ISSUE 63 THE CREW REPORT
ISSUE 63 early summer 2013
career
training
technology
money
operations
advice
IMAGINE
LENGTH: 65.70 METRES (212 FEET) DESIGN EXTERIOR: TIM HEYWOOD | DESIGN INTERIOR: ANDREW WINCH
“ Yachting is about
creating the perfect experience” The Tim Heywood-designed AMELS 212, IMAGINE, is sailed extensively by her experienced Owners and Charter guests, having covered 30,000 miles in just her first two years at sea. Yavor Nenov, Personal Assistant & Owners’ Representative, comments: “Yachting is about the best moments in life. This is why I must have absolute trust in the yacht, and in the technical support from the yard. Under all circumstances, in all weathers, IMAGINE has fully proven herself. This is why I am able to enjoy my responsibility, and this is why I love AMELS!”
Delivering the goods A team of industry experts explain how to achieve a smooth new build delivery.
Mia Elise
Millennium Cup
Captain Ron Woods of busy charter yacht Mia Elise explains how his crew achieve the highest standards.
We interview the captains of New Zealand’s regatta and speak to winning owner and captain of first timer Zefiro.
Social Security We tell crew how they can find out if they should be making social security contributions under the MLC.
EDITORIAL Editor: Martin H. Redmayne martin@thesuperyachtgroup.com Managing Editor: Lulu Trask lulu@thesuperyachtgroup.com Editorial Assistant: Bryony McCabe bryony@thesuperyachtgroup.com Designer: Danielle Taylor danielle@thesuperyachtgroup.com Production Manager: Felicity Salmon felicity@thesuperyachtgroup.com Picture Editor: Luke Sprague luke@thesuperyachtgroup.com Contributors: Ellen Anderson, Ellie Brade, Patrick Byrne, Stefan van Cleef, John Cook, Captain Valter Costa, Captain Ben Craig-Cameron, Philip Demler, Paul Doherty, Geoffrey Fisher, Captain Antonio Gerini, Captain Roger Harris, Captain Mike Hitch, David Ireland, Captain Herbert Magney, Alison Rentoul, Andrew Roch, Captain Carlo Summonti and John Wyborn. COMMERCIAL Account Director: Roland Archdall roland@thesuperyachtgroup.com Account Director: Andy Howell andy@thesuperyachtgroup.com Business Development Director: John Mitchell john@thesuperyachtgroup.com Account Manager Italy: Luciano Aglioni luciano@thesuperyachtgroup.com Account Manager: David Bowman david@thesuperyachtgroup.com Junior Account Manager: Kylie Rea kylie@thesuperyachtgroup.com Subscriptions Sales Executive: Holly Reed holly@thesuperyachtgroup.com Sales Team Assistant: Alexandra Hompola alexandra@thesuperyachtgroup.com Marketing Operations Manager: Victoria Riley victoria@thesuperyachtgroup.com
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To receive your copy contact the following: info@thecrewreport.com Tel: +44 (0)207 924 4004 Fax: +44 (0)207 924 1004 The Superyacht Group, Lansdowne House, 3–7 Northcote Road, London SW11 1NG, UK. TheCrewReport.com Cover image: Luke Sprague ISSN: 2046-5099 The Crew Report is published by TRP Magazines Ltd and is a supplement to The Superyacht Report. Copyright TRP Magazines Ltd 2013. All Rights Reserved. TRP Magazines is a division of The Redmayne Publishing Company. The entire contents are protected by copyright Great Britain and by the Universal Copyright Convention. Material may be reproduced with prior arrangement and with due acknowledgement to TRP Magazines Ltd. Great care has been taken throughout the magazine to be accurate, but the publisher cannot accept any responsibility for any errors or omissions which may occur. The Crew Report (ISSN: 2046-5099) is published five times a year by TRP Magazines Ltd and distributed in the USA by Mail RightInternational, 1637 Stelton Road B4, Piscataway, NJ 08854. Periodicals Postage Paid at Piscataway NJ and additional mailing offices POSTMASTER: Send address changes to The Crew Report C/o 1637 Stelton Road, B-4, Piscataway NJ 08854. The Crew Report is printed by accredited FSC printers on Essential Silk, which is certified in accordance with the Forest Stewardship Council (FSC).
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contents
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INTRODUCTION Kiss and make up The industry is suffering from a lack of communication between crewmembers and particular sectors, and the forthcoming show season is the perfect time for action. We need to start talking and start listening if we want to build these ever more important relationships. CAPTAINS’ COMMENTS Crew training: who should be paying for it and where should the time come from? Due to today’s influx of training facilities and courses coupled with an increased focus on professionalism, there is more pressure on captains and owners to provide crew with attractive training packages. Six superyacht captains share their views on who holds the responsibility for the training of today’s superyacht crew. MENTORS High standards Deckhand at 19 and captain at 24, Captain Ron Woods of busy charter yacht Mia Elise tells The Crew Report about the work ethic needed on a charter and how he and his crew meet targets of superior service on board. CAPTAINS Getting down to business Now not only concerned with operating their vessel safely, crew are faced with large amounts of paperwork and an increased pressure to manage a yacht as a sustainable financial asset. The industry is evolving, so we ask if a shift in skill set for crew is needed. The MILLENNIUM CUP 2013 New Zealand’s best The Crew Report speaks to the captains of the regatta’s magnificent sailing yachts about the prestigious event against the backdrop of Auckland city, including winning owner and captain of first-time entrant Zefiro. SHIPYARD Delivering the goods Being part of a new build team is often the pinnacle of one’s yachting career, but without full understanding a delivery can become embedded in mistakes and delays. We put together our own new build team from the industry to provide crewmembers with an understanding of each cog in the new build machine. ENGINEERS “The yachting industry gets the crew it deserves” Saying these words to Martin H. Redmayne at last year’s Global Superyacht Forum, John Wyborn is fed up with crew getting the blame for the industry’s inability to provide sufficient training for superyacht engineers.
48 50 52 56 60 62 64 72
OPINION It takes two Couples can struggle in the industry for a number of reasons. The Crew Report explores why this is the case and asks whether the superyacht industry could benefit from accommodating more couples on board. MONEY Paying the piper Many crewmembers are unaware of their legal obligation to pay social security, but under the Maritime Labour Convention 2006 a crewmember’s social security will be under scrutiny and it is imperative crew understand what they need to be paying and to whom. THE LEADING EDGE Behind closed doors The private nature of our industry is, for some, the ‘go ahead’ for the bullying of fellow crewmembers. Alison Rentoul explains what to do when you’re the target of such behaviour and endeavours to open the eyes of crewmembers unknowingly taking on the role of perpetrator. THE AMERICA’S CUP The bridge over troubled water We speak to Jill Savery, head of sustainability for the America’s Cup Event Authority, to understand more about the voluntary superyacht sustainability programme that will be presented to participating captains. INTERIOR Making the grade While many are praising the progression of the interior department over the past 12 months, The Crew Report re-evaluates the sector and questions why the interior remains the only department without mandatory qualifications. FUTURE FORECAST Insurance In this new regular feature experts share their predictions for the future. We speak to Mark Bononi, director of MHG Insurance Brokers’ yacht division, about how today’s owners are providing better benefits for their crew and the danger new carriers pose by entering the yachting industry. OUR SOCIAL NETWORK In another first for The Crew Report, this regular feature will bring you a snapshot of what our readers are talking about online. READERS’ COMMENTS In this issue all comments have come via TheCrewReport.com. Here, readers comment on two features from Issue 62 of The Crew Report as well as an online feature on the ‘secrecy blanket’ of our industry. THE CREW MESS Loose lips sink ships Martin H. Redmayne explores the problems caused by crew who don’t have a succinct understanding of a yacht’s ownership structure.
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6
introduction
kiss and make up
The industry is suffering from a lack of communication between crewmembers and particular sectors, and the forthcoming show season is the perfect time to mend these severed ties. We need to start talking and start listening if we want to build these ever more important relationships. Words by Lulu Trask, Managing Editor of The Crew Report The spring show season is upon us and before we know it the Antibes Yacht Show, Crew Show Palma, MYBA Charter Show, Superyacht Cup Palma and Newport Charter Show will be over, with just a short wait for the start of the autumn show season. But how crew think about and utilise these shows is more important than ever. With a labyrinthine maze of regulations on the horizon, the coming shows will play host to a number of industry experts ready and available to answer your questions. If you have questions about the Maritime Labour Convention 2006 (MLC) the spring show season is the time to ask them – the 20 August, 2013, deadline will have passed come the autumn season and it will be too late. But under the guise of regulative encroachment we must not forget the additional sectors of the crew industry that necessitate exchanges of information. Everyone is asking questions about the MLC – and these questions are being answered – but there are more questions crew need to ask and the industry must answer, and, more importantly, relationships that need to be re-evaluated. Two of the most pertinent factors contributing to the movement of the crew industry and two of the most important crew-industry relationships are also those to which an enormous number of complaints are being attributed in today’s market. Management companies are becoming progressively important due to the ever-increasing size of the yachts in the order book, yet a number of captains remain unhappy with this sector. While one captain we spoke to declared that
today management companies are a necessity, another told us: “It is sad to say that too often managements are limiting the captain’s role.” Moreover, another captain described his limited experience with management companies in the following words: “When I have talked to
Everyone is asking questions about the MLC – and these questions are being answered – but there are more questions crew need to ask and the industry must answer, and, more importantly, relationships that need to be re-evaluated.
them about what they supply, it has always sounded like a lot of justification rather than any actual meat on the bone.” But do the management companies know the captains feel like this? Do they know what the captains need from them to improve this integral professional relationship? And do the captains truly understand
the role of the management company in today’s market? And what about the recruitment sector? This is one that has, unfortunately, seen huge levels of complaints from captains and senior crew via debates on TheCrewReport.com. “I would argue that the current system of yacht crew recruitment is a bit of a mess,” said one captain, who didn’t hesitate to add he felt their fees were exorbitant. A superyacht chef even described his latest experience in Fort Lauderdale in the following words: “What struck me most was how I don’t miss the whole recruitment process you have to deal with.” But once again, do the recruitment companies know the crew feel this way and do the crew understand the reasoning behind the actions of today’s recruitment agencies? If valid problems exist then of course complaints should be made, but if we are to hope of any form of improvement, grievances should come from both parties and be constructive with a view to improve the relationship between crew and these sectors. And what better platform for these intelligent and valuable debates than the boat shows? Two features in this issue of The Crew Report have evolved from discussions at a single industry event; these events are hugely beneficial and crew must make the most of them. As the spring season approaches it is salient that crewmembers utilise the amalgamated brain of the industry and, just as important, in return the industry must listen. To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 kiss and make up
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captains’ comments An influx of new training facilities and courses coupled with an increased focus on professionalism in today’s industry means there is now more pressure on captains and owners to provide crew with attractive training packages. Six superyacht captains share their views on who holds the responsibility for the time and cost of training superyacht crew.
captains’ comments
Captain Carlo Summonti of 65m motoryacht Nataly This is a very complicated issue, but as a general rule I think that necessary basic standard training should be a crewmember’s personal issue; I maintain that any suitable candidates need to have valid STCW training. On my yacht we do not have a management company to handle crew and administration matters, as the owner prefers me to take care of this directly, so I organise crew training matters on board. However, any particular training that needs to be held by a crewmember in order to maintain the boat’s certificate and comply with rules will be paid for or reimbursed by the owning company. For example, in order to comply with rules and keep the boat’s validity, it was necessary for the chief mate to attend Ship Security Officer training. Also, for all stews it is now compulsory to be certified for food preparation and handling. We establish that 50 per cent of reimbursement will be refunded to the crewmember after six months of service on board; the remaining 50 per cent after one year’s service, or upon contract completion for seasonal workers. I am lucky since my boat, thanks to the owner, has a permanent crew of 11. Since the boat’s delivery in spring 2011 not one of the permanent crew has changed, and four of them have been with the owner
Q
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Captain Antonio Gerini of 43m motoryacht MonaLiza and I since the previous boat five years ago. This means that the money that has been invested in crew training has not been wasted. And this is another issue related to crew training: owners and captains are afraid to pay for training a crewmember who may disembark after just a few months. With regards to ‘periods of leave’ for training, I have never considered these periods to be counted as holidays for my crewmembers. I do not think that this is correct, as unfortunately training centres are not like Disneyworld. I experienced such a situation myself when I was working on board a gas carrier. I spent eight to nine months on board and three to four months ashore on a rotation. During my period off the company was sending me to a training centre. This was good thinking in terms of preparation and money, since they were paying for highly specialist training, but it was terrible for my personal life and family.
This is something I have thought about for a long time. I will say that often owners are averse to paying for training courses or spending extra money, especially on crewmembers. Due to there being plenty of people in the yachting industry, owners prefer to keep crew on board that are already certificated in order to avoid extra expenses, and of course to keep people on board without giving out free time to leave the yacht. In the last few years I have conceded to this and I have started to understand why rich people have money and how they get more. They save money from the first moment they start something and, with regards to owning a superyacht, crew training courses are a good starting point to save money. I believe that in the future we will finally have to become realistic about our prospects; owners will never pay, so we must be prepared to keep our hands in our wallets.
Owners and captains are afraid to pay for training a crewmember who may disembark after just a few months. – Captain Carlo Summonti
Crew training: who should be paying for it and where should the time come from?
Captain Roger Harris At the very least a captain should have a training policy in mind, preferably approved by the owner or their representative. If no agreement prevails, then the captain has to ask himself a few questions. Importantly, why do we need the training? Is it for improvement of service? Reduction of accidents and risk? Regulatory requirements? An increase in efficiency? Development of the individual? Reward and recognition? Certificate renewal? The tendency is to see training as one area of expenditure, but it can serve many different purposes. This question depends on whether one sees training as a corporate or personal responsibility. I am a lifelong trainer and teacher and I believe fundamentally in the value of training to the industry. Part of this belief is that an industry will benefit if it takes an active role in preparing workers for available posts. The tendency, however, can be to make it an issue of morality, of right and wrong. This is a mistake and will, without doubt, lead to a situation where ‘principles’ become involved. It’s not about that, it’s about a better industry. Training is a great way of rewarding crew and making them feel valued. I recently did a transatlantic crossing on a well-known 50m-plus sailing yacht. The crew are valued and well trained, rewarded regularly and treated as individuals. I don’t think I’ve ever seen a more committed and hard-working bunch. The boat values them and they value the boat. Whatever your view on who should pay, and on whose time it should happen, I would advocate the following: first, agree a training policy and budget with the owner; second, make crew aware of the policy; and third, apply it across the board without favouritism. With no clear policy and understanding your only option is negotiation at the time the issue arises – if you haven’t plotted a course beforehand, you’ll steer into trouble.
Captain Mike Hitch of 80m motoryacht Golden Odyssey To better answer these questions, we must look at other industries and how yachting compares with them. In years gone by, people tended to work for the same shipping company. The company would help you with training costs and generally pay you around 50 per cent of your salary while you were ashore. We can also look at the aviation industry, where most aspiring pilots have to get themselves all the way to an Airline Transport Pilot (ATP) qualification before the airlines will look at them. This will normally be funded by the individual, with an average cost of $80,000; entry level pilots earn an average of $22,000 per year. The yachting industry is one where a junior deckhand or stewardess can earn as much or more than the UK average national salary. The industry pays for all your food and drink on board, giving a good, disposable income. The entry fee to this industry is about $3,500 to obtain your deck-rating certificate, including training in deck operations and sea survival. The next level would be the OOW for Yachts Less than 3,000gt. The price for this? Around $17,000. On the basis that you require three years’ sea service and will generally earn upwards of $120,000 in that period, it doesn’t seem to be a big price to pay. Yet, in all fairness, we have to look at the other side. Yachts require qualified people; people who are familiar with the yacht and its equipment. Changing crew is expensive and it takes time to build a cohesive team. In my view, it is unrealistic to ask crew to complete courses in their vacation time, regardless of whether they continue to be paid or not. Crew, like most people, need ‘down’ time; they need a change of environment after weeks or months in a confined space with people they may
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I believe fundamentally in the value of training to the industry. Part of this belief is that an industry will benefit if it takes an active role in preparing workers for available posts. – Captain Roger Harris
not get on with. Some yachts offer only 30 days’ leave a year, which makes training impossible. So here’s a solution: insist on a year’s service on board at least. By that time you will know whether that person is suited to the yacht – and to the owner – and is worth investing in. Give them some study or training leave on the basis that a further year must be completed on board after the study period is finished. Pay for the courses, but if the person leaves before a year this cost can then be recovered on a pro-rata basis. We need qualified people in the industry, but we also need new, young recruits coming in at the bottom, keen and interested in making yachting a career. If we don’t, we will remain a transient industry – amateurs in the eyes of some – and the quality of crew will diminish.
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captains’ comments
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captains’ comments
Captain Herbert Magney of 43m motoryacht At Last Off the vessel we do not pay for crew training in the form of schooling, but we do pay for endless hours of on-the-job training. Included in this is the time and effort taken to set up and maintain a Training Record Book, the countless hours of doing the multitude of tasks and providing the reading materials within a safe haven with great food and plenty of off-duty time to read, study and practise. Each boat is an academy, and some boats are more exhaustive with better professors (crew) than others. I felt that I did not require someone else taking the reins of my destiny. I make the money, plan the time off, schedule my courses, pay for the courses and then I get on with getting a job. I have paid for all of my own training from day one when I was 15 years old and paid for my scuba classes by working part-time. I have worked with plans and policies as directed by the person who owns the boat as to how this is to be structured. Often the on-board policy will mirror their business practices. I grew up with my father’s large electric motor repair facility where he had a policy for his 20-plus employees whereby an agreement was drafted that the business would pay for classes and the employee would do home study or night school; he would purchase the tools and after one year the employee would pay back the advance and own the tools. But there are those who feel they are entitled to education and certification, plus attaining this all while on the dollar of the owner, or rather, paid leave. Well, it’s the owner’s dollar; let’s ask the owner if they want to spend it on you. In reality, the one who pays will be whoever will benefit from the training the most. If the owner is of the perception they will benefit from the crew undertaking additional educative adventures, they will pay. If the employee has it in their minds they want to continue with the process and stay on top, have an advantage in the workplace and stay sharp of their own volition, those are the ones who will just get on with it. And where should this time (time – the most elusive of all commodities) come from? Simple: whoever has the time to give. Seek opportunities in the interview stage to state that you are willing to take unpaid leave to pursue training and start the conversation as to how this is currently handled on board. If you are going to go anywhere with your hand out, have something in it to give.
Captain Ben Craig-Cameron of 65m motoryacht White Cloud This subject will always be contentious both in the eyes of the employer and crew alike; many will feel that the owner should pay for everything, while others would prefer the freedom and satisfaction of knowing that their qualifications have been achieved ‘off their own back’. On the last three yachts I have run, we have actively promoted crew training and used the following structure, in various guises, in order to help crew further their knowledge on board:
“Some use training as a way of offering incentives for new crew to join them, and in the current economic climate it’s a smart move.” – Captain Ben Craig-Cameron
1. All course fees, travel, accommodation and associated reasonable costs are initially paid for by the crewmember. 2. Time off to do the courses does not come out of the crewmember’s holiday allowance; it is counted as course time, which is paid. 3. Upon successful completion of the course, the owner reimburses the crewmember by a twelfth of the total costs for 12 months. So if the crewmember remains on board for one year following the successful completion of a course, they will have had all cost paid back to them in full; if they leave before this they will have been paid back on a pro-rata basis. 4. If the crewmember fails the course, retakes and associated costs are paid for by themselves with no reimbursement,
and time off is taken out of their holiday allowance. I have actively encouraged owners to adopt this scheme because I firmly believe we have a responsibility to help train our crew and to invest time and resources in them; it promotes loyalty and helps to ensure that the crew that work on board are motivated to learn more. We have a rule that the courses a crewmember wishes to take must be relevant to the yacht and to their position on board. Last year we sent a few of the interior crew to do a Wine & Spirit Education Trust (WSET) course, and at the time of writing I have one crewmember completing his OOW, two completing their Yachtmaster Ocean, a chef about to go on a sushi course and the engineers are about to get on-board MTN training – all of this will benefit the owner, as well as making the yacht operate at a higher level. Some use training as a way of offering incentives for new crew to join them, and in the current economic climate it’s a smart move; pay rises can be expensive in the long run, whereas course cost, in comparison, may be more economical. I’ve often heard crew complaining that “on my last boat” they weren’t allowed to take time off for training, nor was there any question of the yacht helping to assist with the costs. To me this is incredibly shortsighted of both captain and owner, and when asked why they left, the reason was usually because they wanted to continue their courses – surely if this was made possible, both crewmember and yacht would have benefited not only from a better trained crewmember, but from the continuity and longevity gained? Some might even say that the satisfaction of helping someone achieve their goals would be an equal reward. To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 captains’ comments
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high standards When charter clients dip their toes into the waters of our industry they are buying into a service-based lifestyle, and the ability of a crew to provide impeccable service is fundamental, especially when the charter client is a potential owner. The Crew Report interviews Captain Ron Woods about charter competition and how his crew meet the targets of superior service on board busy charter yacht Mia Elise. Words by Lulu Trask, managing editor of The Crew Report
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mentors
Deckhand at 19 years old and captain at just 24 years old, Captain Ron Woods will accept nothing short of excellence on board Mia Elise. There is quite a contrast as I step into the wheelhouse of Trinity’s 50m motoryacht. On the one hand the welcome I receive from the crew can only be described as perfect – all smiles and immediate offers of refreshments contained within the boundaries of professionalism – but speaking to Captain Woods I get the sense that the wheelhouse also acts as the hub of a business at the height of competition. As the captain of one of the busiest charter yachts in our industry he refuses to let the highest standards slip, so as I sit down with Captain Woods I’m curious to discover the secret of service; one that, as charter bookings for the industry look to pick up this season, many can learn from. “It’s a busy industry, and to be successful with charters is tough,” he says. “You’ve got to have your ducks in a row on a five-star boat. If you don’t,
you’re going to lose. There are guys like me who will beat you every time. You’ve got to have the right chef in the galley, the right stewardess inside, the right guys outside for water sports. Everybody’s got to be incredibly enthusiastic and good at their job. You want proactive people working for you if you’re in the charter business.” 2009 Charter Captain of the Year on board busy 42m charter motoryacht
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mentors
“You’ve got to have your ducks in a row on a fivestar boat. If you don’t, you’re going to lose.” – Captain Ron Woods
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“When we started on board Mia Elise we needed a deckhand,” says Captain Woods. “I don’t need a lot of experience for a deckhand, I just need somebody who’s like an act from Cirque du Soleil, who will swing round the sides and wash the windows, someone who’s not afraid to get out there. We interviewed thirty people, got it down to ten guys, and I hired them all. I told them, ‘You’re all dayworking for the next three days. I’ll pay you all for the three days, and we’re going to weed you.’ And then, after weeding out nine, we found our deckhand.” Résumés are not to be ignored, however, as they provide short and sharp answers to whether a crewmember should even be considered as capable of providing exemplary levels of service on a top charter boat. “Longevity and the boats they’ve worked on are the most important parts of the résumé,” says Captain Woods. “If you have three years’ experience in the industry you don’t have enough experience to work on my boat. And if it’s a private programme, that’s not good for us, because you’re used to what a single owner wants, not a constantly changing set of charter guests;
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mentors
“If you ask everybody who the best charter boat is in the business, our name will come up. Though it’s always hard to outdo what you’ve done in the past; you’ve already set high standards and you’re competing against yourself every time.” – Captain Ron Woods
it’s a different level of service. “We hired a girl from a private boat last year and she told us we were all nuts after working with us for two weeks, seeing us do twenty-four-hour charter turnovers. And that’s the mentality of a private boat – they don’t understand how hard we have to work to make it a success. My crew get tested, and if they can’t keep up they’re gone. “When we’re in the Med on our summer season, the days off you get are at the start in May, and then three months later at the end of the season in August. You’re working from the time you get up to the time you go to bed every single day, but you’re also going to make a lot of money. You’re going to make loads in tips, plus salary, and it’s a short season.” Money doesn’t just go into the hands of the owner and crew, however. Money remains an equally important aspect of the charter service, and dollars are constantly fed into the yacht itself, under the complete control of her captain. “I don’t have a budget. I bought a tender at the Fort Lauderdale
boat show, I bought a water slide that’s currently being built for us, I bought all the latest and greatest toys, and the reason why is the boat pays for itself,” says Captain Woods. But the proof is in the pudding. The hard graft and long hours undertaken by the crew of Mia Elise, and the full financial control appropriated to her captain, have resulted in a very successful charter history for this young superyacht, even in times of economic difficulty. “Last summer we were in the
shipyard in New Orleans so we didn’t do any charters, but the winter season before that we did ten-and-a-half weeks in the Caribbean and Bahamas. Nobody came remotely close to that last year. And before that we did about eleven weeks in the Med,” he tells me. “If you ask everybody who the best charter boat is in the business, our name will come up. We have one lady who books with us every year. We’ve booked thirty weeks with her over the last five years, though it’s always hard to outdo what you’ve
done in the past; you’ve already set high standards and you’re competing against yourself every time.” But for this crew, resting on their laurels is not an option. Motivation, enthusiasm and flexibility lie behind the scenes of this successful charter boat. “I try to keep a very enthusiastic, hard-working crew that share the same passion for chartering as I do, and can get the job done and enjoy their time on board,” says Captain Woods. “Chartering is a much busier lifestyle and requires very positive people who are easygoing and able to roll with the punches. As a very busy charter captain I really enjoy what I do, and my wife and I have been very successful in our industry because we love what we do. To be a crewmember on a busy boat you have to really love what you do, otherwise it just won’t work.”
To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 High standards Previous page: Captain Ron Woods; Mia Elise, credit: Alexis Andrews This page: (Top) Mia Elise cruises in the sunset, credit: Neil Greenwood. (Below) The elegance of Mia Elise also makes her attractive to many charter clients, credit: Alexis Andrews
captains
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Getting down to business With superyachts increasing in size and our industry becoming more and more regulated, the roles of the captains and senior crew are dramatically changing. Now not only concerned with operating their vessel safely, crew are faced with large amounts of paperwork and an increased pressure to manage a yacht as a sustainable financial asset. The industry is evolving, so does this mean a shift in skill set for crew? Words by Bryony McCabe, editorial assistant of The Crew Report “A qualified captain is probably the biggest influence on the [yacht’s] actual operational cost.” These were the words of Erwin Bamps, chief operating officer of Gulf Craft, at 2012’s Global Superyacht Forum. “We have never seen a more educated customer as we have today in terms of the product; however, we are surprised at the lack of confidence in the management of his asset. We worry about the lack of qualified crew, specifically captains,” he added. But in today’s industry the definition of ‘qualified’ is extending further than a Yachtmaster ticket. Joining the discussion, Captain Brendan O’Shannassy referred to qualified crew as, “Those that have mariner’s acumen, business acumen and a sense of hotel and client service,” and added: “To get the hat-trick is hard.” It is possible that the industry is reaching a stage where superyacht crew seriously wanting to progress their career will have to consider expanding their knowledge into other skill sets and have more responsibilities than
operating the boat safely. Is it time for captains to start moving into the realm of business? “If you were looking for someone to run your multi-million-dollar business you would be looking for university degrees, MBAs and so on. But in the yachting industry we are looking for captains to run vessels and the only thing that matters is MCA and USCG licensing,” added Derik Wagner, managing director of MTN Satellite Communications, who then posed the question: “There is a gap in knowledge, so do we need other forms of credentials?” The industry is already responding to this demand, however, and a more diverse range of training courses aimed at improving crew business acumen and management skills is now on offer. But there is a disparity across the industry as to the amount of focus the superyacht industry should be putting on these courses. “Nothing replaces experience and time spent at sea,” Lars Lippuner, business development manager at
Warsash Superyacht Academy, told The Crew Report. “The MCA and USCG certificates of competency set out a minimum standard for mandatory training, and the training focuses on safety at sea, which – quite rightly – is the primary concern. These courses and qualifications are not here to ensure that an officer learns how to run a multi-million-euro enterprise, yet this is a situation that many senior officers and captains will find themselves in. Managing a large yacht is nothing short of managing a small company with additional complex processes and operating to the highest levels of service. In progressing a career everyone will inevitably face new challenges and must assess when the time has come for some additional training and education.” Some believe that additional crewmembers should share the burden and allow the captain to remain focused on running the boat as a whole. “Owners are leaving larger and larger sums of the financial administration to the captain and even though some
captains
captains’ prior training has included some degree of accounting, many are finding this element tedious and timeconsuming. Captains should confidently know enough but be able to hand this task over to the competent pursers to deal with on a daily basis. The time has come to train and delegate,” explained Katrine Nielsen, purser trainer at The Crew Academy, which today offers the only known purser-specific course in the industry. If we see a trend of captains and senior crew attaining additional business and management skills and qualifications, this would in turn pose a serious question over the future role of management companies – would captains be encroaching on their territory? And if so, will the need for management companies be as substantial as it is today? For Franc Jansen, director at Hill Robinson Yacht Management
Consultants, the roles will not, and should not, cross over. “Running a yacht as a captain and running a yacht as a manager are completely different functions and neither should try to be each other,” Jansen explained. “Some captains manage the boat themselves – and on smaller yachts it is easier – but a captain cannot be an expert on everything. With yacht managers on his side the captain can tap into specialist knowledge and experience of the accountants, naval architects, marine engineers and surveyors. That’s a lot of courses if a captain wants to match that.” But once again, the industry is divided. “The best management companies do no more or less than provide a professional back office that the captain can rely upon,” Henk De Vries, chief executive officer of Koniklijke De Vries Scheepsbouw, told The Crew Report. “A captain will still need to have a minimum number of business skills and certainly
With yacht managers on his side the captain can tap into specialist knowledge and experience of the accountants, naval architects, marine engineers and surveyors. That’s a lot of courses if a captain wants to match that. – Franc Jansen
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needs to be a people person and a good manager of his crew.” The industry is still maturing and becoming more professional by the day. There is no doubt that due to the increasing tonnage and length of today’s fleet we will see an increase in higher level management training for those in senior positions. A yacht is a business, and should be treated as such, but it’s one in an incredibly niche field where, in many cases, non-superyachtspecific business practices may not apply. But with a balance of management company, if needed, and professional development, crew will be able to adapt to the demands of this continuously evolving and ever more professional industry. To comment on this article, email bryony@thesuperyachtgroup.com with subject: TCR 63 Getting down to business
New Zealand’s best The Millennium Cup 2013 was held from 14 to 17 February around the Hauraki Gulf, with first-time entrant 30m Zefiro taking home the silverware. The Crew Report speaks to the captains of these magnificent sailing yachts about the prestigious event against the backdrop of Auckland city. Words by Ellie Brade, Pacific Editor of The Superyacht Group Photos by luke sprague
24
the millennium cup 2013
Regatta season is well under way and the Pacific’s offering, the New Zealand Millennium Cup, was held in Auckland from 14 to 17 February. The fleet numbered five and included the defending champion 33.8m Silvertip and long-time supporters of the Cup 39.75m Janice of Wyoming and 20m Sea Toy. Making her racing debut was 50m Ohana and also new to the regatta was 30m Zefiro, in New Zealand as part of a circumnavigation. Having been held intermittently since its launch in 2000, the regatta is now held annually and this is the second year in its new format. Taking on the feedback from skippers of the 2012 event, regatta organisers had incorporated new formats including on-water dock parties, which perfectly capped off the day’s racing and gave a chance for all the crews to mingle and discuss the events of the day. The regatta was also using the International Superyacht Rule for the first time.
After three days of racing over three courses around the Hauraki Gulf, Zefiro emerged the clear winner with two wins and a second place clocked up. Second was Silvertip, third Ohana, fourth Janice of Wyoming and fifth Sea Toy. The Cup was hard fought for with photo finishes on both day one, between Ohana and Silvertip who were jousting for second place, and day two, where Silvertip just beat Zefiro. A gala dinner rounded off the event and prizes – which included the Sportsmanship award to Silvertip – were awarded at the ceremony, hosted at the Viaduct Events Centre. The owners of Janice of Wyoming were also thanked for their long time support of the regatta and the New Zealand marine industry. The race setting in the Hauraki Gulf against a backdrop of Auckland city was a winning combination for the yachts. “The highlights of the event were sailing in the vicinity of the skyline of Auckland,” said Gerhard Ruether,
It was very nice and genuine racing; there was focus on the real essence of the regatta. – Captain Mattia Dzaja
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Previous page: Second-place Silvertip This page: (Left) Silvertip in action; (Below) First-timer Ohana Next page: (Left) The crew of Zefiro; (Right) The backdrop of the Auckland skyline
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owner and captain of winning yacht Zefiro. “The Auckland location was a welcome change to the frequent challenges in the Med and the Caribbean. I will definitely come back to New Zealand after the completion of my world circumnavigation since I very much liked w the country and the friendly and hospitable attitude of the people who love sailing.” Untitled-1 1 Ohana was testing her regatta legs for the first time. Having been built as a performance yacht and with her owner a keen regatta participant, all eyes were on her as she made her debut. Although she did not take away the Cup, Captain Mattia Dzaja was very pleased with how Ohana performed. “Yes indeed [I was pleased]. I was very, very surprised by how fast Ohana is,” he said. Having captained the owner’s previous yacht in several European regattas, Dzaja was complimentary of New Zealand’s efforts. “It was very nice and genuine racing; there was focus on the real essence of the regatta.” With every participant determined to take away the Cup, racing was close and this was a highlight for many of the yachts. “The close racing we had and the tussle with Zefiro in particular was a highlight,” said Captain Blair Macleod of Silvertip. “The boats proved very even in speed upwind and we probably exchanged twenty tacks in the beat to the finish on day three.” Silvertip is a multiple regatta winner and we asked Macleod for his secrets on regatta success. “We are very lucky to have a talented guy such as Tom Dodson on tactics and some key guys on our racing team. While it’s important to prepare the boat well and carry a good sail wardrobe, sail handling and knowing what you are capable of can make the difference.”
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the millennium cup 2013
26 Ruether also offered his own advice on a regatta win: “The secret for success is a fast yacht, skilled and dedicated crew and a little bit of luck.” Although thrilled to win, Ruether stressed that the main enjoyment for him was the taking part and the pleasure of sailing, and “To experience the crew-work on Zefiro executed like clockwork, the feeling that we sailed near perfection, with almost no mistakes. During every day racing we saw the New Zealand America’s Cup boat in action.” Seeing the Emirates Team New Zealand AC72 out racing on the harbour and reaching spectacular speeds was also a top memory for Malcolm Dick, captain and skipper of Sea Toy. “The highlight for me was the spectacle of these large yachts sailing against the backdrop of Waitemata Final Results Boat Name
Race 1 Points
Race 2 Points
Race 3 Points
Total Points
ZEFIRO
1
1
2
4
SILVERTIP
4
3
1
8
OHANA
3
2
3
8
JANICE OF WYOMING
2
4
4
10
SEA TOY
5
5
5
15
NZ Millennium Cup 2013 - The Superyacht Group Race One - Friday 15th February Boat Name ZEFIRO
Place 1
Race 1 Points Start Time 1
12:09:00
Finish Time Elapsed Time Finish Time Diff 16:10:46
04:01:46
JANICE OF WYOMING
2
2
12:16:00
16:14:33
03:58:33
00:03:47
OHANA
3
3
12:40:00
16:17:38
03:37:38
00:06:52
SILVERTIP
4
4
12:36:00
16:20:32
03:44:32
00:09:46
SEA TOY
5
5
11:30:00
16:47:10
05:17:10
00:36:24
NZ Millennium Cup 2013 - Race Two - Saturday 16th February Boat Name ZEFIRO
Place 1
Race 2 Points Start Time 1
12:04:00
Finish Time Elapsed Time Finish Time Diff 16:00:28
03:56:28
OHANA
2
2
12:33:00
16:07:59
03:34:59
00:07:31
SILVERTIP
3
3
12:21:00
16:08:17
03:47:17
00:07:49
JANICE OF WYOMING
4
4
12:10:00
16:20:41
04:10:41
00:20:13
SEA TOY
5
5
11:30:00
16:36:44
05:06:44
00:36:16
NZ Millennium Cup 2013 - Yachting Developments Race Three - Sunday 17th February Boat Name
Place
Race 3 Points Start Time
Finish Time Elapsed Time Finish Time Diff
SILVERTIP
1
1
11:50:00
15:30:44
03:40:44
ZEFIRO
2
2
11:40:00
15:30:59
03:50:59
00:00:15
OHANA
3
3
11:53:00
15:32:34
03:39:34
00:01:50
JANICE OF WYOMING
4
4
11:30:00
15:49:57
04:19:57
00:19:13
SEA TOY
5
5
11:38:00
16:02:20
04:24:20
00:31:36
27 “I would recommend any captain and/or owner planning cruises in the Pacific to arrange to visit the beautiful country of New Zealand as a must.” – Captain Gerhard Ruether
Harbour, with our America’s Cup challenger zipping around at impossibly fast speeds like some sort of caged beast,” he said. “As the smallest boat in the race it was a thrill to be there among some of the most fabulous yachts in the world.” For those considering heading to the Pacific, and racing in the Millennium Cup, Ruether had the last word: “I would recommend any captain and/or owner planning cruises in the Pacific to arrange to visit the beautiful country of New Zealand as a must, and organise the stay so that participation in the Millennium Cup is not missed.” To comment on this article, email ellie@thesuperyachtgroup.com with subject: TCR 63 new zealand’s best
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Delivering the goods
Getting the call that you’ll be on the new build team for an owner’s yacht is the pinnacle of the yachting career for many crewmembers, but it’s also a challenge and when entered into at full speed without a full understanding the delivery can become embedded in frustration, mistakes and even delays. The Crew Report has put together its own new build team from the industry to provide crewmembers with the necessary understanding of each integral cog in the new build machine.
shipyard
The captain Superyacht captain Valter Costa has recently taken part in the new build of a Custom Line 30m motoryacht – his first new build experience. Perhaps because it was a standard production model, the building and delivery processes were done following very clear procedures and with very clear standards in place, plus with the experience gathered from previous boats within the same model series. The interaction between shipyard and crew was done via myself only and, once again, following very rigid lines. My visits to the shipyard needed to be well planned, and it was always clear everything in the shipyard was set for my visit, which had the advantage of permitting direct contact with the build’s key workers and project manager.
With regards to the delivery process I would suggest having a dedicated shipyard team on board to do the handover to the new crew for a good couple of days. These kinds of Custom builds might lack the necessary intimacy between shipyard and crew because everything on board has been set up from the start as the model was sold ‘ready to go’. There is not as much room for crew contributions on these projects as we might think, apart from some minor details. With regards to the delivery process I would suggest having a dedicated shipyard team on board to do the handover to the new crew for a good couple of days. This should contemplate every area on board and include a full explanation of every system and all equipment; crew would get a better awareness of the yacht and have a safer start on a new boat. This familiarisation should be part of the final build stage programme and involve all crewmembers. From a crew’s point of view, it would greatly ease the initial administrative work if the shipyard could hand over inventories, manuals and handbooks in an organised fashion, in the form of either a digital or hard copy. Finally, I must mention the crucial importance of a liaison on this kind of build; this is the link between the crew and the shipyard. I was fortunate enough to have the very best of the shipyard in this field but must recognise that this might be a potential point for conflicts and misunderstandings on other builds.
29
The chef Chef Geoffrey Fisher was in the shipyard during the build of 60m motoryacht Slipstream, delivered in 2009, and his input into the galley has had the desired effect and he remains on board today. If you’ve been with the same owner for a while or are lucky enough to start on a boat whose owner has a larger boat in build, and you have the intention of staying on for the build, take a look at the design of the galley. The chef before me on the smaller Slipstream (now Silver Dream) had looked at the layout of the galley and was not impressed – ovens, fridges and sinks were not in the right places nor were they practical for a chef to work around. He asked the design team if changes could be made. I only saw the designs on paper but noticed how the changes would make a big difference. If you’re in the galley 15 hours a day it’s got to work to your advantage and things have to flow. One of the most exciting things about being involved in a new build is buying all the new equipment for your galley, but it is important you have an idea of storage and size of the galley before you go mad with the boat credit card. Be sensible; you can always buy other items when you are more established in your galley. Stock up on food – mainly dry produce such as herbs and spices. Use of a good provisioner is handy but this is dependent upon where you are in the world. If you have the time to source it yourself, getting good quality produce for the start of the new yacht is always a great way to begin. You need to be involved with the build at least six months before the launch. All the ordering and logistics take time, especially if you are still working on the owner’s smaller yacht. As soon as you get into your new galley, test everything; make sure things are working before you set sail and start your first charter or owner trip. One personal piece of advice: if you ever go on sea trials with the new build in the yard, make sure you understand the meaning of ‘full circle manoeuvre’ and lock all the fridges, freezers and anything that moves. I think you catch my drift as to what happened.
30
shipyard
The chief stewardess Ellen Anderson was the chief stewardess on the builds of the 52m and 62m Rasselas motoryachts and her chief stewardess experience now aids her role as executive vice president at Wright Maritime Group where she has worked on the following motoryacht builds: 86m Seven Seas, 71m Utopia, 65m Trident, 48m Lady Joy, 45m Blue Sky and 40m My Colors. Schedules Understand the shipyard’s schedule relating to that of the purchaser’s for deliverables and decisions and apprehend delivery time required from vendors. Take into account breakage and delivery delays as well as time needed for items flown or shipped overseas. Most linen orders need to be selected at least four months before the launch, but the tabletop items are more complicated; generally the shipyard will require two pieces of each item needing fitting out with sea fasteners, which must arrive seven months before the launch. Often it takes the supplier one month to collect and send these samples to the yard. Ideally the table top selection of china, crystal and cutlery is made eight months before the launch. Plan when specific crewmembers are needed at the shipyard. Don’t bring in too many too soon as there are immigration, lodging and transportation logistics to consider. Delegation Recognise who does what within the entire project team; all involved need a matrix of each specific responsibility. Protocol and procedures for authorising purchases must be in place, as well as those for presentations of proposed owner choices (with quantities and quotes from vendors), with decisions addressed and recorded.
Vendors Have your list ready with choices and quantities to be ordered and establish payment procedures and deposits required. Choose the vendor well; past experience shows that working with reputable companies reduces problems later on. Understand the legalities of VAT for orders within and out of the country from where the boat is being launched, and work with established companies that file VAT paperwork properly. Shipping, receiving and storage logistics Tracking and communication with the vendor or the shipping company is a must. Compile and condense items to be shipped overseas and consider which is most advantageous – air or sea freight. Be aware of space allocated for goods at the shipyard, and once owner purchases arrive ensure the owner supply space is clean and secured. Determine from the owner or decorator the amount of hotel items desired and plan accordingly. For example, we have determined that one set of china, cutlery and crystal needs an estimated space of 7.4 cubic metres. Inventories Keep files up to date. Main files can be labelled: ‘To Purchase’, ‘In Progress’ and ‘Complete’ with sub-files included. Separate quotes and invoices, and keep tabs on both – note that quotes generally won’t include shipping and handling charges. Have an inventory system in place and check and enter items received as soon as possible. Taking and including a photo of items received is extremely useful for the on-board interior inventory.
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shipyard
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The chief engineer Paul Doherty is currently working on his second 100m-plus motoryacht new build as chief engineer and will be sailing on board following completion. In support of a successful delivery the chief engineer must assess the risks and identify the barriers en route, creating a smooth transition from ‘in construction’ to ‘in operation’. The combination of resources available to the chief engineer is as unique as the project; however, some are consistent with each build. Yard project management In addition to periodic construction and progress meetings, perhaps the most obvious of resources available to the chief engineer reflecting the current status of the yacht is the accumulating ‘snag list’. Experienced project managers will propose a prioritising regime taking into account the chief engineer’s feedback in identifying those deficiencies requiring urgent attention. Both Factory Acceptance Tests (FATs) and Harbour Acceptance Tests (HATs) are opportunities to explore the limits of systems, but putting the yacht to sea is the only real test of its mettle. The chief engineer’s cooperation with the yard project management into the drafting of the test protocols for Seagoing Acceptance Trials (SATs) are critical in ensuring the yacht is able to perform to the limits of the build contract. Sea trials serve to inform the chief engineer of the potential failures, limitations and often conflicts within the integration of new systems.
Class and flag surveyors It is a usual contractual obligation for the yard to deliver the yacht fully certified, but class and/or statutory issues can often throw up surprises in the final stages of the build. Machinery is often assessed to the satisfaction of the surveyor, and so in understanding the subjective nature of some of the issues raised it is advantageous for the chief engineer to become accustomed to the surveyor’s expectations at an early stage. Commissioning engineers The commissioning phase of equipment is always an invaluable opportunity for the chief engineer to equip him or herself with ‘insider knowledge’ of the installation. Commissioning engineers are always enthusiastic to impart knowledge and striking up a positive working relationship with the commissioning engineer always yields positive results and leads to a more meaningful understanding of the installation and its integration. Yacht’s technical team If there is ever a good time for implementing a strength-based leadership strategy, the final furlong in a large yacht construction is the time to do it. As a company’s wise old vice president once told me: “A chief engineer can only be best informed by those who are best informed.”
Technical consultants Technical consultants (if appointed) are usually custodians of a wealth of information from previous projects. From owner representation to dedicated build inspections, technical consultants offer the benefit of hindsight in sharing their experiences of similar projects.
Safeguarding guests, captains and crew from dangers on the horizon. Email: info@solaceglobalmaritime.com
shipyard
32 the project manager
the provisioner
Philip Demler, managing partner at Demler Marine Projects, has worked on the builds of carbon sailing yachts of up to 60m and aluminium sailing yachts of up to 45m, and is currently working on a sailing yacht and large motoryacht project.
Andrew Roch is the managing director of Shore Solutions, which has provisioned a number of large motoryachts including 147m Topaz, 134m Serene, 133m Al Mirqab and 124m Katara. Shore Solutions is currently working on 12 new build projects of up to 90m-plus.
In some instances the captain is the first member of the owner’s build team as he is running the owner’s current yacht, and as such has become the first point off which to bounce ideas for a new build project. In other cases a captain and an engineer will join the project years after inception, maybe as late as six months before the delivery of the yacht. In any case, the senior crew are part of the build team, and no matter if they started the process or joined the team at a later stage, it is important to work together as a team.
Provisioning for a new build project is inevitably the aspect that is left until the end of the complex and timeconsuming process of the build itself. However, given that the yacht is literally a blank canvas that requires filling from top to bottom, the more time allowed for the planning and preparation the better. From our experience with provisioning large new build yachts, there are three key elements to bear in mind: planning, purchasing and product. For the former, consideration needs to be given to not only the timings and space available on board, but also when it will be required and in what order. For example, you will need to fill the furthermost points of storage on board first, so your deliveries should be coordinated accordingly. From a budgeting perspective, planning your purchasing requirements and sharing this with your suppliers, particularly against your crew budget, will enable them to assist in managing your budget on a costper-head basis as compared with the volume of dry and cold storage and freezer space available. This way you will know exactly how long your first fill will last and when you will need a top-up order. Finding the right products, at the right price, is obviously critical. However, other considerations should also be made. For example, what space is available in the galley for the herbs and spices? When working on the yard fill for Lürssen’s 124m Katara we worked closely with the chef to source the ideal Tupperware containers for the herbs and spices to fit perfectly within the storage space allowed. We then sourced the contents to fit within the containers and arranged to have them packed by volume rather than weight to ensure each packet fitted exactly within each container. One final thought: when buying your hardware and equipment, whether for the galley or other interior areas, it is always advisable to opt for professional quality items as they are designed to withstand the great levels of use on board, compared with items produced for domestic and personal use. While the initial outlay might be great at the outset, replacements and repairs will be less in the long run.
Nobody knows everything, and it is a sign of professionalism to accept that and bring in help where it is needed. In the spirit of good cooperation, each member of the owner’s team will bring in his experience and knowledge to achieve the best result. This team spirit, I find, is quite important; everybody in the owner’s team has to be able to trust each other to do their part and communicate openly. The second aspect is to know when you should ask for assistance. We have been brought into new build projects by captains who have realised that it is in the owner’s and their own interest to bring in a professional owner’s representative. Running a boat and building a boat are two different things and require different skill sets. But asking for help does not only mean working with a professional project manager, it can also mean getting input from an engineer if there is none on the project yet, or from professional racing sailors when it comes to performance sailing yachts. Nobody knows everything, and it is a sign of professionalism to accept that and bring in help where it is needed. Last but not least, my advice is to keep a positive attitude even when things get hectic towards the end of a project. So even when you feel the yard is not allocating enough resources to the project and is putting off your requests, keep the criticism constructive and the attitude positive. Wasting time and energy in trench warfare will only slow things down and that is the last thing the project needs at this point.
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shipyard
The technology provider Stefan van Cleef is the chief executive officer and coowner of Oculus Technologies, creator of YachtEye. Oculus Technologies has delivered more than 25 systems to new builds, including 57m sailing yacht Twizzle and 37m motoryacht Aurelia. For a new build, training always takes place prior to the yacht’s delivery. The majority of the training is done just after or alongside commissioning. As some of our system is reliant on the feeds from other on-board integrated systems, such as the A/V and bridge systems, the training is carried out once these systems are fully commissioned and handed over, or to coincide with the training relating to the other systems. The ETO and chief engineer are always trained, either via us or the A/V integrator. All training centres around the technical information relating to the hardware itself, connections and system integration and includes training for the crew to access and input data. It is often requested that additional crew such as chief stewardesses are also trained and we work with the boat to
ensure the crew training matches their needs on board, which includes ensuring the appropriate crew are trained to the correct level and on each section that is necessary. If necessary we will include some training during a sea trial so we can fully explain and demonstrate the technology. On-board technology should be fully up and running and operational from the yacht’s maiden voyage. Any consideration that we are given in terms of bandwidth management and being factored in with additional technical systems on board is a huge advantage. If an ETO or a chief engineer knows a little about our system during the build process and prior to installation, they can assist to ensure the correct signals are in place. If technology is restricted to bandwidth at certain time slots a system will not work fluidly; all it takes is a simple setting in the IT system but something as small as this can make a huge difference to the continuous running of technology, the user experience and the set-up on board. If the build team can factor this in from the outset the installation and integration is significantly helped.
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shipyard
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The tender manufacturer Patrick Byrne is the director of Scorpion RIBs, which has built and supplied tenders to 78.5m motoryacht Hampshire II, 78m motoryacht Eminence and 44m sailing yacht Hemisphere during their construction. When it comes to managing the process the owner will have the ultimate decision, but the captain or officer in charge of the tender normally leads the practical side and the negotiations. For the builder it is easiest to have a single lead person who can get or make decisions. If you decide to use a third-party specialist, agree their role and fees, know what you are getting for your money, ask if they get a commission from the builder and, if so, what it is. Be prepared and understand what you think you want. Select a shortlist of potential suppliers, try to visit their facilities, discuss your needs and ideas and ask what they think. Ask yourself: can they do a good job? Can you work with them? Will they continue to support you after the boat is delivered? Have you seen examples of their work? Will you get good value?
A specification must be prepared – the more detail the better, even down to colours and finish. Early delays in information supplied often result in longer delays at the end of the project. Ask for quotes, comments, delivery schedules and a proposed contract. You will want to know what happens if there are delays and what it will cost if you bring in design changes. It may take two months to get to contract so order your tender the season before you need the boat and be reasonable about a delivery schedule. The boat may appear to be finished but the sea trials can produce surprises, so do not plan a delivery the day before the owner arrives on board.
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The uniform supplier David Ireland is the owner and chief executive officer of Deckers Ocean Attire, which has dressed what was the world’s largest private yacht at the time of its build. Deckers Ocean Attire has a new build department to deal with this complex process and today has new projects in Germany, Holland, Italy and Spain. There is often a careful balance to be made between delivering a uniform that not only exceeds the expectations of the owner when he takes delivery of his new prized possession but also that of the crew, who will be wanting a uniform that looks the part but will also function, last and be available again as crew changes come about and one season leads into the next. Questions need to be asked as to what styles will sit well across the board. Not every stewardess has legs up to her armpits just as not every deckhand is going to look good in the latest Armani fitted shirt. This does not mean that all the girls have to wear something their grandparents would have approved of, nor do the boys all have to be kitted out in American-cut polo shirts, but with the right discussions in the early stages we are able to present uniform proposals that everyone will be both happy with and proud to wear. When the whole team looks good, you look good. This can be dealt with in the early stages even before the crew have been taken on. More often than not when we are working on new build projects we will be dealing with the owner’s representative, project manager or chief stew, but not with a full complement of crew. However, the owner of the yacht will already have an
Questions need to be asked as to what styles will sit well across the board. Not every stewardess has legs up to her armpits just as not every deckhand is going to look good in the latest Armani fitted shirt. idea of what they want to do with their yacht: what type of people they will be happy to surround themselves with; cruising locations; the level of watersports equipment going on board; and whether there is a bar on the aft deck. Simple questions such as these will give an overview that will help you select a uniform and will be found invaluable by both parties when planning a look that is right first time round.
To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 Delivering the goods
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engineers
“The yachting industry gets the crew it deserves” Saying these words to Martin H. Redmayne at last year’s Global Superyacht Forum, John Wyborn is fed up with crew getting the blame for the industry’s inability to provide sufficient training for superyacht engineers.
Words by John Wyborn of Bluewater Yachting
Having coffee after one of the discussion sessions at the Global Superyacht Forum in Amsterdam I was already feeling a little grumpy and annoyed following the morning’s session with yacht engine manufacturers. In several debates that day, various speakers made comments about the quality of yacht engineers and the training they receive, or about yacht crew in general. Leif Gross, director of product development at Caterpillar, had said: “Usually, the crew, without blaming anyone, aren’t getting much more educated than they were in the past.” He added: “It’s very nice that we are developing new technologies – diesel-electric propulsion systems and variable speed DE systems, LNG propulsion systems and all these kinds of things – but it’s very important that the training of the crew and the service providers is keeping up. There’s still a long way to go in order to develop the right training programmes for the crew on board.” In another session, Erwin Bamps, chief operating officer of Gulf Craft, declared: “Sometimes in our industry we oversell some features without considering that the crew may not be up to the mark to keep this working while at sea,” while Martin H. Redmayne added: “You can have a great boat but the operation of it can make things go very badly,” and Will Faimatea, director at Bond Technical Management pointed to the training schools: “I think
it’s up to training schools to map out a career path.” As a training provider I take these things very personally across all departments. I, and many of my colleagues in other schools, have been uncomfortably aware for some time that there is more than a grain of truth in what those speakers were saying. So why did I get annoyed? Because of the assumption, implicit in all of these statements, that the crew are somehow to blame and that it is ‘someone else’s problem’ to fix things. Perhaps we as training providers should be doing more – there is probably some truth to that – but we cannot do it alone. All of the training that we provide, almost without exception, is generic; we can teach you how to run a fire hose, use an extinguisher, prepare a cocktail and navigate a yacht, but most of this would apply to any yacht. We do not know which fire extinguishers, type of radar, propulsion system and number and make of breathing apparatus sets you carry on board, nor the layout and design of your vessel. On-board continuous training to apply the general principles that crew learn with us is an indispensable part of the learning programme. So maybe the managers, captains and senior crew in our industry can take some of the blame for the problem highlighted in Amsterdam. It is certainly true that some yachts pay very little attention to on-board training,
engineers
How much do the authors of MCA engineering exams know about the range, type and complexity of equipment found on a modern superyacht? Very little indeed.
even in safety-related areas such as on-board familiarisation for new crew, let alone career development training. But promoting a more creative and imaginative approach to on-board education is only part of the solution – those who were complaining in Amsterdam need to step up as well. Most of the courses that training providers run have a syllabus drafted by a lecturer at a UK nautical college on behalf of the MCA. For many courses this works well – the principles of navigation do not vary enormously from a supertanker to a sailing yacht, only the equipment carried – but in the more technical subjects there is a problem.
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So here’s a question: how much do the authors of MCA engineering exams know about the range, type and complexity of equipment found on a modern superyacht? The answer: very little indeed. The engineering courses, like those for the deck, are adaptations of those used for the general service merchant navy. But they are very generic. The needs of yacht engineers often fall through the gap between standard generic courses and the problems caused by lack of a ‘training culture’ on board, already mentioned here and in other articles in this publication. For example, because they come from a variety of backgrounds, many yacht engineers express a lack of
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engineers
confidence in some areas for which their previous experience happens not to have prepared them. Hydraulics, electrics and HVAC gas handling are all good examples of these areas and are commonly mentioned to our instructors. As Diane Franklin of E3 Systems recently pointed out in these pages, there is virtually no structured training at all for ETOs. But there are two things we can do: work with the MCA to adapt the yacht courses more closely to our needs, and establish standards for non-statutory training and for on-board continuation training which we as an industry expect. With regards to the former we are lucky. The MCA is one of the most flexible and responsive maritime administrations in the world. While it will not ‘gold plate’ the international statutory requirements (UK government policy will not allow this), it will listen to constructive feedback. Companies and organisations can interact with the MCA via consultation panels and the organisations described below. To establish our own standards we need to grow up as an industry and start to set the training agenda. The major yacht organisations – LYBRA, MYBA, SYBASS, UCCINA and others – need to participate, as do the major yachting companies. Training providers cannot do this, nor would it be right for us to try. A good example of what can be done is the new Guidelines for Unified Excellence in Service Training (GUEST) programme set up by the Professional Yachting Association (PYA) after an extended industry-wide consultation. More of this needs to happen. There are three organisations or forums through which both of these objectives could be advanced. Many yacht training providers are members of one or all of them. The Yacht Qualification Panel is probably the most important MCA forum for our industry. It meets once a year in September for two days. Day one is an open meeting
where any yacht organisation (shipyard, engine manufacturer, electronics company and so forth) can come by arrangement to discuss any training issues. (The UKSA in Cowes has hosted this in recent years). Day two is held at the MCA and is limited to invited training providers with the PYA as an observer. The International Association of Maritime Institutions (IAMI) is an influential organisation of merchant navy colleges and other trainers. It has members in several countries and has Deck and Engineering sub-groups which meet twice a year with the MCA to discuss training matters. Recently a new Limited Tonnage sub-group has been formed to handle superyachts, tugs and workboats. This is not an open forum, but I believe that an organisation with something to say would probably be allowed to come and say it. In any case, the PYA has permanent observer status on the yacht subgroup and could be a conduit for new ideas. The PYA (which has observer status with the Yacht Qualification Panel and the IAMI) has a busy Career and Professional Development working group, and at the time of writing is actively engaged in reestablishing the Yacht Engineering working group (of which I will be a chairman). Both of these groups are open to, and desperately in need of, input from all corners of the superyacht world. It is up to the major players in our industry to set expectations and standards, and to engage with the crew and with the training providers. And until they are prepared to do that, they should stop complaining.
Promoting a more creative and imaginative approach to onboard education is only part of the solution – those who were complaining in Amsterdam need to step up as well.
To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 The yachting industry gets the crew it deserves
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opinion
it takes two A superyacht can be a confined and insular environment at the best of times, especially if you are working as a couple – not only can it put strains on a relationship, it can also disrupt the dynamic of the rest of the crew. Couples can struggle in this industry for a variety of reasons; The Crew Report explores why this is the case and asks whether the superyacht industry could benefit from accommodating more couples on board.
Words by Bryony McCabe, editorial assistant of The Crew Report
Hiring a couple on board superyachts can be seen as a risk and is often widely avoided, and this is causing a problem for the yachting industry. “Couples tend to stay on board longer than the average crew,” believes Karina Befeld, founder and senior crew agent at Elite Crew International, suggesting that if the industry became better adapted to accommodate couples, crew longevity would increase as crewmembers would have less reason to move away from superyachting with a view to settling down. But because of the stigma that couples hold in the industry, many struggle to be placed at all. While setting up his crew agency, Mike French, president of International Crew Training, spoke to approximately 400 crewmembers about their experiences and made some interesting observations about the reasons couples struggle to find positions. “The principal problem seems to be that crew agents dominate our perception of what characteristics are important or not in a crewmember,” he says. “On the positive side, they provide all the options so a captain can choose someone with a certain qualification, of
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a certain age or that can speak certain languages, but on the negative side they are also creating stereotypes of who is easiest to place and makes them the most money. “With crew agencies tending to focus on the easiest people to place, a hierarchy develops very quickly. It goes all the way down until you reach the candidates with tattoos and who smoke and even below that, in the hierarchy that I could work out, were couples. Ten per cent of our STCW pupils are couples and they are told by nearly every single agency that they will not get placed together.” The stereotypes French discovered apply particularly to entrylevel candidates with limited experience on superyachts who rely on crew agencies more than most demographics. The undesirability of couples does not come from the agencies alone; the issue cited by many captains and senior crew is that this is usually one of the few times an owner expresses a preference against certain candidates. “Usually it’s because of the fear that if they lose one, they will lose both,” explains French, “and you may have to shuffle everybody
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opinion
around to accommodate them. Couples can be insular, and when you’re trying to create a team environment captains and owners can find it challenging bringing two people on board who know each other better than anybody else. They are less inclined to mix and you might be setting up a clique. It’s interesting that it is one of the few times that an owner will specify a preference.” On the other hand, there are instances where couples are the more desirable candidates. “I’ve found on a number of boats, including the three that I have
run, that the owner specifically wanted a couple,” explains French. “He wanted stability and he wanted an example to be set, and a captain in a couple often solves this. Of course, accommodation problems are resolved as well because they are in one cabin. So often it is extremely beneficial to have a captain and partner running a boat together.” Britta Fleischhack-Norquoy of Conundrum Inc. thinks, however, that even this scenario can prove problematic. “Having crew couples on board is a fantastic concept when both parts of the
couple are qualified enough to obtain and retain their respective positions individually, and are prepared to accept the strains it will undoubtedly put on their relationship,” she says. “Unfortunately, this is rarely the case, and one part of the couple is usually weaker and may not have retained their on-board position on their own merit.” If this situation occurs it could lead to a very unhappy and unstable environment on board and potentially harm the longevity of the other crewmembers. Speaking to one couple with over 20
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opinion
years’ experience working on superyachts, it seems there are both pros and cons to the situation from an on-board perspective. “Both our positions sometimes carried longer working hours than others,” they explain. “If one of us worked late, the other would find work to continue with until both were finished. This was advantageous to productivity on the yacht in our given areas, but of course not particularly beneficial to our relationship.” But when it comes to the industry’s role in improving the situation for couples, this couple points to the crew agents as a drawback. “We should go back
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to face-to-face relations between applicants and crew agents. The process of registry and ‘pigeon hole’ suitability for a position does not allow a true assessment, particularly in the case of couples.” It is apparent that our industry is not yet welcoming couples on board with open arms, but by encouraging the industry to become more couple-friendly yachts could significantly increase their crew longevity. And whether these couples are entry-level or experienced, if they are made up of serious and professional crewmembers then we must avoid creating any barriers
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for their progression in – or entry into – the industry. The question is really whether there is actually a solution for yachting to better adapt to couples working together. “Yachting is about fifty years behind the rest of the world,” explains French. “The problem for couples is that they have to work particularly hard, but there are boats where couples are a desirable asset.” The further up the professional yachting ladder, the more opportunities there seem to be for couples, and in some cases it is even advantageous. If couples are serious about their longevity and career progression, then more boats will recognise their stability and hopefully make an effort to integrate more couples into the yachting scene in the future.
“I’ve found on a number of boats, including the three that I have run, that the owner specifically wanted a couple. He wanted stability and he wanted an example to be set, and a captain in a couple often solves this. – Mike French
To comment on this article, email bryony@thesuperyachtgroup.com with subject: TCR 63 It takes two
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money
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Paying the piper Many crewmembers are unaware of their legal obligation to pay social security and in the past haven’t always paid their necessary contributions. But under the Maritime Labour Convention 2006 a crewmember’s social security will be under scrutiny and it is imperative crew understand what they need to be paying and to whom. Words by John Cook of Lesia Group What is going to change for crew as a result of the Maritime Labour Convention 2006 (MLC)? Are there new regulations or laws that mean crew will have to start paying social security contributions where there was no requirement before? These are some of the questions that crew want the answers to as time moves remorselessly towards 20 August, 2013, the date that the MLC comes into force. The fact is that legislation on social security for crew has been in place for decades in most countries of which crew are either nationals or residents, or in which otherwise domiciled. Most crew do not realise that they have a contribution to make, or know to which agency they should make the contribution. Some simple guidelines crew can follow to give them a good idea as to whether a contribution is due to any agency are the following: know the flag of the yacht on which you are working; know your country of nationality, or domicile if you are from the UK (including the Isle of Man); and know your country of residence.
The reason for needing this knowledge is that if you have a connection by way of nationality (or domicile for the UK) or residence to the flag state of the yacht, there is a very good chance that you will have a mandatory primary (employee) social security contribution to make to the social security agency in the flag state. The word ‘mandatory’ is very important here. In the International Labour Organization’s (ILO’s) Guidelines for Flag State Inspections it says the flag state inspector will check the basic requirements on the following basis: “Seafarers who are subject to the flag state’s social security legislation, and, to the extent provided for in its national law, their dependents, are entitled to benefit from social security protection no less favourable than that enjoyed by shore workers.” The inspector is then told how to check and where to look. So, the inspector will: “Check for evidence that, for seafarers covered by the national social security system, the appropriate contributions are being made if it is a contributory system,” and “Interview, in private, a representative number of seafarers to confirm that mandatory contributions, if any, are made.” Examples of deficiencies are: “No information on protection in the SEA [Seafarer Employment Agreement]” and “Mandatory contributions are not being made”. So what are the chances of the inspector knowing exactly which of the crew have a mandatory social security contribution to make to the flag state? Probably very little, in my opinion. However, the inspector will most likely pass the information on to the social security agency in the same territory for them to make a decision as to whether such a contribution needs to be made. For those crewmembers who should have been making contributions for years this could cause a problem, as they could end up paying contributions for the previous years along with any
penalties and/or interest that may be applied on what would be regarded as late payment. Most countries have similar legislation and of course there can be many different scenarios that can lead to contributions being made. For example, nationals and residents of the EU/EEA (European Economic Area) working on a yacht flagged in the EU/EEA are bound by the legislation not only of the flag state but also of EU legislation. In addition there are the bilateral and reciprocal agreements between countries which can also have an effect on whether crew pay a contribution and, if so, to which agency. What can crew do, then, to get their affairs in order before an agency gets in touch with them as a result of an inspection? The first and most obvious thing is to contact an adviser to get an assessment on whether or not there is a contribution to make to the flag state based on their own personal circumstances. If it is determined that no contribution is due to the flag state, then you may still be liable to pay contributions to an agency in your place of residence. The MLC requires that each member, or government, of the ILO “take steps according to its national circumstances to provide the complementary social security protection… to all seafarers ordinarily resident in its territory.” If there is a liability then crew can either contact the agency directly or engage the services of a professional to do the work on their behalf. Using a professional may cost more but they may also be able to assist in minimising the liability, although there are no hard and fast rules or any guarantees. My message to all crew is simple: seek professional advice.
To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 Paying the piper
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the leading edge
behind closed doors There’s something about the ‘behind closed doors’ nature of luxury yachting that sometimes encourages tolerance of workplace attitudes and behaviour that would be unacceptable in any other professional environment – in particular, bullying, intimidation and discrimination. It’s not at all uncommon to find examples of this in the teams of our luxury yacht crew, sometimes covertly happening away from the protective eyes of crew leaders, and sometimes actually perpetrated by the leaders or even yacht managers themselves. But why does this happen so much in yachting? It partly stems from a general assumption inherent in crew culture that a ‘good sense of humour’ and ‘thick skin’ are characteristics we assume crew will either have or develop if they are to last long in our industry. The underlying belief is that people should be able to ‘take a joke’ and withstand forceful discipline – even to the point this is
The private nature of our industry is, for some crewmembers, the ‘go ahead’ for the bullying and intimidation of others on board. Alison Rentoul explains what to do when you’re the target of such behaviour and endeavours to open the eyes of crewmembers unknowingly taking on the role of perpetrator. Words by alison rentouL, the crew coach
considered essential ‘character building’ by some senior people in the industry. One of the worst cases I have been involved with concerned extreme bullying of a stewardess by the yacht’s female chef, which ran the full gamut of abuse from verbal to physical attacks, including violent scratching and even scalding with boiling water. At one point when the stewardess went to get supplies from the dry store, the chef locked her in and she was only discovered some time later when a fellow crewmember came past and heard her banging on the door. Ultimately she decided her physical and mental well-being was more important than the money and after one particularly violent episode she walked off the yacht mid-season (while the owners were on board) which, of course, presented a further problem of looking bad on her CV. Thankfully, after discussions with understanding agencies she was soon placed on a much nicer yacht for the remainder of the season where she was
able to rebuild her confidence in herself and in the yachting industry. The trouble with less obvious bullying and harassment, however, is it is sometimes difficult to know where to draw the line. Even ‘good-natured’ joking sometimes accidentally goes beyond the boundaries of mutual amusement and tips over into dangerous – and legal – territory. Another yacht I worked with encountered some unexpected problems when one deckhand reported to the management company he was experiencing sexual harassment on board. The captain was surprised when he received a call asking about this, as he was unaware of any problem, but it turned out this young man found the lewd language, dirty jokes and innuendo commonly used in the crew mess extremely unpleasant. Because the captain and senior crew were in on the jokes (and often leading them) the crewmember felt he couldn’t approach
the leading edge
them about it for fear of being ridiculed. The reality is, what’s funny to one person can be downright offensive to another. In fact the UK employment law definition makes this distinction quite clear: “Harassment is unwanted conduct related to a relevant protected characteristic, which has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual.” The first key word here is “unwanted”. If the person on the receiving end thinks it’s funny and encourages the behaviour, there isn’t a problem. But if the person on the receiving end does not want to receive that treatment and if it causes anxiety and stress, regardless of whether the perpetrator thinks it’s funny, it could be classed as harassment. The second words to note are “purpose or effect”. Regardless of how the treatment was intended, the way it is received is equally important. Further to this, UK employment law goes so far as to say that anyone else who finds the situation stressful, even if they are not the direct recipient of the harassment, can also claim against their employer for the stress of being exposed to that situation. Thankfully, guidelines about this are now entering our industry both in the form of the Maritime Labour Convention 2006 (MLC) and general advisory notes. In the MCA’s draft Marine Guidance Note for the MLC’s Seafarer Employment Agreement (SEA) the topic is addressed under section 18, where readers are advised to consult the document Equality of Opportunity and Diversity in the European Shipping Industry: Eliminating Workplace Harassment and Bullying. In this document examples of bullying TCR(press).pdf
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One of the worst cases I have been involved with concerned extreme bullying of a stewardess by the yacht’s female chef, which ran the full gamut of abuse from verbal to physical attacks, including violent scratching and even scalding with boiling water. range from verbal or physical threats to subjecting someone to unnecessarily excessive or oppressive supervision, to ignoring or excluding an individual, for example from social events. Interestingly, this guide goes on to add a further caution that could be salient reading for fans of more ‘characterbuilding’ leadership styles. It provides examples of a number of expressions that are sometimes used to excuse “hidden bullying”, such as “strong or robust management styles”, a working relationship described as a “personality clash” or someone being described as “over-sensitive” or “unable to see a joke”. If you feel you are the subject of
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bullying, harassment or discrimination on board, the MCA guidelines recommend you follow the on-board complaint procedure outlined in your yacht’s standing orders – for those complying with the MLC a copy of the yacht’s onboard complaint procedure should be given to the crewmember in addition to their SEA. If that does not resolve the problem, the MCA suggests you raise it with an authorised officer ashore – for example, an MCA representative if you are aboard a UK-flagged vessel. The guidelines also recommend “the company should designate a person as the first point of reference for any member of staff who wishes to make a complaint” in the form of another crewmember on board, a company employee based ashore or someone from an independent organisation dedicated to this purpose. And if the issue is still not resolved, under the MLC a yacht’s failure to comply with its on-board complaints procedure could result in the yacht’s detention by Port State Control officers or prosecution by an official body. It is one thing to create a fun atmosphere in the crew mess, but be careful you are not having fun at someone else’s expense. Apart from the negative effect this can have on productivity and team cohesion, with the new regulations coming into force you could find yourself in an unpleasant legal situation – and that’s no laughing matter.
To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 behind closed doors
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the america’s cup
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The bridge over troubled water
The 34th America’s Cup is set to be held on San Francisco Bay this summer, and with an increasing attendance of spectating superyachts there is heightened attention on the sustainability of the event. The Crew Report speaks to Jill Savery, head of sustainability for the America’s Cup Event Authority, to understand more about the voluntary superyacht sustainability programme that will be presented to participating captains. Words by Bryony McCabe, editorial assistant of The Crew Report As many as 55 days of sailing races are planned for the 34th America’s Cup (AC34) – scheduled for September – and its other related events. This year the event is being hosted by the environmentally forward-thinking city of San Francisco, and the event organisers have created a dedicated approach to delivering a sustainable event. As part of this approach, the organisers have prepared a programme for large spectator yachts in order to align the captains and crew with the event’s sustainability objectives. “Sustainability means optimising the social, economic and environmental impacts of our activities in delivering the AC34, to enrich the communities we visit and protect and support natural ecosystems,” Jill Savery, head of sustainability for the America’s Cup Event Authority, tells The Crew Report. “When the host agreement was signed with the city of San Francisco, there were some big
sustainability commitments in that agreement. With regards to superyachts, we know that they are very highly regulated internationally, but locally there are some environmental regulations that they also have to adhere to.” The AC34 superyacht sustainability programme is a voluntary programme aimed at engaging with superyacht captains and crew to promote the adoption of best practices. It is also aligned with local regulations, the AC34 Sustainability Plan and minimising any potentially negative environmental impacts. “There has been a lot of attention [on the AC34] because people want to make sure that the San Francisco Bay estuary is protected,” explains Savery. The event will also engage with the America’s Cup Superyacht Programme’s operational partners BWA Yachting, Fraser Yachts and Ocean Independence in embedding sustainability into operations. This collaboration will
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the america’s cup
fulfil local sustainability regulations and commitments, as well as foster stronger relationships between the superyacht industry and the local community. “There are some strong local environmental regulations that are particularly relevant to the superyachts attending the event,” says Savery. “For example, San Francisco’s Mandatory Recycling and Composting Ordinance requires everyone in San Francisco to separate their refuse into recyclables, compost and landfill waste, and this includes the visiting superyachts. The Port of San Francisco also holds a zero waste policy for events that attract over a certain number of spectators. The use of single-use plastic, such as single-use plastic water bottles, is banned and this applies to superyachts registered under the AC34 Superyacht Programme.” A temporary infrastructure is being constructed at the America’s Cup
Park to accommodate the attending superyachts, and this will offer them the ability to plug into shore power – which comes from hydropower – and water connections. “There will also be an opportunity for the captains to participate in the America’s Cup Sustainability Credit programme,” explains Savery. “We will offer captains the opportunity to compensate for their unavoidable carbon emissions associated with participating in the event through the acquisition of America's Cup Sustainability Credits (ACSC). Each ACSC includes a carbon credit equivalent to removing one tonne of greenhouse gas emissions from the atmosphere, as well as investment in a local San Francisco Bay conservation project. “But sustainability is not just about the environment, it’s about social and economic considerations as well,” explains Savery. San Francisco is not a usual cruising ground for superyachts, and so the city is not used to their presence. The AC34 presents a great opportunity to showcase the fact that superyachts contribute significantly to the local economy as they use local businesses and offer employment opportunities, which are all areas of sustainability that are very important. “If we encourage good practice by the superyachts,” adds Savery, “then we can communicate this to the local public: there are greater economic benefits of superyachts.”
To comment on this article, email bryony@thesuperyachtgroup.com with subject: TCR 63 The bridge over troubled water
Left: Oracle team trainining in San Francisco, credit: Gilles Martin Raget
“We will offer captains the opportunity to compensate for their unavoidable carbon emissions associated with participating in the event through the acquisition of America’s Cup Sustainability Credits.” – Jill Savery
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interior
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Making the grade While many are praising the progression of the interior department over the past 12 months, The Crew Report reevaluates the sector, questioning why the interior department remains the only one without mandatory qualifications and asks how the interior can meet the climbing standards of the industry.
Words by Lulu Trask, managing editor of The Crew Report
‘Leave to stew’ is an instruction perhaps more familiar on the pages of a cookery book, but by adding just two words this idiom becomes an accurate depiction of the state of today’s interior department. Our industry is shamefully guilty of ‘leaving the stews to stew’. While chief engineers and captains have worked their way up the ladder of formal certification, the interior department remains completely void of any mandatory qualifications whatsoever, and frustration is brewing. This has not gone without notice, for this vexation is manifesting itself in harmful ways. Esther Delamare, crewing consultant at The Crew Network, tells The Crew Report: “Last summer we felt that there was quite a high demand for stewardesses with experience, and at some point it was rather difficult to find good candidates.” She adds that this was a roll-on effect of a high number of stewardesses jumping ship, which has a damaging impact on longevity figures and the interior department’s reputation. Chief Stewardess Agis Variani of 40m motoryacht My Colors tells The Crew Report she even read in one forum: “I think the chief stews, whether they are married to the captain or not, are the biggest
problem on every boat that I have worked on.” And without mandatory qualifications to differentiate candidates the recruitment process for the interior is having to adapt. For Variani the recruitment of stewardesses is based largely on education. “Nowadays when I need to hire a stewardess I look at the highest level of education possible and not only at the usual, expected interior courses,” she says. “I know I may sound elitist, but the fact is that it is much easier in all aspects to work with people that have learned how to be prepared for a professional life. They understand the hierarchy that a job – and ultimately a yacht – demands better than those who are just party-oriented, rebel-without-acause teenagers. The industry is not a ‘charity club’ to embrace non-basicallyqualified personnel.” But over the past 12 months the interior has taken huge leaps towards regulation. The Professional Yachting Association’s (PYA’s) three-years-in-themaking Guidelines for Unified Excellence in Service Training (GUEST) was officially launched at last year’s Monaco Yacht Show. “We will start to see the next generation of interior crew working to
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interior
a better structured format of interior duties, service and hospitality,” explains GUEST coordinator Joey Meen. “In past years – and with high commendation – crew have had to muddle along with inconsistent training and mentoring.” But while there is no doubt this formalised career path will become hugely beneficial to interior crew, the fundamental problem remains: there are still no mandatory training requirements for the interior. A lag behind the deck and engine departments is still being felt by the interior, and will be felt until all departments are on equal footing. “I am still amazed at the lack of consistency I’ve found in the role of chief stewardess,” Theresa Manwaring, chief stewardess of 58m motoryacht Lady Linda, tells The Crew Report. “With the size of yachts increasing, the chief stew’s role becomes much more managerial and administrative, and I feel as though the industry does not have the quantity of qualified people with some level of professional background that it needs. The industry needs a starting point for stewardesses, a basis for training that is the same across the board. It’s required and available for the deck and engineering departments, and if we are looking to provide five-star guest service I think it is important for the interior team as well. We are just scratching the surface of what is needed.” Speaking to The Crew Report, Peter Vogel, chief executive officer of Interior Yacht
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interior
I’m sure if PYA’S GUEST was made mandatory we would see less of a turnover. It would enable individuals to work their way up the ladder. This is where I think the PYA could be the game changer. – Chief Stewardess Alice Morby
Services, says it is about going back to basics – safety basics. “We need to compare it with what the MCA did on the deck side. The STCW – no one needed it, no one was supposed to have it. Then the first training providers started to offer it and eventually it became mandatory. But it was all very safety driven, and the future and the focus needs to be on why the interior isn’t considered a safety aspect. Think about a charter – sixty to seventy per cent is spent with the interior team.” However, it’s not just a matter of clicking one’s fingers; accountability is a crucial factor. “The problem is, who is going to make these courses mandatory? Everyone needs to look at this much more holistically, and if the MCA and all the other regulatory bodies can recognise this need, it can start to become regulated,” says Vogel. “I think the PYA has taken the first steps to a future of a bespoke career development for interior crew and it’s really important that people higher up start not just endorsing it, but really looking at it and asking: how difficult is it to actually make this part of something mandatory?” And this is the desire of today’s serious professional chief stewardesses. “I’m sure if PYA’S GUEST was made mandatory we would see less of a turnover,” explains Chief Stewardess Alice Morby. “It would enable individuals to work their way up the ladder. This is where I think the PYA could be the game changer.” Vogel also points to the International Safety Management code (ISM) as something the interior should take from the deck and engineering departments. “We also need to
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implement proper interior guidelines and standard operating procedures as this will create a minimum standard for interior yacht operation. It’s a business; it’s not the Wild West any more. And this is another thing that needs to be endorsed from a higher level. When a captain supports this operating procedure, wonderful. When a management company supports it, even better. Then someone is going to have to come along and make it compulsory.” But is this too idealistic? We are now in the midst of MLC implementation and MARPOL amendments; regulating our industry takes time and today we recognise that more than ever. The current situation is bitter-sweet. We are taking the right steps towards regulating the interior but the fact that this is due to such a strong desire from the stewardesses merely reminds us that we are following suit of other departments at such an incredible delay. Yet Vogel is right when he tells me: “We can’t go faster than we’re already going.” With the interior on the same tracks as the deck and engineering departments, just a few stops behind, we can expect to see regulations in the (relatively) near future and hope for a safer, more professional interior. But this is something we must continue to push for, lest the delay gets any bigger than it already is.
To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 Making the grade
Future forecast: insurance
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In this new regular feature, experts discuss the industry’s current state and predictions for the future. In this first for The Crew Report we speak to Mark Bononi, director of MHG Insurance Brokers’ yacht division, about how today’s owners are providing better benefits for their crew and the danger new carriers pose by entering the yachting industry.
What trends in the crew insurance market materialised in 2012? 2012 was a year when there was a continued movement by vessel owners to provide crew with a more comprehensive medical plan than in the past. While this trend may be due in part to industry pressures, I like to think it is also due to education and because more and more vessel owners are deciding to do the right thing for their crew. Yacht managers and others have been instrumental in helping vessel owners understand the benefits of providing their crew with a comprehensive medical plan. It is interesting that while economic conditions in 2012 were still not ideal, vessel owners still moved forward with additional insured benefits for their crew instead of looking for ways to reduce them. Yacht owners continued to move towards a crew medical plan that covers more than when the crewmember is on the yacht; they are now offering plans that include cover off the yacht as well as on holiday and in the crewmember’s home country. Many vessels are also now including dental cover as well as preventative care and disability income protection. Some P&I insurers now mandate a separate crew medical policy to be in place as a warranty to their coverage, which means that in order for an insurance company to be willing to insure a yacht, the insurance company requires a separate policy to be in place for the crew. This is a good thing for the crew because it forces owners to provide them with a true medical policy.
How do you predict the crew insurance market will evolve over the next year, and which factors will contribute to this?
What impact will the Maritime Labour Convention 2006 (MLC) have upon the superyacht crew insurance sector?
The insurance market is in a constant state of change due to a number of factors such as the needs of the industry, regulatory changes and insurer experiences. Crew are likely to see an improvement in benefits received due to competition between insurers to offer the best plan. In addition, as the industry evolves and we see things not covered that yacht crew may wish to have insured, those features can be incorporated into further insurance packages. I believe that 12 months from now a significant number of crewmembers who work on larger yachts will have a better insurance plan than they have now for a number of reasons – one reason being merely because they didn’t have one previously. Another reason is peer pressure – an important factor between owners. Additionally, if I am a crewmember working on a yacht that has a good medical plan, I am less likely to look for work on another yacht if it does not offer any benefits to the crew. Quality crew expect – and deserve – a compensation package including comprehensive health insurance.
I think we will see some new carriers trying to jump into the marketplace because of the MLC; buyer, be cautious! New carriers do not know the yachting industry. It is a very specific occupation with needs that cannot easily be anticipated by someone who has not been in the industry. New companies may not provide the quality of service, the benefit features needed or worse, false promises. Crew should look out for things that appear ‘too good to be true’ and do their research, or rely on existing experts already in the industry. One very small – and fairly ignored – part of the MLC states that vessel owners are required to provide benefits, referred to as ‘branches’. This responsibility lies with the vessel owner, and by extension the yacht manager if applicable. The last thing anyone would want is for their vessel to be arrested or detained in port due to non-compliance with the MLC, especially if it is due to not providing crew with the health and welfare benefits they deserve. Truly, it is everyone’s responsibility to stay informed about changes in our industry.
Is there anything we as an industry can do to ensure crewmembers better understand the insurance sector? Crew need a better understanding of all sectors. Because insurance is so technical and at the same time pretty boring, crew need continual support to make sure they have enough of an understanding to satisfy their needs. Additionally, because there are always new crew coming into the industry, there is a perpetual need to educate and inform. We as an industry need to continue to provide educational articles and seminars wherever we can. We need to keep the message as clear, professional and consistent as possible. Because of the turnover in the industry and the fact that insurance is complex and always changing, it is critical to inform crewmembers as often as we can about the importance of having an understanding of their insurance.
To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 Future forecast
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our social network
our social network In another first for The Crew Report, we bring you a snapshot of what our readers are talking about in our online debate forum.
What makes a ‘good’ recruitment agency? Listening to recent talk in the industry it is obvious there are some very good recruitment agencies out there, but there are also some that have tarnished the name. So, what do you look for in a good recruitment agency? And, perhaps more importantly, what is a ‘good’ recruitment agency? One that gets you a job as quickly as possible? One that waits until they think they’ve found exactly the right job for you? Or one that looks after you and your needs beyond a placement on board a superyacht? I would argue that the current system of yacht crew recruitment is a bit of a mess. Maybe there are some captains/managers who enjoy a cosy relationship with their chosen crew agents and have the budget to support agent fees. But to me, unless an agent really goes to some trouble over checking and selecting candidates for a position and has some kind of exclusivity to that person, their fees are rather exorbitant. It may be the case that the large fee you pay an agent is readily consumed by staffing and paying overheads on their branch offices but when all they may do for their fee is check a couple of references and send a few emails back and forth, you begin to wonder if you are in the wrong game and shouldn't start an agency yourself. That thought evidently occurred to many others too if the number of crew agents out there is anything to go by. This proliferation has done no one any favours; crew are faced with the laborious and time-consuming process of having to register and check in with dozens of agents to be sure they have cast their net as widely as possible, and employers feel they have to offer positions to as many agents to be sure they reach as many suitable candidates. In addition there is no formal system in place to avoid duplication of CVs from different agents other than the employer being open with the agents about what CVs they have received – messy and time-consuming. – Captain Laurance Ottley
Whenever I am looking for crew I try to give the recruitment agencies as much information as possible about the position. This would include position, qualifications, experience, cruising schedule etc. The ‘good’ recruitment agencies will then take all this into account and try and match the right people for the position. It is not uncommon for some agencies to send you everyone they have on their books in the hope that one of them might appeal to you. We have enough to do rather than trawl through endless CVs which, in my opinion, is the agencies’ job. There is no point putting someone on a yacht that wants to stay in Europe, to find out that the yacht immediately relocates to the other side of the world. This is costly to the yacht as they have to go through the whole process again and have to bear the other costs of uniforms, flights etc. Crew who have been in the business for some time will work out who the ‘good’ agencies are and captains will also do the same. I have my preferred agencies based on past history and have always received excellent candidates. – Captain Mike Hitch It’s not about volume. I think some agents send a batch of CVs to get their CVs to the client first when they don’t have much information on a job or if they know the job request has gone to several agents and time is of the essence. I would rather offer a more one-on-one service, take a bit of extra time to ask more questions and get a feel for the job before sending a few CVs and then inviting feedback from the client. The more information we have as agents the easier the process. It’s good to develop a relationship with just a few agents, then they understand your needs better. – Erica Lay, El Crew Co
our social network
63 Crew longevity
A cash bonus for having reached milestones of every five years would be a good idea.
The rate of crew turnover on a superyacht is often high and this can cause all sorts of issues on board. What can be done to keep crew? Is it always down to the captain or the owner?
– Michael Brettschneider
I asked eight of our crew at lunch and the answers in no particular order were money, holiday, itinerary, owner and crew. An interesting one that came up was ‘fairness’ and consistency of fairness. I dug a little deeper and asked about courses, progression and professionalism and then people started to comment about wanting the chance to move up the ladder and work for quality crew. I really believe that it all starts from the captain and owner down through how they want to run the boat; do you want career driven people that want to snap at their boss’s heels and progress, or crew that want to have a bit of fun and make a quick bit of cash and move on? I think possibly more realistic is to accept that different positions have differing levels of longevity.
I’ve been with the same owners since 2007 and the relationship works well for us both. We all know where we are and what is expected of us but ensure we keep a professional working relationship. The owner prefers to have the same crew from one year to the next and as captain this suits me, as long as the crewmembers are the right people for us – the owner, myself and the remaining crew. As long as we are happy with the crewmember it is up to the individual to give him or herself the opportunity of longevity and reap the benefits that come with it – a good (reliable) salary, health insurance, healthy working environment, training fees covered and promotion opportunities. – Captain Jonathan Shell JOIN THE DEBATE AT WWW.THECREWREPORT.COM
– Mike Rouse
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readers’ comments
Readers’ comments
In this issue’s Readers’ Comments, all comments have come via TheCrewReport.com from online excerpts of features from previous issues and online-only features from our editorial team. Here, readers comment on two features from Issue 62 of The Crew Report as well as an online feature on the ‘secrecy blanket’ of our industry. Calling it quits
The Secrecy Blanket
Stars and stripes
In Issue 62 of The Crew Report we printed a letter from Captain Danny Keeven and wife Tinasih, sent to a leading recruitment agency announcing their departure from the industry and outlining a number of ways the industry had changed for the worse.
Managing Editor Lulu Trask addressed the problems caused by the private nature of our industry and how the fear of being named is having huge impacts on those working within our industry being heard and, more importantly, safety. View the full article and comments onTheCrewReport.com.
In Issue 62 of The Crew Report ex-captain Mike French highlighted our industry’s likelihood to place stereotypes upon US crewmembers, with assumptions that they were more likely to sue and that it was difficult to enter US waters.
“Unfortunately, due to the direction and nature of our industry, having anything productive to say, good or bad, critical or constructive, has just become far too risky for anyone except those deliberately leaving the business. It’s a downright shame, ridiculously counter-productive and it hurts everyone involved.” – Captain Brian Bennett “Interesting comments from Captain Danny, and unfortunately an issue (if you want to call it this). Since 2009 we have seen a significant change in the industry with new classroom-qualified crew with limited on-thewater experience. I agree with Captain Brian Bennett – downright shame.” – Angela
“This is a very interesting point compounded by the fact that other industries are becoming more and more transparent through the growth of the internet and of course the use of social networks. Where many industries go online to voice their troubles, concerns or complaints, by monitoring some typical industry keywords we can see that this is not the case in the ‘secret world of yachting’. Will it ever change? Unlikely, unless the clients’ perceived value of privacy changes first.” – James Econs “Sounds like you need a trade union, but will that scare owners away?” – Simon
“While I believe the issue about American crews suing was a concern, I don’t believe it to be the only one. It is my opinion that the majority of captains prefer not to hire Americans as a way of equalising the fact that we are not offered the positions on US flagged vessels. South Africans, Australians, Brits or other nationalities other than Americans or Green Card holders are often told they need not apply for positions on US flagged vessels.” – Anonymous “Interesting article. My own experiences are mixed regarding entry into the USA but I do agree that it is no more difficult than a lot of countries I’ve visited. My P&I insurance certificate states that I am only allowed to employ two US citizens on my yachts – purely due to the risk of them suing us. Sounds like a reputation that is difficult to remove.” – Captain Mike Hitch
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UNITED STATES Carter Robinson & Associates P.O. Box 16113, Newport Beach, CA 92659 Tel: +1 949 903 9153 Email: Carter_Robinson@sbcglobal.net Contact: Carter Robinson GBR MARINE SERVICES, LLC 4001 NW 27 Terrace, Boca Raton, FL 33434 Tel: +1 954 465 7880 (service) Tel: +1 954 817 8630 (admin) Email: gbrmarine@bellsouth.net Contact: Geoff Balmer RELIABLE MARINE ELECTRIC PO Box 1318, San Marcos, CA 92079 Tel: +1 619 884 2079 Fax: +1 619 442 6591 Email: JohnP@Reliable-marine.com Contact: John Page
AUSTRALIA Major Yacht Services POB. 620, Gladesville NSW 2111, Australia Tel: +61 (0) 2 9810 7200 Fax: +61 (0) 2 9810 0144 Email: Geoff@mysaust.com Contact: Geoff Majer
MARITIME MARINE 3200 S. Andrews Ave #113, Ft Lauderdale, FL 33316 Tel: +1 954 467 8200 Fax: +1 954 467 8207 Email: maritimemarine@att.net CARIBBEAN Electec N.V. Wellington Road # 29, Cole Bay, St Maarten, Netherlands Antilles Tel: +599 544 2051 Fax: +599 544 3641 Email: bert@electec.info Contact: Bert Lamerigts DOCKYARD ELECTRICS LTD CrewsInn Hotel & Yachting Centre, Chaguaramas, Trinidad & Tobago, West Indies Tel: +868 634 4933, Fax: +868 634 4933 Email: info@dockyardelectrics.com EUROPE Ship System SRL Via XX Settembre 16/4, 16121 Genoa, Italy Tel: +39 010 897 8688 Fax: +39 010 869 1012 Email: cornice@shipsystem.com Contact: Massimo Cornice ROBERTS ELECTRICAL MARINE 32 Route du Badine, 06600 Antibes, France Tel: +33 (0)6 07 21 30 38 Email: kevinroberts@attglobal.net ARTI MARIN ELEKTRIK DIS TICARET LTD. STI Ayd›ntepe Mah. Sahilyolu Cad., Denizciler Is merkezi No:25/14, Tuzla - Istanbul - Turkey Tel: +90 216 493 93 01 Fax: +90 216 493 93 73 Email: erkmen@artimarin.com ASTILLEROS DE MALLORCA C/ Contramuelle Mollet 11 – 07012, Palma de Mallorca, Spain Tel: +34 971 710 645 Fax: +34 971 721 368 Email: info@astillerosdemallorca.com CASQUEIRA LDA Avenida dos Bacalhoeiros, 188, 3830-553 Gafanha da Nazare, Portugal Tel: +351 234 367 026 Fax: +351 234 364 751 Email: casqueira@casqueira.pt Our 24 hour contacts: Operational manager: Miguel Casqueira Tel: 963 772 818, EmailL: miguel@casqueira.pt or Alberto Bola, Tel: +351 962 542 963 Email: albertobola355@msn.com GOLDEN A/S 126 Trapezoundos Str. – 18121 Koridallos, Greece Tel: +30 210 4312349 Fax: +30 210 4312325 Email: management@golden-as.com TESTBANK SHIP REPAIR LTD Western Avenue, Western Docks, Southampton SO15 0HH, UK Tel: +44 0 2380 787878 Fax: +44 0 2380 787826 Email: b.needle@testbank.co.uk ADMAREL BV Contact Name: Teun Tanis Van Hennaertweg 17A, 2952 CA Alblasserdam, The Netherlands Tel: +31 (0)78 692 19 00 Email: service@admarel.nl MIDDLE EAST EPS - Electro Power Systems LLC P.O. Box 122582, Dubai, U.A.E. Tel: (+971 4) 258 1831 Fax: (+971 4) 258 1834 Email: nael@electrops.com Contact: Nael Jamil
ATLAS MARINE SYSTEMS SHORPOWER® U.S. OFFICE: 1801 S Perimeter Road, Suite 150, Fort Lauderdale, FL 33309-7140, USA Tel: +1 954 735 6767 (sales) Tel: +1 214 343 7587 (service) Fax: +1 954 735 7676 Email: mikep@atlasmarinesystems.com Website: www.atlasmarinesystems.com Contact: Mike Prado
THAILAND Electrical Marine Co., Ltd Phuket Boat Lagoon, 20 / 9 - 10 Moo 2 Thepkasattri Road, Koh Kaew, Muang Phuket 83000, Thailand Tel: +66 76 239 112 Fax: +66 76 238 943 Email: damian@electrical-marine.com Contact: Damian Barrett
TAIWAN Asia Marine Equipments Ltd Taiwan Main Office 17F.-2, No.319, Dazhong 2ndRd. Zuoying Dist. Kaohsiung City 813, Taiwan (R.O.C) Tel: +866 (0)7 3430950 Fax: +886 (0)7 3430952 Email: kevin@asiamarine.com.tw Contact: Kevin Ou
EEKELS MARPOWER CONVERTERS A.PLesmanlaan 2, 9615TH Kolham P.O. Box 4, 9600 AA Hoogezand The Netherlands tel: +31 598361736 Contact: Manfred Lammers EMAIL: m.lammers@eekels.com WEB: www.eekels.com ITALY Marine Automation Srl. Via dei Pescatori, 28 - 55049 Viareggio LU TeL: +39 0584 388288 Contact: Fabrizio Scoccia EMAIL: fabrizio@marineautomation.it TURKEY Mavituna Ltd. Sti. Yayla Mah. Cengiz Topel Cad. No: 119/A - Tuzla Istanbul – Turkey Tel: +90 216395 8983 Contact: Songür Ulus EMAIL: sales@mavituna.com.tr MALTA Automation Technologies UNIT 1140/1145, KBIC Kordin Industrial Estate, Paola PLA 3000 Tel: +356 23980169 Email: info@atech.com.mt
AGENCY SERVICES
WEBASTO MARINE Kraillinger Str. 5, 82131 Stockdorf, Germany Tel: +49 – 89 – 85794 0 Email: info@webasto-marine.com Website: www.webasto-marine.com
ANCHORING SYSTEMS & DECK SYSTEMS
MUIR WINDLASSES Head Office: 100 Browns Road, Kingston 7050, Tasmania, Australia Tel: +61 (0) 3 62 290628 Fax: +61 (0) 3 62 297030 Email: matthew@muir.com.au Website: www.muir.com.au Muir Europe: Tel: +44 (0) 23 8033 0854 Fax: +44 (0) 23 8033 9127 Website: sales@muir-windlasses.com Muir USA: 10 SW 23rd St, Ft Lauderdale, FL 33315, USA Tel: +1 954 684-0629 Fax: +1 954 797-9761 Email: muirusa@muir.com.au Website: www.muir.com.au
AV/IT PROJECT MANAGEMENT & CONSULTANCY
BOND TECHNICAL MANAGEMENT La Beau Rivage, 9 Avenue d’Ostende, Bloc B 7th floor, Monaco, MC 98000 Tel: +377 9798 5893 Fax: +377 9798 5894 Email: info@bondtm.com Website: www.bondtm.com
AVIATION ULTRAMAR AGENCIA MARITIMA Av El Bosque Norte 500, Las Condes, Santiago P.O. Box 131-34 El Golf, Postal Code 755-0092, Chile Tel: +56 2 630 1000 +56 9 683 42531 Fax: +56 2 6301896 Email: tmiranda@ultramar.cl operations@ultramar.cl Website: www.ultramar.cl
HELIDECKS TRAINING SOLUTIONS Charles House, 18-21 Charles Street, Truro, Cornwall TR1 2PQ, UK Tel: +44 (0)1872 262819 Email: info@helidecks.co.uk Website: www.helidecks.co.uk
Specialists in TPA (temporary importation) RS SHORE SUPPORT Edificio Global, Oficina 11 (RS & Global Yacht Finishing) Oficina 13 (RSFR), Espigón Exterior S/N, Muelle Viejo 07012 Palma de Mallorca, Spain Tel: +34 971 213 305 Fax: +34 971 712 925 Mobile (24/7): +34 689 242 098 Email: info@rsshoresupport.com Website: www.rsshoresupport.com
AIR-CONDITIONING CRUISAIR E-Mail: sales@crusair.com Website: www.dometicenviro.com
HELIRIVIERA 29, Aéroport Cannes-Mandelieu, 245 Avenue Francis Tonner, 06150 Cannes la Bocca, France Tel: +33 (0)4 93 90 53 00 Fax: +33 (0)4 93 90 53 01 Email: training@heliriviera.com Website: www.heliriviera.com
BOOKS & CHARTS KELVIN HUGHES LTD E-mail: terry.smallwood@kelvinhughes.co.uk Website: www.bookharbour.com
HEINEN & HOPMAN ENGINEERING BV Produktieweg 12, 3552 LN Bunschoten Mailing address: PO Box 9, 3750 GA, Bunschoten, The Netherlands Email: info@heinenhopman.com Website: www.heinenhopman.com
66 BRANDING
VR THINKING AHEAD GMBH Elbchaussee 43, 22765, Hamburg, Germany Tel: +49 (0)40 7690 8870 Email: mail@yacht-branding.com Website: www.yacht-branding.com
BROKERAGE
COMPUTER SERVICES/ CONSULTANCY
Efficient. Connected. La Galerie du Port, Rue Lacan, Antibes 06600, France Tel: +33 492380558 Email: mandy@crewunlimited.com
VAN ALLEN GROUP We understand the mechanics of team building. Tel: +34 871 96 06 94 Fax: +34 670 53 27 73 Email: info@vanallengroup.com Website: www.vanallengroup.com
NLIGHTENED SOFTWARE LTD Tanglewood House, 4 Fir Tree Close, St Leonards, Ringwood, Hants. BH24 2QW, UK Tel: +44 (0) 1202 855816 Fax: +44 (0) 1202 855816 Email: support@nlightened.co.uk Website: www.nlightened.co.uk
CONSULTANTS
Working together.
THE CREW NETWORK 12 avenue Pasteur, 06600 Antibes, France Tel: 04 97 21 13 13 Email: antibes@crewnetwork.com Website: www.crewnetwork.com
Stay
Your partner in recruitment
tel. +33 (0) 492 904 610 www.ypicrew.com YPI CREW Résidence de la Mer, 6 Avenue de la Libération, Antibes 06600, France Tel: 00 +33 (0) 4 92 90 46 10 E-mail: info@ypicrew.com Website: www.ypicrew.com
YPICrewHalfPageFINAL.indd 1
DENISON YACHT SALES FLORIDA: Apex Marine, 401 S.W. 1st Avenue, Fort Lauderdale, FL 33301 Tel: +1 954.763.3971 Fax: +1 954.763.3940 CALIFORNIA: The Boatyard, 13555 Fiji Way, Marina del Rey, CA 90292 Tel: +1 310.821.5883 Fax: +1 310.694.8035 NEW ENGLAND: Island Cove Marina, 47 Sunrise Avenue, Old Saybrook, CT 06475 Tel: +1 860.883.4904 Fax: +1 860-388-4532 MEXICO: Edificio Marina San Carlos, Local 9, San Carlos, 85506 Sonora, Mexico Tel: +52 1322.294.2510 Fax: +52 622 226 1153 Email: Bob@DenisonYachtSales.com Website: www.DenisonYachtSales.com
WATERMAN MARINE CONSULTANCY BV Marine Surveys & Yacht Management Witteweg 4, 1865 BA, Bergen aan Zee, The Netherlands Tel: +31 72 743 10 38 Mobile: +31 623 82 64 82 Website: survey@watermanyachts.com
DEMLER MARINE CREW Rothenbaumchaussee 209, 20149 Hamburg, Germany Tel: +49 40 7296 1910 Fax: +49 40 7296 1912 E-Mail: crew@demlermarine.com Website: www.demlermarine.com
CREW TRAINING
WOLFSON UNIT M.T.I.A. Email: wumtia@soton.ac.uk Website: www.wumtia.com
CONSULTANTS & SURVEYORS MARINE SURVEY BUREAU Email: info@msb-palma.com Website: www.msb-palma.com
Please see below regarding change on address for TSR and TCR
DOVASTON CREW AGENCY C/Joan de Saridakis 2, Edificio Goya, Local 1 A, Marivent, Palma de Mallorca 07015, Spain Tel: +34 971 677 375 Fax: +34 971 677 785 Website: www.dovaston.com
INTERNATIONAL CREW TRAINING 910 SE 17th Street Suite, 200 Fort Lauderdale, Florida 33316, United States Tel: +1 954 525 5117 Fax: +1 954 525 7643 Email: katie@regencytravel.biz Website: www.yachtmaster.com
Bloopers. CONSULTANTS COATING
MICS – MALTA – YACHT SURVEYORS, CONSULTANTS AND NAVAL ARCHITECTS Nautic 53, Triq L-Ortolan, San Gwann, SGN 1943, Malta Tel: +356 2138 4722 Fax: +356 2138 4724 Email: info@micsltd.org Website: www.micsltd.org and www.micsyachtsurveys.com
ATLAS PAINT ATLAS PAINTCONSULTANTS CONSULTANTS B.V. B.V. Hoefsmidstraat41, 41, 3194 AA Hoogvliet – Rotterdam, Hoefsmidstraat 3194 AA Hoogvliet – Rotterdam The Netherlands The Netherlands +31 (0)10 2310780 2310780 OfficeOffice tel: tel: +31 (0)10 Mobile tel: +31 (0)6 51018231 Mobile tel: +31 (0)6 51018231 Website: www.atlaspaintconsultants.com Website: Email: www.atlaspaintconsultants.com info@atlaspaintconsultants.com Email:World info@atlaspaintconsultants.com wide professional paint inspection and consultancy services for refit and new build projects in the yachting, marine and protective coating industries. • •
Inspections; Surveys;
CREW MANAGEMENT
CCS – YACHT COATING SERVICES • Arbitration; • Expertise; Email: info@ccs-exp.com • Failure analysis; Website:• www.ccs-exp.com Preparation, set up and review of bid packages, specifications and contracts for new build and
LUXURY YACHT GROUP 1362 SE 17th Street, Fort Lauderdale, Florida 33316, USA Tel: +1 954 525 9959 Fax: +1 954 525 9949 Email: crew@luxyachts.com Website: www.luxyachts.com
JOHN PERCIVAL MARINE ASSOCIATES Marine House, 86a Market Street, Hoylake Wirral, Merseyside, CH47 3BD, UK Tel: +44 (0)151 632 4664 or 4000 +33 (0)870 449543 Fax: +44 (0)151 632 4776 Skype: johnpercivalmarineassociates
Antibes Office: La Galerie du Port, 8 Blvd. d’Aguillon, 06600 Antibes, France Tel: +33 (0)4 89 12 09 70 Fax: +33 (0) 4 97 21 37 84
refit projects;
MARITIME PROFESSIONAL TRAINING 1915 South Andrews Avenue, Fort Lauderdale, Florida 33316 USA Tel: +1.954.525.1014 Fax: +1.954.764.0431 Email: info@MPTusa.com Website: www.MPTusa.com
Contact: Nico Röper
MYPAI – MARTEN YACHT PAINT ADVICE & INSPECTION Van Ommenstraat 3, 8326 CP Sint Jankslooster, The Netherlands Tel: +31 (0) 527 246 855 Mobile: +31 (0) 620 429 425 Fax: +31 (0) 527 245 688 Email: info@mypai.nl Website: www.mypai.nl
PINMAR Cami Escollera 5, Palma de Mallorca, 07012 Spain Palma Head Office: Direct line: +34 971 71 37 44 E-mail: remy@pinmar.com Website: www.pinmar.com
VIKING RECRUITMENT Viking House, Beechwood Business Park, Dover, Kent CT16 2FG, UK Tel: +44 (0) 300 303 8191 Fax: +44 (0) 130 482 7710 Email: info@vikingrecruitment.com Website: www.vikingrecruitment.com
CREW PAYROLL SERVICES
NAUTIC CREW INTERNATIONAL, INC. 777 S.E. 20th Street, Suite 280, Fort Lauderdale FL 33316, United States Tel: +1 954 453 0097 Tel: +1 954 453 9402 Sint Maarten: +599 520 2632 Fax: +1 954 530 2598 Email: info@nauticcrewintl.com Website: www.nauticcrewintl.com MPI GROUP Peel House, Upper South View, Farnham, Surrey GU9 7JN, UK Tel: 01252 732220 Fax: 01252 732221 Email: et@mpigroup.co.uk Website: www.mpigroup.co.uk
EQUIOM MARINE & AVIATION SERVICES (JERSEY) LIMITED 12-14 David Place, St. Helier, Jersey, JE2 4TD Tel: +44 (0) 1534 760100 Email: enquiries@equiom.je Web: www.equiom.je
CREW PLACEMENT
CREW UNLIMITED 1069 SE 17 Street, Ft Lauderdale, Florida 33316, USA Tel: +1 954-462-4624 Fax: +1 954-523-6712 Email: sue@crewunlimited.com Website: www.crewunlimited.com
PETER INSULL’S CREW AGENCY La Galerie du Port, 8 bvd d’Aguillon, 06600 Antibes, France Tel: +33 (0) 4 93 34 64 64 Fax: +33 (0) 4 93 34 21 22 Email: crew@insull.com Website: www.insull.com
Please visi
PYT 24/26 Fenton Road, Durban 4001, South Africa Tel: +27 (0)31 307 4992 Fax: +27 (0)31 307 4999 E-Mail: info@pyt.co.za Website: pyt.co.za
67 ENTERTAINMENT SYSTEMS
THE CREW ACADEMY Cellule 14, Port Camille Rayon, Quai Napoleon, Golfe Juan, 06220, France Unit 2, 7 Spa Road, London SE163QP, United Kingdom Natasha Rajalingam Direct line: +447725 235 077 E-mail: natasha@thecrewacademy.com
CREST SYSTEMS ENGINEERING LTD Contact Name: Nick Cranston United Kingdom Tel: +44 (0) 7554 889 550 Email nick@crestsystems.co.uk Website: www.crestsystems.co.uk
MARQUIP BV Staalindustrieweg 5, 2952 AT (NL), Alblasserdam, The Netherlands Tel: +31 -(0)78-6810975 Fax: +31 -(0)78-6810976 Email: info@marquip.nl Website: www.marquip.nl
GAC PINDAR Medina Chambers, Town Quay, Southampton, Hampshire SO14 2AQ, UK Tel: +44 (0) 2380 489924 Mobile : +44 7792 691 831 Email: murray.bishop@gac.com Website: www.gacpindar.com
SOUNDOWN CORPORATION 16 Broadway, Salem, MA 01970, United States Tel: +1 978-745-7000 Fax: +1 978-745-0900 Email: sales@soundown.com Website: www.soundown.com
GO2 GLOBAL YACHTING 1 Blossom Road, Rochester NY 14610, USA Tel: (US & Caribbean sales): +1 954 271 2100 Tel: (European sales): +44 33 33 447 111 Website: go2globalyachting.com
Andrew Roch Direct line: +44[0] 203 179 25 25 E-mail: info@thecrewacademy.com www.thecrewacademy.com
DAWSONS AV MARINE LLP 74 Poole Road, Westbourne, Bournemouth, Dorset, BH4 9DZ, UK Tel: +44 (0)1202 764965 Fax: +44 (0)1202 763622 Email: sales@dawsonsgroup.com Website: www.dawsonsgroup.com WARSASH Newtown Road, Warsash, Southampton, Hants SO31 9ZL, UK Tel: +44 (0) 1489 556242 Fax: +44 (0) 1489556153 Email: wsa@solent.ac.uk Website: www.warsashsuperyachtacademy.com
CREW UNION & ASSOCIATION
Ft Lauderdale: 3005 SW 2nd Ave. #102, Ft Lauderdale, FL 33315, USA Tel: 954-761-9188 Fax: 954-761-3136
FENDERS
HARRIS, GRANT ASSOCIATES 16 Trinity Churchyard, Guildford, Surrey GU1 3RR, UK Tel: +44(0) 1483 885 678 Fax: +44(0) 1483 885 677 Email: info@harrisgrant.com Website: www.harrisgrant.com
FENDACENTRE Tel: UK: +44 (0)1590 641431 FRANCE: +33 4 93 09 60 03 Email: sales@fendacentre.com Website: www.fendacentre.com
YACHT FUEL SERVICES 13th Floor, Portland House, Bressenden Place, London SW1E 5BH Tel NEW: +44 (0) 207 808 6969 Fax NEW: +44 (0) 207 808 5088 Mobile: Barnaby Skipwith +44(0) 796 859 4562 John Sipson +44(0) 782 873 7808 Email: mail@yachtfuel.com Website: www.yachtfuel.com
GENERATORS NAUTILUS INTERNATIONAL Head office: Nautilus International, 1&2 The Shrubberies, George Lane, South Woodford, London E18 1BD Tel: +44 (0)20 8989 6677 Fax: +44 (0)20 8530 1015 Email: enquiries@nautilusint.org Website: www.nautilusint.org
DIESEL TANKS
FINANCE OCULUS TECHNOLOGIES B.V. Jan Gijzenkade 24, 2022 DW Haarlem, The Netherlands Tel: +31 6-42110694 Email: info@oculustechnologies.nl Website: www.oculustechnologies.nl
ELECTRIC PALLADIUM TECHNOLOGIES, INC. Email: info@PalladiumTechs.com Website: www.PalladiumTechs.com
ELEVATORS LIFT EMOTION BV Email: info@lift-emotion.eu Website: www.lift-emotion.eu
FLOWERS/FLORAL DECORATION
VIDEOWORKS E-Mail: videoworks@videoworks.it Website: www.videoworks.it
EXHAUST GAS PURIFICATION TURTLE PAC PTY LTD COLLAPSIBLE DIESEL TANKS 10 Hayter Street, Currumbin, QLD 4223, Australia Tel: +61 7 5598 1959 Fax: +61 7 5598 1959 Email: turtlepac@yahoo.com.au Website: www.turtlepac.com
AON Email: leigh.howell@aon.co.uk Website: www.aon.co.uk
HALYARD (M&I) LTD Whaddon Business Park, Salisbury, SP5 3HF, UK Tel: +44 (0)1722 710922 Email: Techhelp@halyard.eu.com Website: www.halyard.eu.com Contact: Hugh Cunningham (hcunningham@halyard.eu.com) or Richard Burnett (rburnett@halyard.eu.com)
HUG ENGINEERING AG E-Mail: info@hug-eng.ch Website: www.hug-eng.ch
RONI FLEURS 6 Rue Ste Marguerite, 06160 Juan Les Pins, France Tel: +33 (0) 4 93 61 93 31 Fax: +33 (0) 4 93 61 83 14 Email: roni3@club-internet.fr Roni Fleurs 52 Bd Marechal Juin 06800, Cagnes sur Mer, France Tel: +33 (0) 4 93 20 55 58 Fax: +33 (0) 4 93 20 55 45 Email: Contact@roni-fleurs.com 3 A Events 330 Chemin de la Constance 06600, Antibes, France Tel: +33 (0) 4 93 74 44 50 Email: Contact@roni-fleurs.com
FUEL AND LUBE OIL SUPPLIER
EXHAUST SYSTEMS
HALYARD (M&I) LTD Whaddon Business Park, Salisbury, SP5 3HF, UK Tel: +44 (0)1722 710922 Email: Techhelp@halyard.eu.com Website: www.halyard.eu.com Contact: Hugh Cunningham (hcunningham@halyard.eu.com) or Richard Burnett (rburnett@halyard.eu.com)
HEATING SOLUTIONS
WEBASTO MARINE COMFORT Kraillinger Str. 5, 82131 Stockdorf, Germany Tel: +49 – 89 – 85794 0 Email: info@webasto-marine.com Website: www.webasto-marine.com
HYDRAULICS/THRUSTERS
Yachting contacts: nicolas@roni-fleurs.com 0033(0)6 14 622 547 anika, superyacht@roni-fleurs.com 0033(0)7 61 07 62 28 Website: www.roni-fleurs.com
ENGINE CRANKCASE SYSTEMS & AIR FILTRATION WALKER ENGINEERING ENTERPRISES Email: sales@walkerairsep.com Website: www.walkerairsep.com
G&M POWER PLANT LIMITED Magnet House, 31 Anson Road, Martlesham Heath, Ipswich, IP5 3RG, UK Tel: +44 (0) 1473 662 777 Fax: +44 (0) 1473 662 776 Email: info@gmpp.co.uk Website: www.gmpp.co.uk
BUNKER BUOY 2 Horseshoe Lane, London N20 8NJ, UK Tel: +44 (0) 20 8343 5299 Email: neil.miller@bunkerbuoy.com Website: www.bunkerbuoy.com
FEMO BUNKER Email: bunker@femobunker.com Website: www.femobunker.com
NAIAD DYNAMICS Headquarters: 50 Parrott Drive, Shelton, Connecticut, 06484-0558, USA Tel: +1 203 929 6355 Fax: +1 203 929 3594 Email: sales@naiad.com Website: www.naiad.com Holland: Fregatweg 46A, 6222 NZ Maastricht, Netherlands Tel: +31 (0) 43 604 9200 Email: sales@naiad.com Website: www.naiad.com Florida: 3750 Hacienda Blvd., Suite A, Ft Lauderdale, Florida 33314, USA Tel: +1 954 797 7566 Fax: +1 954 791 0827 Email: sales@naiad.com Maryland: 21001 Great Mills Road, Lexington Park, MD 20653, USA Tel: +1 301 863 5499 Fax: +1 301 863 0254 Email: sales@naiad.com Website: www.maritimedynamics.com contd
68 Pacific northwest: seattle, Washington, usA tel: +1 206 780 2281 Fax: +1 206 855 9392 eamil: sales@naiad.com Website: www.naiad.com United Kingdom: trafalgar Wharf, portchester shipyard, Hamilton road, portsmouth, Hampshire po6 4pX, uK tel: +44 (0) 2392 53 9750 Fax: +44 (0) 2392 53 9764 email: sales@naiad.com Website: www.naiad.com
insurAnCe atLass insurancE Group email: fatlass@atlassinsurance.com Website: www.atlassinsurance.com
anp Yacht insurancE MarSeiLLe 15, rue Beauvau , 13001 Marseille, France tel: +33 4 96 176 178 Fax: +33 4 91 54 36 56 e-mail: info@assurances-plaisance.com Website: www.assurances-plaisance.com
Pantaenius UK Ltd Marine Building, 1 Queen Anne place plymouth, Devon, pl4 0FB, uK tel: +44 1752 22 36 56 Fax: +44 1752 22 36 37 email: info@pantaenius.co.uk JohnM@pantaenius.co.uk Website: www.pantaenius.co.uk Pantaenius Scandinavia DenMArK osterbro 11, 7800 skive tel: +45 97 51 33 88 Fax: +45 97 51 33 89 email: info@pantaenius.dk gtoft@pantaenius.com Website: www.pantaenius.dk sWeDen Föreningsgatan 26, 211 52 Malmö tel: +46 40 20 66 60 Fax :+46 40 20 66 69 e-Mail: info@pantaenius.se Pantaenius america 500 Mamaroneck Avenue suite 318, Harrison ny 10528 tel: +1 914 381 2066 Fax: +1 914 381 2052 email: enquiries@pantaenius.com cwiener@pantaenius.com Website: www.pantaenius.com
interior supplies
moncada hispania Ctra. Andraxt, 43, local 32, 07181 portals nous, Mallorca, Baleares, spain tel: (+34) 971 684 055 Fax: (+34) 971 684 075 email: info@moncadahispania.com Website: www.moncadahispania.com
lAWyers
cLYdE & co 51 eastcheap, london eC3M 1Jp, uK tel: + 44 (0) 1392 333990 Fax: +44 (0) 1392 336990 email: john.leonida@clyde.co.uk Website: www.clydeco.com
1 Washington street, newport shipyard newport, ri 02840 tel: +1 401 619 1499 Fax: +1 401 619 1495 email: enquiries@pantaenius.com dtracy@pantaenius.com Website: www.pantaenius.com
r&Q marinE sErVicEs 5th Floor, 130 Fenchurch street, london eC3M 5DJ, uK tel: + 44(0)207 977 0910 Fax: + 44(0)207 283 9872 Website: www.rqih.com paul Miller, Director of underwriting email: paul.miller@rqih.com Matt Halpin, Assistant underwriter Direct line: +44(0)207 977 4915 email: matt.halpin@rqih.com
mhG insurancE BrokErs 2nd Floor, 37 Hope street, Douglas, isle of Man, iM1 1Ar, British isles tel: +44 1624 678668 Fax: +44 1624 672105 e-mail: eur@mhginsurance.com Website: www.mhginsurance.com
Pantaenius australia shop 6 / 83 parriwi rd, the spit sydney , nsW 2088 tel: +61-(02)-9936 1670 e-Mail: info@pantaenius.com.au Website: www.pantaenius.com.au Pantaenius Germany Grosser Grasbrook 10, 20457 Hamburg tel: +49 40 37 09 10 Fax: +49 40 37 09 11 09 email: luxury@pantaenius.com mbaum@pantaenius.com Website: www.pantaenius.de Pantaenius Mediterranean MonACo 34, Quai Jean-Charles rey, 98000 Monaco tel: +377 97 98 43 43 Fax: +377 97 98 43 40 email: info@pantaenius.fr mkurtz@pantaenius.com Website: www.pantaenius.fr spAin c/.torre de pelaires, 5, 07015 palma de Mallorca tel: +34 971 70 86 70 Fax: +34 971 70 86 71 email: info@spain.pantaenius.es ischmidts@pantaenius.com Website: www.pantaenius.es
Annabelle oakley, underwriter Direct line: +44(0)207 977 0918 email: annabelle.oakley@rqih.com
sEippEL & LiGht Marine insurance Broker s.l C/. Benito Feijoo no 2, local 6, 07181 portals nous, Mallorca tel: 00 34 971 100 070 Fax: 00 34 971 675 090 email: marine@seippel.com Website: www.seippelandlight.com
STURGE Website: www.sturgetaylor.com StUrGe internationaL ServiCeS 15 rue sadi Carnot, 06600 Antibes, France tel: +33 (0)4 93 95 22 95 Fax: +33 (0)4 93 95 22 00 email: sturgeyot@aol.com StUrGe taYLor & aSSoCiateS LtD 108 Fenchurch street, london eC3M 5Jr, uK tel: +44 (0)207 702 2202 Fax: +44 (0)207 900 3709 email: cmcdonald@sturgetaylor.com StUrGe taYLor & aSSoCiateS LtD notebeme House, 84 High street, southampton, so14 2nt, uK tel: +44(0) 2380 222666 Fax: +44(0) 2380 051381 email: slaurie@sturgetaylor.com
Monaco: ince & Co Monaco sArl, Gildo pastor Center, Bureau D.10.16, 7 rue du Gabian, MC 98000 – Monaco tel: +377 93 25 85 80 Fax: +377 93 25 85 89 email: ian.cranston@incelaw.com Website: www.incelaw.com
taYLor WEssinG email: m.baumhauer@taylorwessing.com Website: www.taylorwessing.com
Van stEEndErEn mainport LaWYErs B.V. Zeemansstraat 13, 3016 Cn rotterdam, the netherlands tel: +31 (0) 10 266 7866 Fax: +31 (0) 10 266 7868 email: arnold.vansteenderen@mainportlawyers.com Website: www.mainportlawyers.com
liGHtinG hBJ GatELEY WarEinG 1 paternoster square, london, eC4M 7DX DX: 824 london City tel: +44 (0)20 7653 1600 Fax: +44 (0)20 7653 1601 email: rColes@gateleyuk.com Website: www.gateleyuk.com
FastnEt marinE insurancE sErVicEs Ltd notebeme House, 84 High street, southampton, Hants, so14 2nt, united Kingdom tel: +44 (0) 23 8063 6677 Fax: +44 (0) 23 8063 6678 email: sails@fastnet-marine.co.uk Website: www.fastnet-marine.co.uk
Singapore: 16 Collyer Quay, #19-00, singapore 049318, singapore tel: +65 6538 6660 Fax: +65 6538 6122 email: richard.lovell@incelaw.com Website: www.incelaw.com
saVaGE marinE LiGhtinG Ltd unit 1 Cloverpark, Cloverfields, Hinckley, leicestershire le10 1yD united Kingdom tel: +44 (0)1455 614545 Fax: +44 (0)1455 251590 email: info@savagelighting.co.uk Web: www.savagelighting.com
incE & co international House, 1 st Katharine’s Way, london e1W 1Ay, uK tel: +44 (0)20 7481 0010 Fax: +44 (0)20 7481 4968 email: albert.levy@incelaw.com Website: www.incelaw.com Dubai: BurJuman Business tower, trade Centre road, level 21, p.o. Box 123004, Dubai, uAe tel: +971 4 359 8982 Fax: +971 4 359 0023 email: graham.crane@incelaw.com Website: www.incelaw.com Germany: Grosse elbstrasse 47, Hamburg 22767, Germany tel: +49 40 38 0860 Fax: +49 40 38 086100 email: tim.schommer@incelaw.com Website: www.incelaw.com Hong Kong: 3801-6, 38th Floor, iCBC tower, Citibank plaza, 3 Garden road, Central, Hong Kong tel: +852 2877 3221 Fax: +852 2877 2633 email: harry.hirst@incelaw.com Website: www.incelaw.com Paris: 4 square edouard Vii (entrance at 20 Boulevard des Capucines) 75009 paris, France tel: +33 (0) 1 53 76 91 00 Fax: +33 (0) 1 53 76 91 26 email: andrew.charlier@incelaw.com jerome.cohen@incelaw.com Website: www.incelaw.com Le Havre: 136 rue Victor Hugo, 76600 le Havre, France tel: +33 2 35 22 18 88 Fax: +33 2 35 22 18 80 email: mathieu.croix@incelaw.com freddy.desplanques@incelaw.com Website: www.incelaw.com
sEaVision undErWatEr LiGhts 1881 W state road 84, Bay 102, Ft lauderdale, Fl 33315, usA tel: +1 954 760 4447 Fax: +1 954 525 3261 email: sales@seavision.com Website: www.seavision.com
linens & FrAGrAnCes
PaLMa MaLLorCa SPain rs Global Building, stp shipyard, palma tel: +(34) 620 266 212 email: sales@eliteyachtlinen.com Website: www.eliteyachtlinen.com
Arun Business park, Bognor regis, West sussex po22 9sX, uK tel: 0044 (0)1243 820 252 Fax: 0044 (0)1243 821 174 email: sales@heirlooms-linens.co.uk Website: www.heirlooms-superyachts.com
Greece: 47 - 49 Akti Miaouli, piraeus 185 36, Greece tel: +30 210 4292543 Fax: +30210 4293318 email: antonis.lagadianos@incelaw.com Website: www.incelaw.com China: 3204-06, 32F, park place 1601 nanjing (W) road, Jing An District, shanghai 20004, China tel: +86 21 6329 1212 Fax: +86 21 6321 5468 email: peter.murray@incelaw.com Website: www.incelaw.com
LYnnEns inc 278 Greenwich Avenue, Greenwich, Ct, 06830, usA tel: 203 629 3659 Fax: 203 629 3993 email: info@lynnens.com Website: www.lynnens.com
69 luBricAnTs supplier
propellers & propulsion
mallorca, spain Tel: +34 663 832 332
HELios LUBEoiL louis-Krages-straße 32, 28237 Bremen, germany Tel: +49 421 22 33 681 Fax: +49 421 22 33 682 email: mail@superyachtlube.com Website: www.superyachtlube.com
ASIA PACIFIC +65 6330 9534 Auckland, new Zealand unit 20, orams marine Village, 144 Beaumont street, Westhaven, Auckland, 1010, new Zealand Tel: +64 9 359 1690 singapore 331 north Bridge road, #17-00 odeon Towers, singapore 188720 Tel: +65 6330 9534
cantiEri naVaLi BEconcini a PErini naVi groUP coMPanY email: refit@perininavi.it Website: www.perininavi.it gori ProPELLEr a/s lysbjergvej 11, Hammelev, 6500 Vojens, Denmark Tel: +45 73 52 53 54 Fax: +45 73 52 53 55 email: mail@gori-propeller.dk Website: www@gori-propeller.dk
yacht lifeline is now part of medAire. learn more at www.medaire.com/yachts
luXury WATer Toys
sEaBoB aDriatic Town square 25, si-1000 ljubljana, slovenia Tel: +386 590 383 60 email: info@seabobadriatic.com Website: www.seabobadriatic.com
mArinAs
FiFtH aVEnUE LanDing 600 convention Way | san Diego, cA 92101, usA Tel: +1 619.704.2550 Toll-Free: +1 866.961.3564 Fax: +1 619.427.0324 email: dock@fifthavenuelanding.com Website: www.fifthavenuelanding.com
Port tarraco muelle de costa, Tinglado 3, 43004 Tarragona, spain Tel: +34 977 244 173 Fax: +34 977 216 322 email: sales@porttarraco.com Website: www.porttarraco.com
reFiT
reFiT engineering tLc rEFit anD rEPair email: mark.rudd@tlcrandr.com Website : www.tlcrandr.com
sAniTATion & seWAge TreATmenT sLEiPnEr Motor as Arne svendsensgt. 6 - 8, n-1610 Fredrikstad, norway Tel: +47 6930 0060 Fax: +47 6930 0070 email: side-power@sleipner.no Website: www.side-power.com
nAVAl ArcHiTecTs
DoMEtic sanitation email: james.kerrigan@dometicusa.com Website: www.dometicsanitation.com
proVision cooling sysTem DE Voogt YacHt sErVicEs p.o. Box 5238, 2000 ge Haarlem, The netherlands Tel: +31 23 524 70 00 Fax: +31 23 524 86 39 email: francisg@dvna.nl Website: www.feadship.nl
tracEr ELEctronic, inc. email: abeb@digitize-inc.com Website: www.tracerelectronics.com
HEinEn & HoPMan EnginEEring BV produktieweg 12, 3552 ln Bunschoten - spakenburg mailing address: po Box 9, 3750 gA, spakenburg, The netherlands email: info@heinenhopman.com Website: www.heinenhopman.com
proVisioning
nAVigATion
FarsoUnDEr 151 lavan street, Warwick ri 02888, united states Tel: +1 401-784 6700 Fax: +1 401-784 6708 email: sales@farsounder.com Website: www.farsounder.com
DELicioso c/islas canarias 31A, nave 3, poligono son Bugadelles, santa ponsa 07180, islas Baleares, spain Tel: +34 971 699 221 Fax: +34 626 566 731 email: info@deli-delicioso.com Website: www.deli-delicioso.com
HEaDHUntEr inc. 3380 southwest eleventh Avenue, Ft lauderdale Florida 33315, usA Tel: +1 954 581 6996 Fax: +1 954 587 0403 email: headmaster@headhunterinc.com Website: www.headhunterinc.com
LEE sanitation LiMitED Wharf road, Fenny compton, Warwickshire cV47 2Fe, united Kingdom Tel: +44 (0)1295 770000 Fax: +44 (0)1295 770022 email: sales@leesan.com Website: www.leesan.com
sATelliTe communicATion nssL LtD satcoM soLUtions email: enquiries@satcom-solutions.com Website: www.satcom-solutions.com
securiTy mArine lAW
aLLEY, Maass, rogErs & LinDsaY, P.a. 340 royal poinciana Way, suite 321, palm Beach, Fl 33480, usA Tel: 561-659-1770 Fax: 561-833-2260 email: robb.maass@amrl.com Website: www.amrl.com
mATTress & BeDDing
goUrMEt DELiVEriEs Tel: +33 (0)6 18 73 80 20 email: orders@gourmet-Deliveries.com Website: www.gourmet-Deliveries.com
transas Tel: +49 40 890 66 60 Fax: +49 40 881 13 79 email: info@transas.com Website: www.transas.com
i.B.s. intErnationaLE BoDYgUarD- & sicHErHEitsagEntUr glockengiesserwall 26 / 20095 Hamburg, germany Tel: +49 403 0104 115 Fax: +49 403 0104 299 email: info@bodyguardagentur.com Website: www.bodyguardagentur.com contact: ceo mr Horst ruetten
noise & ViBrATion conTrol J & a EntErPrisEs, inc. email: joequiet@aol.com Website: www.jandaenterprises.com
nationaL ProVisions 2800 sW 2nd AVe, Fort lauderdale, Fl 33315, usA Tel: +1 954 764 0975 +1-800-megAyAcHT Fax: +954 764 1073 email: provisions@nationalmarine.com Website: www.nationalmarine.com
oWner’s represenTATiVes
Eco YacHt toYs gylly Beach, cliff rd, Falmouth, cornwall Tr11 4pA, united Kingdom Tel: (+44) 0 1326 218019 email: sean@ecoyachttoys.com Website: www.ecoyachttoys.com
MEDairE is YoUr YacHt LiFELinE www.medaire.com/yachts email: yachtgs@medaire.com AMERICAS +1 480 333 3700 Arizona 1250 W. Washington street, suite 442, Tempe, AZ 85251 Tel: +1 480 333 3700 Florida 1414 south Andrews Ave, Ft lauderdale, Fl 33316 Tel: +1 954 523 1404 EUROPE +44 1252 517 951 london, uK Farnborough Airport, Hampshire, gu14 6XA, united Kingdom Tel: +44 1252 517 951
DEMLEr MarinE ProJEcts gMBH rothenbaumchaussee 209, 20149 Hamburg, germany Tel: +49 40 7296 1910 Fax: +49 40 7296 1912 e-mail: demler@demlermarine.com Website: www.demlermarine.com
SCHIFFBAUKONTOR
Koelln - Jacoby
Nice marché d’intérêt national Box 23, 15, route de grenoble, 06200 nice sales: +33 (0)493 713 649 Fax : +33 (0)493 711 567
seit 1957
KoELLn - JacoBY/scHiFFBaUKontor muehlenberg 69, D-22587 Hamburg, germany Tel: +49 40 675 93986 Schiffbaukontor KJH GmbH +49 40 675 93997 Muehlenberg 69 · 22587Fax: Hamburg Germany Antibes, France email: info@koelln-jacoby.de The yacht Hub, 6 rue de palmier, 06600 Antibes, Website: www.koelln-jacoby.de France Tel: +33 (0) 493 32 576
sHorE soLUtions London unit 2, 7 spa road, Bermondsey, london, se16 3Qp Tel: 0044 203 179 2040 Fax: 0044 203 179 2041
Telefon/Phone: +49 40 675 939 86 Telefax/Facsimile: +49 40 675 939 87 E-Mail: info@koelln-jacoby.de
Datum/date:
Antigua Antigua yacht club marina, english Habour, Antigua Tel: +1 268 562 7379 Website: www.shoresolutions.com
Unser Zeichen/our reference (Bei Antwort bitte angeben/ please quote when replying)
soLacE gLoBaL MaritiME Twin sails House, West Quay road, poole, Dorset BH15 1JF, united Kingdom Tel: +44(0)1202 308810 e-mail: info@solaceglobalmaritime.com Website: www.solaceglobalmaritime.com contact: lee Wilson
70 Maryland: 21001 Great Mills road, lexington Park, MD 20653, Usa tel: +1 301 863 5499 Fax: +1 301 863 0254 email: sales@naiad.com Website: www.maritimedynamics.com Sonardyne inTernaTional lTd ocean House, Blackbushe Business Park,yateley, Hampshire GU46 6GD, UK tel: +44 1252 872288 Fax: +44 1252 876100 email: sentinel.sales@sonardyne.comWebsite: www. sonardyne-ms.com
sHiPyarDs The Mega yachT group represented by ocean e-Mail : themegayachtgroup@ ocyachts.com Website: www.ocean-independence.com
Pacific Northwest: seattle, Washington, Usa tel: +1 206 780 2281 Fax: +1 206 855 9392 eamil: sales@naiad.com Website: www.naiad.com United Kingdom: trafalgar Wharf, Portchester shipyard, Hamilton road, Portsmouth, Hampshire Po6 4PX, UK tel: +44 (0) 2392 53 9750 Fax: +44 (0) 2392 53 9764 email: sales@naiad.com Website: www.naiad.com
sHore PoWer coNverters aMMSeT lTd email: info@ammset.com Website: www.ammset.com
soFtWare SpecTec email: Bernadette.herzog@spectec.net Website: www.spectec.net
sPares & sUPPlies
veNtilatioN
Blue Marine Travel lTd New Barn, Hammerhill studios, stanbrook, thaxted, essex cM6 2NH, UK tel: +44 (0) 1279 661 000 Fax: +44 (0) 1371 830922 Web: www.bluemarinetravel.com email: crew@bluemarinetravel.com
heinen & hopMan engineering Bv Produktieweg 12, 3552 lN Bunschoten - spakenburg Mailing address: Po Box 9, 3750 Ga, spakenburg, the Netherlands email: info@heinenhopman.com Website: www.heinenhopman.com
Waste Water treatMeNt solUtioNs
staBilisers & MotioN coNtrol Seamans airfares Full Service Travel agency We’re always open
sHiPyarD/NeWBUilD
aMelS Koningsweg 2, 4381 Na, vlissingen, the Netherlands tel: +31 118 485046 Fax +31 118 482579 email: info@amels-holland.com Website: www.amels-holland.com
travel services
Sleipner MoTor aS arne svendsensgt. 6 - 8, N-1610 Fredrikstad, Norway tel: +47 6930 0060 Fax: +47 6930 0070 email: side-power@sleipner.no Website: www.side-power.com
email: info@flyissgmt.com www.flyissgmt.com iss GMt Fort lauderdale Usa 1800 se 10th avenue, suite 220, Ft lauderdale, Fl 33316 tel: +1-954-761-9595 iss GMt accepts all major credit cards and will process in Us dollars, pounds and euros.
dvZ-ServiceS gMBh Boschstrasse 9, D-28857 syke, Germany tel: +49 4242 169380 Fax: +49 4242 16938 99 email: info@dvz-services.de Website: www.dvz-services.de
yacHt iNteriors
steeriNG systeMs & WHeels edSon inTernaTional email: info@edsonintl.com Website: www.edsonmarine.com
teaK lUMBer & DecKiNG
regency Travel 1316 se 17th st, Ft lauderdale, Fl 33316, Usa tel: +1 954 525 5117 Fax: +1 954 525 7643 e-Mail: katie@regencytravel.biz contact: Katie stewart
BSW yachTeinrichTer gMBh Münsterstraße 16, 48341 altenberge, Germany tel: +49 (0) 2505 – 937783-0 Fax: + 49 (0) 2505 – 93 77 83 - 99 email: wieding@bsw-yachteinrichter.de Website: www.bsw-yachteinrichter.com
TEAK DECKING Makes Your Yacht More Beautiful
ginnacle iMporT exporT pTe. lTd 05-318 the Plaza, 7500-a Beach rd, singapore 199591 tel: (65) 6299 2535 Fax: (65) 6296 6629 Mobile: (65) 9759 7687 email: info@teak.net Website: www.teak.net
teNDers/iNFlataBles
Marine Travel viking Marine Travel Part of the viking recruitment Group viking House, Beechwood Business Park, Menzies road, Dover, Kent ct16 2FG, UK tel: +44 (0)300 303 8191 (option 1) Fax: +44 (0)130 482 7710 email: travel@vikingrecruitment.com Website: ww.vikingrecruitment.com/travel
STruik & haMerSlag B.v. industriestraat 4, strijen, 3291 cc, the Netherlands tel: +31 78 6742800 Fax: +31 78 6741192 email: info@struikinteriors.nl Website: www.struikinteriors.nl contact: Marco struik
UNiForMs naTional Marine SupplierS 2800 sW 2nd ave Fort lauderdale Fl 33315, Usa tel: +954 764 0975 Fax: +954 764 1073 email: info@nationalmarine.com Website: www.nationalmarine.com
WorldWide yachT SupporT lTd email: phil@worldwideyachtsupport.com andy@worldwideyachtsupport.com Website: www.worldwideyachtsupport.com
deep iMpacT BoaTS 355 Ne 185 street, Miami, Fl 33179, United states sales: 001 877.628.9394 office: 001 305.627.9394 Fax: 001 305.627.9395 email: tim@deepimpactboats.com
deckerS c/ annibal 25, Palma, Mallorca, 07013, spain tel: +34 971 282 056 Fax: +34 971 455 389 email: newbuild@uniforms4yachts.com Website: www.uniforms4yachts.com
staBilisers
naiad dynaMicS Headquarters: 50 Parrott Drive, shelton, connecticut, 06484-0558, Usa tel: +1 203 929 6355 Fax: +1 203 929 3594 email: sales@naiad.com Website: www.naiad.com Holland: Fregatweg 46a, 6222 NZ Maastricht, Netherlands tel: +31 (0) 43 604 9200 email: sales@naiad.com Website: www.naiad.com Florida: 3750 Hacienda Blvd., suite a, Ft lauderdale, Florida 33314, Usa tel: +1 954 797 7566 Fax: +1 954 791 0827 email: sales@naiad.com
eco yachT ToyS Gylly Beach, cliff rd, Falmouth, cornwall tr11 4Pa, United Kingdom tel: (+44) 0 1326 218019 email: sean@ecoyachttoys.com Website: www.ecoyachttoys.com
paScoe inTernaTional lTd Boatshed 3, Universal Marina, crableck lane, sarisbury, southampton, Hampshire so31 7ZN, UK tel: +44 (0) 1489 564 588 Fax: +44 (0) 1489 564 888 email: sales@pascoeinternational.com Website: www.pascoeinternational.com
dolphin Wear uniForMS 12 Boulevard aguillon, 06600 antibes, France tel: +33 (0)4 93 34 03 08 Fax: +33 (0)4 93 34 20 34 email: info@dolphinwear.com Website: www.dolphinwear.com
Zeidel uniForM and apparel 203 sixth street, West Palm Beach, Florida 33401, Usa tel: 561.655.4445 Fax: 561.655.4421 email: diane@zeidel.com Website: www.zeidel.com
vedder gMBh industriestrasse 3, 59348 lüdinghausen, Germany tel: +49(0)2591/929-0 Fax: +49(0)2591/929-198 e-mail: welcome@vedder.net Website: www.vedder.net
yacHt MaNaGeMeNt
aBacuS TruST coMpany liMiTed sixty circular road, Douglas, isle of Man, iM1 1sa, British isles tel: +44 1624 689 600 Fax: +44 1624 689 601 email: emer.dowling@abacusiom.com barbara.jolly@abacusiom.com Website: www.abacusiom.com
aFFiniTy yachT ManageMenT lTd First Floor, 14 athol street, Douglas, isle of Man, iM1 1Ja, UK tel: +44 (0)1624 670583 Fax: +44 (0)1624 670585 email: pslavin@affinity.co.im Website: www.affinity.co.im
71 YACHT PAINTING & REPAIR
ANDREW WElR
YACHT MANAGEMENT
ANDREW WEIR YACHT MANAGEMENT Dexter House, 2 Royal Mint Court, London EC3N 4XX, UK Tel: +44 (0) 207 575 6000 Fax: +44 (0) 207 481 4784 Email: info.awym@aws.co.uk Website: www.awyachtmanagement.com
YACHT VACATIONS
MARINE GROUP BOAT WORKS Email: todd@marinegroupbw.com Website: www.marinegroupboatworks.com
THE MARINE GROUP BOAT WORKS ON SAN DIEGO BAY E-mail: fred@marinegroupbw.com Website: www.marinegroupbw.com
C2C YACHTING Bank House, 81 St Judes Road, Englefield Green, Surrey TW20 ODF, UK Tel: +44 20 32901232 Emmail: info@c2cyachting.com Website: www.c2cyachting.com
YACHT REFIT & REPAIR
BLACKSTAR VAT SERVICES LTD 25 Upper Brook Street, London W1K 7QD, UK Tel: +44 (0)20 3468 5200 Email: vat@blackstar.eu.com Website: www.blackstar.eu.com
YOUR SHORESIDE SUPPORT COMPANY
MARINE GROUP BOAT WORKS 997 G Street, Chula Vista, CA 91910, USA Tel: +1 619 427 6767 Fax: +1 619 427 0324 Email: refit@marinegroupbw.com Website: www.marinegroupboatworks.com
YACHT REGISTRATION DOMINION MARINE CORPORATE SERVICES LIMITED Prospect Chambers, Prospect Hill, Douglas, Isle of Man IM1 1ET Tel: +44 (0)1624 682 400 Fax: +44 (0)1624 682 401 E-mail: info@i.im Website: www.i.im
HILL ROBINSON YACHT MANAGEMENT CONSULTANTS Résidences du Port Vauban, 17, avenue du 11 novembre, 06600, Antibes, France Tel: +33 492 90 59 59 Fax: +33 492 90 59 60 Email: france@hillrobinson.com 1845 Cordova Road, Suite 211, Fort Lauderdale, FL 33316, USA Tel: +1 954 792 6112 Fax: +1 954 792 6113 Email: usa@hillrobinson.com Website: www.hillrobinson.com
OCEAN MANAGEMENT Zürich - Antibes - Barcelona - Düsseldorf - Fort Lauderdale - Geneva - Monaco - Palma de Mallorca United Kingdom - Uster Tel: +41 43 399 2277 Fax: +41 43 399 2271 Email: management@ocyachts.com Website: www.ocean-independence.com
OCRA (ISLE OF MAN) LIMITED Email: leigh@ocra.com Website: www.ocra.com
WILSON YACHT MANAGEMENT LTD UK Office: Tel: +44 (0)1482 648322 USA Office: Email: allan@wilsonyacht management.com Website: www.wilsonyachtmanagement.com
Lunautica Hamburg Email: hamburg@lunautica.com 24/7 Tel: +49 172 1001 505 Lunautica Valencia Email: valencia@lunautica.com 24/7 Tel: +34 618 328 243 Website: www.lunautica.com
AFFINITY YACHT MANAGEMENT LTD E-Mail: pslavin@affinity.co.im Website: www.affinity.co.im
BOSTON LIMITED Boston Limited, Belgravia House, 34 – 44 Circular Road Douglas, Isle of Man , IM1 1AE, British Isles Tel IOM: +44 1624 692930 Tel Malta: +44 356 2546 6025 Email: enquiries@boston.co.im Website: www.boston.co.im
REGISTERAYACHT.COM Email: info@RegisterAYacht.com Website: www.RegisterAYacht.com
YACHT SUPPLIERS & PROVISIONING
BWA YACHTING Via Serafino Balestra 27 CH 6900, Lugano – Switzerland Tel: +41 91 913 3240 Fax: +41 91 913 3249 Email: info@bwayachting.com Website: www.bwayachting.com
YACHT SUPPORT SERVICES
TRADER MARINE YACHT SERVICES 211/2 Admiral Court, The Strand, Gzira, 1022 Gzira 1022, Malta Tel: +356 2131 3453 Fax: +356 2131 3549 Email: edward@tradermarine.com.mt Website: www.tradermarine.com.mt
Lunautica Nice Email: nice@lunautica.com 24/7 Tel: +33 616 91 08 99
ASSOCIATION OF YACHT SUPPORT SERVICES AYSS The Ferry House, The Green, Green Lane, Hamble, Hampshire SO31 4JB, United Kingdom E-mail: info@ayss.org Website: www.ayss.org
BSY CONSULTING & MANAGEMENT Mediterranean Division, Loc. Olmo S.N., 18020 Vasia (Imperia), Italy Tel: +39-335-570-8581 Fax: +39-06-6051-3335 Email: info@blueseayachts.com Website: www.blueseayachts.com
YACHT CONSULTING Velimira Skorpika 17b, 22000, Sibenik, Croatia Tel: +385 98 270 672 Fax: +385 22 215 219 Email: info@y-c.hr Website: www.y-c.hr
YACHT TRANSPORT
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72
the crew mess
Loose lips sink ships There was a famous war-time poster campaign that used this phrase as a form of propaganda to protect intelligence from leaking the location or movements of the naval fleet to the enemy. It sprung to mind that we may need to develop a similar viral campaign for crew based on a series of conversations with managers, tax advisors and lawyers. While uninformed dialogue may not actually sink a ship or yacht in this case, it can in fact sink the owner and his advisors. Talking to an ex-customs officer at our recent Superyacht Management Meeting in Brussels, he made it clear that with the demand for tax revenues at an all time high across the poorer Med-based EU states of Greece, Spain, Italy, Cyprus, Malta, France and soon Croatia, the customs officers may be even more interested in our floating assets. It is clear that with the powers they wield and the mobility afloat, they can approach and board your yacht at a whim and judging by some of the stories of 2012, they often did. In fact, one large French-owned yacht was boarded several times in one week last season, just to verify that the yacht was operating commercially in accordance with their definitions. Had the captain not approached the investigation and boarding with calmness and an in-depth knowledge of the intricacies of the situation it could have been a whole lot worse. But when owners and guests are on board it may not only be embarrassing but also deemed an invasion of privacy leading to frustrations and perhaps anger. The ex-customs officer was very clear in his advice: only answer the questions you are specifically asked and in the simplest terms possible. By freely chatting away about where you’ve been, who is on board, where you last refueled and so forth, you run the risk of saying the wrong thing by accident, because you are unaware of the complexities
of the yacht’s ownership structure and the intricacies of the procedures that the captain and management company have put in place to ensure that the vessel is obeying Port State Control requirements. This could result in the customs officer asking for duty to be paid or seizing the fuel as illegal trade. Imagine if this happened in the middle of a charter; I’m sure there would be a whole series of questions and issues to deal with, not to mention a new career search on the horizon. So as a matter of caution and advice, it’s just best to let the captain answer the technical and operational questions in many customs inspection cases. It may be that the inspectors or officers are just on the hunt for information to seek unpaid VAT, so it’s best to keep your lips sealed and stay busy. Remember, “Loose lips sink ships”, and while there is a war on with the tax authorities, try to stay silent and just get on with your job.
To comment on this article, email lulu@thesuperyachtgroup.com with subject: TCR 63 The Crew Mess
The ex-customs officer was very clear in his advice: only answer the questions you are specifically asked and in the simplest terms possible.