serious incidents occur. Fatal accidents, major injuries, allegations of harassment, or mental health crises all test the strength of a vessel’s governance framework. Flag states investigate criminal matters and statutory breaches. They do not manage workplace culture onboard individual vessels. Responsibility for conduct, welfare, and early intervention remains firmly with vessel leadership. This distinction is fundamental. If an issue would be handled internally within a shore-based organisation, it remains an internal leadership responsibility at sea. Jurisdiction does not replace leadership. It exposes its quality. “Flag states enforce the law. Leadership determines whether problems are addressed early or allowed to escalate until external intervention becomes unavoidable.” Investigations, Accountability, and Consequence When serious incidents occur, the quality of flag state governance determines how thoroughly those incidents are examined. Some flags conduct comprehensive investigations that prioritise fact-finding, accountability, and systemic learning. Others limit their involvement to procedural obligations, with little appetite for broader examination. This variance carries real consequences for crew, owners, and management companies. It influences whether lessons are learned, whether patterns are identified, and whether meaningful change follows tragedy. In this context, flag state accountability operates both as safeguard and signal. It reflects how seriously leadership failure is treated when outcomes cannot be quietly managed. Regulatory Change and the Pace of Reform In recent years, international regulators have placed increasing emphasis on crew welfare, particularly in relation to harassment, trauma, and mental health. Amendments to training and certification standards are introducing mandatory sexual harassment prevention education and trauma-informed response training for seafarers. These reforms represent tangible progress, although broader mental health awareness requirements continue to advance more slowly. The pace reflects the complexity of achieving global consensus rather than a lack of recognition of the issue’s importance. In maritime regulation, speed is often sacrificed in favour of precision. Once adopted, standards apply worldwide, across legal systems, cultures, and operational realities. Leadership as the Deciding Factor Regulation establishes the framework. Flag states provide jurisdiction. Neither can compensate for poor leadership. Effective leadership onboard is defined by competence, accountability, and the willingness to engage with complex human realities. Crew welfare, mental health, and professional conduct are not peripheral concerns. They are operational fundamentals that directly affect safety, performance, and retention. Investment in leadership capability is therefore inseparable from investment in operational integrity. Why Flag State Accountability Can No Longer Be Ignored For owners, managers, and senior professionals, understanding flag state accountability is no longer optional. It is central to risk management, reputational resilience, and long-term sustainability. The flag on the stern represents a choice. A choice about standards. A choice about oversight. A choice about whether leadership is supported by governance or undermined by it. Those choices are increasingly visible, increasingly scrutinised, and increasingly consequential. How flag states influence leadership, accountability, and crew welfare in modern yachting, with Captain Chris O’Flaherty of The Nautical Institute.

Ports are often measured in throughput, passenger numbers, and economic contribution, yet their true complexity is rarely visible beyond the quay wall. For those responsible for their operation, safety is not an abstract principle or a regulatory exercise. It is a living discipline, shaped by constant movement, human judgement, environmental pressure, and decisions made in real time. At Portsmouth International Port , this reality is impossible to ignore. The harbour is narrow, highly active, and surrounded by a densely populated city. Commercial ferries, cruise ships, fishing vessels, leisure craft, naval traffic, port workers, passengers, and members of the public all operate within the same constrained geography. Nothing happens here in isolation, and nothing can be allowed to happen by assumption. Safety, in this environment, is not enforced from a distance. It is designed, managed, and reassessed every day. Managing a Harbour Built on Complexity Portsmouth is defined by overlap. Large vessels with significant draught and limited manoeuvrability share water space with yachts, small craft, fishing boats, and recreational users who may not fully understand the risks around them. The harbour entrance itself is one of the narrowest in the country, demanding absolute clarity in how traffic is organised and controlled. Responsibility is shared across defined authorities, with commercial shipping and naval operations governed separately but coordinated continuously. Clear channel designation, enforceable general directions, active patrols, and visible communication form the backbone of daily operations, particularly during periods of high traffic or reduced visibility. “This is not a harbour where movements can be separated by type or intention. Safety comes from understanding how everything interacts in the same space.” Sound signals, patrol vessels, and direct intervention are not about reprimand. They exist to interrupt complacency before it turns into risk. In a port where visitors and first-time users are common, attention is often the most valuable safety tool available. Safety Does Not Stop at the Waterline Beyond vessel movements, ports present a different category of risk altogether. Passenger terminals, vehicle marshalling areas, freight zones, and restricted operational spaces bring together people with vastly different levels of awareness and experience. At Portsmouth, passenger movement is deliberately structured to remove unnecessary exposure to hazardous areas. Travellers are guided through controlled routes from terminal to vessel, often via dedicated transport rather than free movement across the port estate. Vehicle traffic is managed using structured marshalling systems, mirroring aviation ground handling practices to ensure clarity, predictability, and separation of people and machinery. “A port is an inherently dangerous environment. Our responsibility is to reduce risk to as low as reasonably practicable by designing it out, not relying on people to navigate it themselves.” This philosophy recognises that the safest operations are those where risk is anticipated and removed before it presents itself, rather than managed reactively once an incident has already occurred. Port Maritime Safety in a Living, Working City In an urban port, safety extends far beyond the boundary fence. Emissions, noise, and environmental impact directly affect surrounding communities, schools, and residential areas, making environmental responsibility inseparable from operational safety. Investment in renewable energy, electric vehicles, large-scale battery storage, and carbon-capture design has reshaped how Portsmouth operates. Solar arrays across port buildings generate significant energy, while battery systems allow power to be stored and used efficiently overnight. Operational vehicles within the port estate are electric, reducing emissions and improving air quality for workers and residents alike. “We are an inner-city port. Reducing emissions is not about reputation. It is about responsibility to the people who live and work around us.” Shore power infrastructure represents a further evolution. Allowing vessels to plug into the port’s electrical supply while alongside eliminates the need to run engines in port, reducing air pollution, noise, and exposure to harmful emissions. While technically complex and financially demanding, the long-term benefits extend well beyond the quay wall, improving conditions for both port users and the city itself. Preparing for New and Emerging Risks As shipping transitions toward alternative fuels and hybrid propulsion systems, ports are being forced to re-examine long-established safety assumptions. LNG, battery-powered vessels, and emerging hydrogen technologies introduce new operational challenges, particularly in space-constrained ports with high public proximity. Lithium-ion battery incidents, for example, behave very differently from traditional fires, producing extreme heat and toxic smoke that challenges existing firefighting techniques. Emergency planning, training, and coordination must evolve alongside these technologies to ensure preparedness keeps pace with innovation. “We cannot assume yesterday’s safety systems will work for tomorrow’s propulsion. New technology demands new thinking and honest risk assessment.” For ports, this means continuous engagement with vessel operators, emergency services, regulators, and industry bodies, ensuring that innovation does not outstrip the ability to respond safely when something goes wrong. Seafarer Welfare as a Foundation for Safety Safety is not defined solely by infrastructure or regulation. It is deeply influenced by the people who operate ships and work within ports. Fatigue, isolation, and restricted shore access affect decision-making, mental health, and operational performance, often in ways that are invisible until something fails. Efforts to ensure seafarers can leave their vessels, access the city, and experience life beyond the ship are not peripheral considerations. Free connectivity, proximity to amenities, and cooperation with welfare organisations help ensure that ships remain places of work, not confinement. “A ship should be a place of work, not a prison. Shore access is essential for wellbeing, and wellbeing underpins safety.” When crews are supported, rested, and treated with dignity, safety outcomes improve across every layer of port operations. The Quiet Discipline Behind Safe Ports The success of safety in ports is rarely visible. It is measured in routine arrivals, uneventful departures, and the millions of passengers and tonnes of cargo that move through complex environments without incident. At Portsmouth International Port, safety is not a single system or department. It is the sum of countless decisions, investments, and human judgements made daily at the harbour edge. It is deliberate, disciplined, and constantly evolving, shaped by experience and an understanding that when things go wrong in ports, the consequences extend far beyond the water. ━━━━━━━━━━━━━━━━━━ SUPPORTED BY CHIRP Maritime  | The Seafarers’ Charity ━━━━━━━━━━━━━━━━━━ Confidential reporting and shared learning play a critical role in preventing maritime tragedies before they occur. CHIRP Maritime provides a trusted, independent platform for seafarers and maritime professionals to report safety concerns, near misses, and systemic risks without fear of reprisal, turning lived experience into practical lessons that improve safety across the industry. Alongside this, The Seafarers’ Charity supports those who work at sea and their families through funding, research, and advocacy, addressing the welfare, mental health, and social challenges that directly influence safety and wellbeing offshore. Together, their work strengthens a safety culture built on honesty, care, and accountability, ensuring that lessons are learned, voices are heard, and lives are better protected at sea. A Harbour Master’s view of modern port safety, where judgment, infrastructure, and responsibility shape every movement at the harbour edge.

The sea has never been sentimental. It does not respond to intent, experience, or reputation. It recognises only physics, weather, distance, and time. When something goes wrong offshore, there is no pause for reassessment and no room for performance. There is only search and rescue at sea, unfolding in real time, shaped by human judgment under conditions that rarely allow certainty. For those who have lived inside that world, the reality never truly fades. Search and rescue is often described through scale. Square miles covered. Aircraft hours flown. Assets deployed across vast, shifting waters. Yet behind every operational briefing lies a far quieter truth. Every decision is made by a person who understands that their judgment may determine whether someone returns home or is lost to the sea. The Weight Behind the Decisions Those responsible for coordinating rescues carry a unique burden. They operate within systems, protocols, and international frameworks, yet the responsibility is ultimately personal. In moments of crisis, information is incomplete, conditions are changing, and time works relentlessly against the outcome. “You never forget the cases that don’t end the way you hoped. And you never forget the ones where a voice comes over the radio and says ‘we found them.’” Years spent in maritime emergency response create a particular understanding of responsibility. One that balances urgency with restraint, hope with realism, and action with consequence. It is an understanding forged not in training exercises, but in long nights, poor weather, and the quiet aftermath of decisions that cannot be undone. This experience is not confined to one coast or one country. It is shared across oceans, agencies, and generations of maritime professionals who recognise the same pressures regardless of flag or jurisdiction. People First, Without Exception Across the global maritime system, one principle remains constant. In every major incident, people come first. Before pollution response. Before vessel recovery. Before commercial or economic impact. Human life is the priority. The simplicity of that principle belies the complexity of its application, particularly when incidents occur far offshore, beyond the immediate reach of dedicated rescue assets. In those moments, the first responders are often not rescue helicopters or patrol vessels, but merchant ships already underway. Trade routes quietly become rescue corridors, and crews find themselves diverting course, altering schedules, and placing their own safety at risk to assist someone they have never met. “Mariners still help mariners. That law of the sea has never disappeared.” This unwritten code remains one of the most powerful forces in maritime safety. It is not enforced by regulation alone, but sustained through professionalism, seamanship, and shared understanding of the risks all who go to sea accept. Technology, Responsibility, and the Margin Between Rescue and Recovery Modern search and rescue at sea is increasingly shaped by technology. Emergency position indicating radio beacons. Personal locator beacons. Automatic identification systems. Satellite communications and infrared imaging. Used correctly, these tools narrow uncertainty and compress time. They can transform a wide area search into a targeted response, significantly improving survival outcomes. Used carelessly, or without proper registration and data maintenance, they introduce delay at the very moment clarity is most needed. Unregistered beacons. Outdated contact details. Missing vessel information. Each omission forces responders to work without context, expanding search areas and consuming critical time. “When a beacon activates without accurate data attached, rescuers are working blind.” Technology does not replace judgment. It amplifies it. And responsibility remains the decisive factor in whether those tools achieve their purpose. The Quiet Cost of Maritime Safety Beyond the operational challenge lies a reality rarely discussed in public forums. The responsibility of speaking to families when outcomes are not what anyone hoped for. Next of kin notifications are not procedural tasks. They are deeply human moments that leave lasting impressions on all involved. There is no formula that makes them easier, no script that softens their impact, and no experience that fully prepares anyone to deliver such news. “You carry those conversations with you, long after the search has ended.” This emotional weight is an unseen cost of maritime safety, borne quietly by those whose professional duty requires composure, clarity, and compassion in the most difficult circumstances imaginable. Search and Rescue at Sea and Why It Still Demands Our Attention Search and rescue at sea has evolved. Incident rates have declined. International coordination has strengthened. Technology continues to advance. These are genuine achievements. Yet the sea remains unforgiving. When things go wrong, they do so quickly, often far from shore, and with little margin for error. Safety is not sustained by regulation alone. It is sustained by culture, preparation, honesty, and a willingness to learn from near misses as seriously as from tragedies. It depends on professionals who understand that vigilance is not optional, and that complacency is rarely obvious until it is too late. Search and rescue at sea is not a headline.It is a responsibility shared by everyone who works on, manages, insures, regulates, or depends upon maritime operations. Because the sea does not forgive complacency. ━━━━━━━━━━━━━━━━━━━━━ SUPPORTED BY CHIRP Maritime & The Seafarers’ Charity ━━━━━━━━━━━━━━━━━━━━━ Confidential reporting and shared learning give seafarers a safe voice when speaking openly is not always possible. Through independent analysis and education, CHIRP Maritime helps turn near misses and lived experience into practical safety lessons, while The Seafarers’ Charity supports the wellbeing of those who live and work at sea, strengthening resilience across the maritime community and helping prevent tragedies before they occur. Search and rescue at sea is a race against time, judgment, and human limits. A considered examination of what truly saves lives offshore.

There is a particular rhythm to the superyacht world that only those inside it truly understand. The pace is fast, the standards are exacting, and the bonds between people form with remarkable speed. It is an industry that offers extraordinary access, financial reward, and experiences few will ever touch. It is also an environment where exhaustion can quietly masquerade as normal. For a time, most crew thrive inside that rhythm. In your twenties especially, the long hours, the intensity, and the social life feel energising rather than draining. The work is demanding, but purposeful. The friendships are immediate. The sense of belonging is strong. What often goes unnoticed is that the nervous system never fully powers down. Laura McKnight knows this cycle well. Raised in the UK and trained as a holistic therapist, her early career took her onto large cruise ships before transitioning into superyacht life. It was a natural progression, and on paper, a strong one. She understood service, discipline, and living at sea. What followed was more than a decade immersed in the industry, across vessels, itineraries, and cultures, with all the intensity that entails. “For a while, everything feels exciting. Then slowly, something starts to shift.” When the Superyacht lifestyle stops being neutral The superyacht industry does not typically break people overnight. What it does, far more subtly, is keep them in a sustained state of motion. Long seasons. High expectations. Limited privacy. Even leave can feel performative, filled with travel, socialising, and catching up, rather than genuine rest. Laura describes a period, common to many crew, where the social culture and workload blurred together. Nights out became routine. Recovery time shortened. Boundaries softened. Confidence, once solid, began to erode. None of it felt dramatic enough to warrant stopping, yet all of it accumulated. This is the part of the superyacht experience that is rarely discussed openly. Not because it is unique, but because it is so normalised. “I realised I was functioning, but I wasn’t restoring.” Why Bali became more than a destination Bali entered Laura’s life initially as a practical solution rather than a romantic one. Searching for a physical discipline she could maintain onboard, she turned to yoga, booking an intensive training with little prior experience. The intention was simple: learn enough to stay grounded while working. What she encountered was something deeper. Beyond the physical practice, Bali offered contrast. Daily rituals. A slower relationship with time. A culture that does not equate worth with output. For someone coming out of the superyacht environment, the effect was immediate and disarming. She returned again and again during leave, not escaping yachting, but counterbalancing it. Eventually, following the sale of a vessel and the dissolution of her position, Bali became a decision rather than a destination. With no fixed plan and little more than a suitcase, Laura stayed, trusting that clarity would follow commitment. A Superyacht retreat designed by someone who lived it What emerged next was not a lifestyle rebrand, but a practical response to a pattern she recognised across the industry. Laura designed a retreat specifically for superyacht crew, shaped by the realities of their lives rather than generic wellness ideals. This is not a program built around rigid schedules or enforced participation. It is structured freedom. Choice. Space. Movement, bodywork, sound, nature, and workshops focused on nervous system regulation are offered as tools, not obligations. The intention is not transformation through pressure, but recovery through safety. Crew are not asked to become different people. They are given the space to return to themselves. Crucially, the retreat speaks not only to active crew, but to those transitioning out of the industry. Many ex-crew remain wired for constant productivity long after leaving superyachts behind. Slowing down can feel uncomfortable, even threatening, without guidance. “You don’t realise how fast you’ve been moving until you stop.” The long view of life after Superyachts One of the most striking aspects of Laura’s perspective is her realism. She does not romanticise leaving the industry, nor does she dismiss what superyachts offer. Instead, she encourages crew to think in parallel rather than in opposition. Save intelligently. Enjoy the lifestyle, but do not let spending habits dictate your future. Use leave not only to reconnect with people, but to explore interests that could eventually support a life beyond yachts. Pay attention to the body’s signals, not only when they become impossible to ignore. This is not anti-industry thinking. It is sustainability thinking. The superyacht world rewards resilience. What it does not always reward is self-awareness. Retreat work, when done properly, fills that gap. It offers perspective without judgment and rest without escape. Why this matters now As the superyacht industry continues to professionalise, conversations around wellbeing are becoming more visible. Yet true recovery still requires intentional interruption of patterns that feel normal but are quietly corrosive over time. A retreat like this does not promise answers. It offers something far more valuable. Time. Space. And the opportunity to reset before burnout becomes the only option left. The superyacht world delivers extraordinary access and relentless pace in equal measure. When recovery is postponed too long, burnout stops being optional. This is why intentional reset matters.

The Foundation of Modern Seafarer Rights Life at sea demands more than technical competence or discipline; it demands an inner steadiness that allows a person to navigate unpredictability, pressure, and responsibility with clarity. Behind every voyage lies a network of laws, conventions, and expectations designed to protect those who stand watch, haul lines, manage operations, and keep vessels moving across the world’s most unforgiving environments. Yet for many crew, these protections feel abstract — discussed in fragments, misunderstood on docks, or buried beneath contradictory interpretations. Seafarer Rights are not philosophical ideals. They are enforceable, long-standing commitments woven into the fabric of maritime law. And understanding them is not simply useful; it is essential. Few people articulate this landscape with more depth than Adria Notari, a maritime attorney whose career bridges sea time, law, and leadership. A graduate of the US Merchant Marine Academy, former international chief officer, naval reserve lieutenant, and advocate for injured and mistreated crew, she brings both precision and humanity to an area that affects every seafarer, whether on a sailing yacht or a commercial ship. ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ “Seafarer Rights are not theoretical ideals. They are lived protections, anchored in centuries of maritime heritage, and they belong to every crew member who steps on board.” ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ The Maritime Bodies That Shape the Framework The first misconception many crew encounter is the belief that the IMO, ILO, and MLC are enforcement agencies. They are not courts and they do not intervene in individual disputes. Instead, they serve as the structural foundation of global maritime conduct. The International Maritime Organization (IMO ) shapes safety, operational standards, and vessel engineering requirements.The International Labour Organization (ILO)  establishes international labour norms rooted in dignity, fairness, and human welfare.The Maritime Labour Convention (MLC, 2006)  unifies these principles into a global reference point for living and working conditions at sea. These bodies do more than publish guidelines; they define minimum expectations for every vessel that flies the flag of a signatory nation. But even when a vessel is registered under a non-ratified state, the principles they set still influence port-state inspections, flag-state expectations, legal interpretations, and vessel operations. ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ “These organisations set the global rhythm, but the responsibility belongs to the flag state, the owner, and the employer. They are the ones who transform guidelines into obligations.” ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ Where Seafarer Rights Become Legally Enforceable The heart of enforcement lies with flag states and employers. Once a vessel hoists a flag, it places itself under that nation’s legal structure — not optionally, but fully. The widespread myth that private yachts or vessels under 500 GT sit outside the reach of maritime obligations is exactly that: a myth. If an individual is hired to work on a vessel, they are a seafarer. And as a seafarer, their rights include: A reasonably safe workplace  — physically and psychologically A seaworthy vessel , properly maintained and appropriately manned Timely payment of wages , without delay or ambiguity Medical care and treatment , from injury until maximum medical improvement, regardless of fault Freedom from harassment, discrimination, and abuse Protection against retaliation These rights are the backbone of maritime employment and apply whether the vessel is private or commercial, under 500 GT or above, operating locally or crossing oceans. A vessel’s status does not negate human responsibility. ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ “A crew member’s rights do not scale with the size of the yacht. They exist because the individual is employed at sea — and that is enough.” ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ What Happens When the Flag State Hasn’t Signed the MLC One of the most persistent worries among crew is the belief that if a flag state has not ratified the MLC, their Seafarer Rights disappear. The United States is often cited as an example. But that concern misunderstands the breadth and depth of maritime law. US-flagged vessels fall under powerful federal protections, including general maritime law and the Jones Act — frameworks that long predate the MLC and, in many respects, provide equal or stronger protections for injury, wages, and workplace safety. Furthermore, when a non-MLC vessel enters the waters of a country that has  ratified the MLC, it becomes subject to that nation’s port-state control requirements. The protections shift with geography, jurisdiction, and operational context, but they do not vanish. Maritime law follows the reality of the voyage, not the limitations of misunderstanding. ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ “The danger is not in the absence of rights. It is in believing you have none. Seafarers carry their protections with them — across borders, flags, and oceans.” ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ When Seafarer Rights Are Violated When wages are withheld, contracts ignored, safety concerns dismissed, or harassment tolerated, the path forward does not lead through the IMO or ILO. These bodies do not adjudicate individual claims. The route is through experienced maritime attorneys who understand how flag-state law, employer obligations, and long-standing maritime principles intersect. Crew are not expected to interpret international conventions or navigate the grey areas of jurisdiction. Their responsibility is to speak up, document what is happening, and seek guidance from professionals who know how to turn Seafarer Rights into real-world outcomes. ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ “A seafarer is never meant to navigate the legal system alone. Your rights exist, and there are mechanisms to uphold them — but the first step must come from you.” ⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀⠀ Why Knowledge Protects Every Seafarer At its core, understanding Seafarer Rights is not about conflict. It is about safety, dignity, and the ability to navigate a professional life with clarity. It allows crew to recognise when something is wrong, to advocate for themselves and others, and to uphold the standards that make maritime environments stable, ethical, and human. Rights are not abstract ideas. They are the quiet structure that protects a person in the world’s most unpredictable environment. When understood and respected, they become the force that steadies every voyage. For the men and women who live and work at sea, rights are more than legal safeguards. They are a lifeline that bridges continents, cultures, and jurisdictions. When understood clearly, these protections transform uncertainty into confidence, fear into agency, and silence into informed strength. Every seafarer deserves the dignity of clarity — and the assurance that they are never without protection, no matter the vessel, the voyage, or the flag above them. ━━━━━━━━━━━━ SUPPORTED BY MOORE DIXON ━━━━━━━━━━━━ MOORE Dixon supports maritime and luxury-sector professionals with advisory expertise grounded in clarity, stewardship, and long-term strategic stability. Their sponsorship reinforces the importance of preparedness, transparency, and strong governance across every environment — ashore or at sea. 🌐 Learn more:   mdbl.im The first chapter in a three-part conversation uncovering what every crew member should know about their rights at sea, with insights from maritime lawyer Adria Notari.

Self-care is often framed as restoration, retreat, or relief. Time away. Space to breathe. The quiet luxury of stepping back from demand. Yet one of the most consequential acts of self-care rarely appears in that conversation at all, despite its profound influence on health, relationships, and long-term stability. Finding your voice. Not as an act of performance, and certainly not as confrontation, but as a steady, internal discipline that governs how you express boundaries, articulate needs, and position yourself within the world. When voice is absent or inconsistent, life does not become gentler in response. It becomes louder, more demanding, and increasingly misaligned. Finding your voice is not about volume. It is about precision. The early conditioning that shapes silence Many people are introduced to restraint long before they understand choice. Speak softly. Do not interrupt. Do not challenge. Do not draw attention. These messages are often delivered with good intent, yet absorbed at an age where nuance does not exist. Over time, that conditioning matures into pattern. You learn to adapt rather than address. To manage rather than clarify. To tolerate rather than define. Silence becomes mistaken for diplomacy, and self-erasure for maturity. “If you cannot set boundaries with your words, you cannot change your life.” It is an uncompromising statement, but one that reveals a structural truth. Change does not occur through intention alone. It requires expression. Finding your voice as a complete system Voice is not limited to speech. It is an integrated system of communication that includes language, tone, posture, timing, and presence. When these elements align, clarity replaces friction. When they do not, even well-chosen words lose their authority. Finding your voice therefore requires more than confidence. It requires coherence. The ability to speak in a way that is calm, direct, and anchored, without apology and without aggression. This is where self-care moves beyond comfort and into responsibility. When silence manifests physically There are moments when unexpressed truth does not remain psychological, but becomes somatic. Geraldine Hardy reflects on a period of her life in which she repeatedly lost her voice during a relationship that demanded loyalty at the expense of her own wellbeing. Living abroad, teaching yoga, and carrying emotional and ethical strain she was not yet prepared to articulate, her capacity to speak quite literally disappeared. Not metaphorically. Physically. In retrospect, the message was unmistakable. When self-protection is deferred for too long, the body often intervenes where language has been withheld. “I lost my voice because I was not ready to speak up, set boundaries, and protect my own wellbeing.” This is not a moral judgment. It is a biological one. Systems under sustained pressure eventually fail. Why finding your voice reshapes professional life Finding your voice does not remain confined to the personal sphere. It expresses itself decisively in professional environments, particularly those defined by hierarchy, pressure, and high expectation. It influences the leaders you accept, the clients you retain, the boundaries you enforce, and the culture you help create. In sectors where responsibility is high and consequences are real, communication is not an accessory. It is infrastructure. When voice is absent, ambiguity grows. When communication is precise, stability follows. The discipline that transforms self-care into agency Finding your voice as self-care is not about assertion for its own sake. It is about alignment. It is the ability to say no without justification, to express need without dilution, to address tension before it calcifies, and to communicate with respect while remaining firmly self-aligned. This balance is neither soft nor aggressive. It is exacting. And it is one of the most sustainable forms of self-care available, because it prevents harm rather than recovering from it. Guidance for those ready to refine their voice For those seeking a more structured approach to communication, boundary setting, and self-regulation, Geraldine Hardy offers dedicated resources focused on developing voice as a grounded, practical skill rather than an abstract ideal. Further information is available at geraldinehardy.com . ━━━━━━━━━━━━━━━ SUPPORTED BY Asperton Insurance Advisors ━━━━━━━━━━━━━━━ Asperton Insurance Advisors  is a boutique insurance advisory specialising in tailored coverage for life at sea and on shore. With deep roots in the yachting industry, Asperton provides highly personalised solutions for crew, captains, and owners, combining sector-specific expertise with a discreet, hands-on approach to risk, health, and long-term protection. https://asperton.com Finding your voice is a form of self-care — one that shapes boundaries, wellbeing, and leadership, onboard and beyond.

For all the innovation reshaping the superyacht industry, the fundamentals of ownership, management, and trust remain remarkably constant. At the centre of that continuity stands Bachmann Group , a Guernsey-based firm whose involvement in yacht ownership structures and crew management stretches back five decades. Speaking from the HQ Lounge at the Monaco Yacht Show, Gary Le Cras, Head of Yachting Services at Bachmann Group, reflects on how yacht management has evolved as vessels have grown larger, operations more complex, and expectations higher. “As yachts have got bigger, so has the amount of management required to run and operate them properly.” From Ownership Structures to Full-Scope Yacht Management Founded in 1974 and still headquartered in Guernsey, Bachmann Group began by establishing yacht ownership companies for both private and commercial use. At the time, that alone represented a significant service. Today, it is only one part of a much broader operational framework. With more than 30 professionals based in Guernsey and a global network supporting clients worldwide, the firm now provides integrated yacht management solutions that span ownership structuring, compliance, crew employment, payroll, and administration. According to Le Cras, who has spent 25 years with the company, the shift was inevitable as yachts themselves became more sophisticated businesses. “When you look at the size and complexity of yachts today, ownership alone isn’t enough. The operational demands have grown alongside the vessels.” Crew Payroll and Employment in a Changing Industry One of the most significant expansions in yacht management has been crew employment and payroll, an area that now represents a major part of Bachmann Group’s work. Managing crew on both private and charter yachts requires navigating multiple jurisdictions, employment frameworks, and regulatory nuances. “Managing people is always complex, in any industry. Crew employment and payroll is now a very large part of what we do.” While private and charter yachts share many similarities, Le Cras notes that each comes with its own operational distinctions. Ensuring compliance while maintaining efficiency has become central to modern yacht management, particularly as owners demand higher standards of professionalism across every aspect of operation. Privacy, Social Media, and the Challenge of Retention Beyond regulatory complexity, the human element presents new challenges. Social media has transformed visibility in yachting, often in ways that conflict with the priorities of yacht owners who value discretion above all else. “Most of our clients are looking for privacy, exclusivity, and confidentiality. Maintaining that in a social media era can be difficult.” At the same time, crew retention has become increasingly competitive. With more yachts entering the market, demand for experienced crew continues to rise, making long-term retention a growing concern for owners and managers alike. Monaco Yacht Show as a Strategic Meeting Point Despite the evolving landscape, the Monaco Yacht Show remains a central meeting point for owners, builders, and service providers. For Bachmann Group, it offers both visibility and meaningful engagement with existing and prospective clients. “It’s still probably the most prestigious show in the industry. If you’re considering ownership, you can see an extraordinary range of yachts in a very short space of time.” For service providers, Monaco continues to function as a nexus for collaboration, discussion, and relationship-building across the global yachting ecosystem. A 50-Year Perspective on Yacht Management After half a century in the industry, Bachmann Group’s position reflects a broader truth about modern yachting. As vessels grow larger and ownership becomes more complex, professional yacht management is no longer optional. It is foundational. From ownership structures to crew payroll, from compliance to confidentiality, the role of firms like Bachmann Group has shifted from administrative support to strategic partnership, ensuring that owners can operate at scale without compromising discretion or operational integrity. A 50-year perspective on yacht management, crew payroll, and privacy in the modern superyacht industry.

The superyacht industry rarely changes course overnight. Instead, it evolves through disciplined engineering, long-term thinking, and leadership that understands both heritage and responsibility. Few shipyards represent that balance as clearly as Heesen Yachts. Following recent ownership changes and the appointment of a new CEO, the Dutch shipyard is entering a period of strategic refinement. Rather than chasing scale or spectacle, the focus is firmly on engineering excellence, operational efficiency, and delivering yachts that perform reliably over decades of ownership. At the centre of this transition is Jeroen van der Meer, whose background in engineering and manufacturing informs a measured, systems-driven approach to modern yacht building. Engineering as a Foundation, Not a Feature Heesen Yachts has long been recognised for its engineering-led approach. From its early aluminium builds to its advanced steel platforms and hybrid-ready propulsion systems, the shipyard has consistently treated yacht construction as an integrated process rather than a collection of individual disciplines. That philosophy remains unchanged under current leadership. “You do not engineer just to engineer. You engineer to create products that are required by markets.” — Jeroen van der Meer, CEO, Heesen Yachts Naval architecture, engineering, interior manufacturing, paint systems, and final integration are all managed with substantial in-house expertise. This level of control allows Heesen to maintain consistency in build quality while adapting to evolving owner expectations and regulatory environments. Manufacturing DNA and Build Quality One of Heesen’s distinguishing characteristics is its ability to deliver full custom, semi-custom, and spec yachts within a single operational framework. While many shipyards choose one model, Heesen’s manufacturing DNA allows these approaches to coexist without disrupting production flow. “Manufacturing DNA is not something you build overnight. It is part of how we design, how we operate, and how we deliver consistency over time.” — Jeroen van der Meer, CEO, Heesen Yachts This integration ensures that build quality is not defined solely by materials or supplier cost, but by process discipline, system integration, and repeatable execution. The result is a yacht that functions as a cohesive whole, from propulsion and power management to interior detailing and long-term serviceability. Why the 50–70 Metre Segment Remains the Core Focus While attention in the superyacht sector often gravitates toward 80 and 100 metre projects, Heesen Yachts continues to focus on the 50 to 70 metre range. This is a deliberate strategic choice rather than a limitation. Advances in hull efficiency, volume distribution, and interior layout now allow yachts in this segment to deliver significantly more usable space and functionality than similar-length vessels from two decades ago. Beach clubs, fold-down balconies, improved crew circulation, and refined owner areas have reshaped expectations without increasing overall length. “It is not a contest of making a bigger boat. It is a contest of making a unique boat that an owner can truly identify with.” — Jeroen van der Meer, CEO, Heesen Yachts This approach prioritises usability, versatility, and long-term value over headline dimensions. Efficiency Before Propulsion Sustainability discussions often begin with fuel systems, but at Heesen Yachts, efficiency starts with hull design and weight management. Fast displacement hull forms, optimised weight distribution, and careful material selection play a decisive role in reducing fuel consumption. Hybrid and diesel-electric propulsion systems form part of this strategy, but they are viewed as components within a broader efficiency framework rather than standalone solutions. “The efficiency of a yacht is determined by the whole ship.” — Jeroen van der Meer, CEO, Heesen Yachts This holistic approach supports quieter operation, improved range, and reduced operational impact while preserving performance and reliability. Crew Wellbeing as an Operational Priority Crew retention and wellbeing have become increasingly important factors in yacht ownership and charter operations. At Heesen, crew experience is addressed through design decisions rather than policy statements. Routing between crew quarters, service areas, and guest spaces is carefully considered to improve efficiency and discretion. Storage capacity, technical access, and maintenance workflows are informed by direct feedback from captains and chief engineers. “Owners are served by a crew that is able to operate in a comfortable way and stay with the vessel long term.” — Jeroen van der Meer, CEO, Heesen Yachts This attention to crew conditions supports smoother operations and continuity over the life of the yacht. Lifecycle Thinking and Long-Term Support Modern yacht ownership extends well beyond delivery. Heesen Yachts is increasingly focused on lifecycle management, integrating predictive maintenance, remote diagnostics, and global service coordination to support vessels wherever they operate. Strategic service hubs in key regions, combined with real-time monitoring of onboard systems, allow potential issues to be addressed before they disrupt owner plans or charter schedules. Refit capability is also under evaluation as part of a long-term support strategy, recognising the importance of five, ten, and twenty-year service milestones. A Measured Vision for Long-Term Stewardship Under its current leadership, Heesen Yachts is not pursuing rapid expansion or trend-driven change. Instead, the shipyard is refining a proven formula built on engineering discipline, manufacturing consistency, and long-term stewardship of complex assets, informed by a clear understanding of how yachts are used in practice. “I want satisfied customers. I want customers who desire our products and know they are building their lifetime dream.” — Jeroen van der Meer, CEO, Heesen Yachts For a shipyard with more than four decades of heritage, this balance between continuity and progress remains central to its identity and its future. ___________________________ About Heesen Yachts Heesen Yachts is a Dutch superyacht builder specialising in aluminium and steel motor yachts that combine performance, style, and fuel-efficient cruising with quality craftsmanship and proven engineering. The shipyard offers Series, Smart Custom, and Full Custom build concepts, all grounded in its heritage of “Crafted in Holland” build quality and technical refinement. Its yachts are designed for owners who value technical integrity, long-term reliability, and a measured approach to yacht ownership. For more information, visit https://www.heesenyachts.com A measured look at leadership, engineering discipline, and long-term stewardship at Heesen Yachts.

South Florida is no longer planning for hypothetical climate impacts. Rising seas, intensified rainfall, groundwater intrusion, and mounting infrastructure stress are already shaping how coastal communities must build, invest, insure, and govern. In a region where water defines both prosperity and risk, resilience has moved from long-term aspiration to immediate operational requirement. At the center of this shift sits Resilient Broward, a countywide framework designed not as a single plan or report, but as a living decision-making system. It reflects a clear-eyed understanding of reality: Broward County is fully built out, densely populated, economically complex, and positioned between two fragile systems,the Everglades to the west and coral reefs to the east. Adaptation here cannot be theoretical, piecemeal, or deferred. It must be integrated, evidence-based, and economically defensible. From Climate Risk to Actionable Planning Traditional climate planning often isolates individual hazards,sea level rise in one model, rainfall in another, storm surge in a third. Resilient Broward deliberately breaks from that approach. Instead, it models how these forces interact simultaneously, mirroring the compound flooding conditions already being experienced across South Florida. Sea level rise is evaluated alongside groundwater elevation, rainfall intensity, canal performance, and storm surge behavior. This integrated modeling reflects how water actually moves through a coastal urban system, rather than how it appears on static maps. The result is a far more accurate representation of present and future risk. What distinguishes Resilient Broward further is its spatial precision. Advanced hydrologic models are downscaled to localized grid cells, allowing planners, engineers, businesses, and property owners to visualize flood exposure at a highly granular level. This replaces generalized projections with location-specific insight, enabling smarter infrastructure design, capital planning, and redevelopment decisions. Resilience planning only works when science, infrastructure, and economics are considered together,not in silos. By creating a shared analytical foundation, Resilient Broward establishes a common language across agencies, municipalities, and the private sector,an essential condition for coordinated action in a region where jurisdictional boundaries do not align with hydrologic reality. The Economic Case for Resilience One of the most consequential contributions of Resilient Broward is its explicit economic framing. Climate adaptation is frequently portrayed as a financial burden. This strategy challenges that narrative by quantifying resilience as an investment with measurable returns. The plan evaluates a wide range of infrastructure interventions, including stormwater system upgrades, pump capacity improvements, groundwater storage solutions, seawall enhancements, and green infrastructure deployment. Each alternative is assessed not only for its ability to reduce flood risk, but for its long-term economic impact. Avoided flood damage, preserved property values, stabilized insurance exposure, protection of the tax base, job retention, and future job creation are all incorporated into the analysis. The findings are unambiguous: early, coordinated investment significantly reduces long-term economic loss, while delayed or fragmented action amplifies cost and risk. Rather than asking whether communities can afford resilience, Resilient Broward reframes the question entirely. The data shows that the cost of inaction far exceeds the cost of strategic adaptation. Building Resilience in a Fully Built Environment Broward County faces a constraint increasingly common to coastal cities worldwide: there is little undeveloped land left. With more than 1,800 miles of canals and decades of legacy drainage infrastructure, resilience cannot rely on large-scale retreat or wholesale reconstruction. Resilient Broward responds by embedding adaptation into the systems that already govern growth and redevelopment. Land-use policy, infrastructure standards, and capital planning are aligned to ensure today’s investments remain functional under future conditions. Finished floor elevations, stormwater design criteria, seawall standards, and redevelopment guidance are coordinated to reduce risk incrementally but persistently across the landscape. Resilience is not about rebuilding everything overnight,it’s about upgrading smarter, everywhere, over time. This approach allows adaptation to proceed continuously, leveraging routine redevelopment cycles rather than waiting for disruptive, crisis-driven interventions. Where the Blue Economy Fits in Resilient Broward Resilient Broward also reflects a broader strategic shift: climate adaptation and the blue economy are inseparable. Coastal infrastructure design, stormwater technology, living shorelines, resilient materials, marine energy systems, and ecological restoration are no longer niche considerations. They are foundational to economic stability in coastal regions. By treating resilience as both an environmental necessity and an economic development strategy, Broward County positions itself as a real-world proving ground for scalable solutions. This convergence creates meaningful opportunities for startups, researchers, engineers, and investors to engage directly with public agencies. Innovation is not pursued in isolation, but tested against operational constraints, regulatory realities, and measurable outcomes. A Model with Global Relevance While Resilient Broward is rooted in local conditions, its significance extends far beyond South Florida. Coastal communities worldwide are grappling with the same pressures: rising seas, aging infrastructure, insurance volatility, and economic exposure. What Broward offers is not a one-size-fits-all solution, but a replicable framework. It demonstrates how climate science, governance, and economics can be aligned to support long-term resilience in complex urban environments. As climate impacts accelerate, strategies like Resilient Broward are no longer optional. They represent the next evolution of coastal planning,where resilience becomes a permanent operating condition, not an emergency response. Resources & References Resilient Broward Plan & Scenario Viewer: https://www.resilientbroward.com Broward County Resilience Office: https://www.broward.org/resilience Southeast Florida Regional Climate Change Compact: https://southeastfloridaclimatecompact.org ━━━━━━━━━━━━━━━━━━ SUPPORTED BY Marine Research Hub of South Florida ━━━━━━━━━━━━━━━━━ The Marine Research Hub of South Florida brings together government, industry, academia, and innovators to accelerate practical solutions at the intersection of ocean health, climate resilience, and the blue economy. Through public–private collaboration, pilot programs, and applied research, the Hub helps move ideas from concept into real-world deployment, supporting long-term resilience and economic opportunity across South Florida. https://www.marineresearchhub.org Resilient Broward is redefining how coastal regions plan for flood risk, sea level rise, and economic stability. This is resilience as an operating system, not a reaction.