Dynamic, constantly evolving and revealing no shortage of surprises year on year, the yachting industry in 2025 – from a growth perspective – is widely reported as being in rude health.
Even the briefest look into the raw data and most recent statistics supports this claim: the superyacht industry in particular is experiencing unprecedented expansion, with a projected market value of $10.8 billion by 2026. Looking slightly further ahead, the luxury yachting industry as a whole is predicted to top $14.5 billion by 2030.
Central to this growth is – unsurprisingly – a relatively rapid increase in the number of vessels being commissioned and constructed. While the 30-40 metre yachtbuilding scene hasn’t yet recovered from a post-COVID slump in sales, the 40-50 metre segment (and above) continues to develop beyond all previous predictions. Coupled with a new generation of UHNW clients seeking to step into the realm of yachting, this has dynamised the sheer number of vessels launched worldwide and kick-started the creation of several new shipyards and marinas.
However, behind the boomtime, worrying trends have arisen and continue to cause disruption on the scene. Among the most prevalent and discussed in recent years has been the emergence of a staffing crisis, driven by myriad factors the industry has struggled to address.
With real and lasting change needed to avoid the crisis worsening, we’re taking a closer look at the causes of the yachting staffing issues, the potential solutions, and hearing from key industry voices championing positive change.
What is driving the staffing crisis?
A significant increase in the number of yachts calls for a significant increase in staffing numbers.
At its essence, the yachting staff crisis seems almost achingly simple and calls for an even simpler solution: more personnel need to be recruited to cover the shortfall.
As is so often the case, the situation in reality is far from black and white. There’s a bigger and potentially worsening picture to consider, and it’s one which requires real and lasting change across numerous aspects of the industry as whole.
Let’s start by addressing fundamentals. Yachts, especially superyachts, require a significant amount of personnel, each in possession of an array of skills and capable of bringing experience and expertise on board. There’s a requirement for thousands of trained individuals each year – 60 people or more per yacht, in many cases – and this number is increasing with each new vessel launched.
The arrival of more yachts on the water has created a significant supply and demand issue; one which is further compounded by the ever-increasing expectations for excellence in today’s recruitment process. In fact, reports from yachting recruitment agencies have mentioned that for every 100 resumes received, only 20% make it through the required vetting process to meet an ever-rising array of standards and expectations.
There are also reports of a skills shortage, even among candidates for relatively unskilled positions. Again, this is particularly relevant in the ultra-luxury side of the industry; superyachts and their owners or those chartering them expect the highest levels of service, and yet the numbers of individuals training in silver service or other approaches to classical hospitality are also on the decline. Once more, there’s a compounding factor to consider: superyacht recruitment is facing stiff competition from the high-end cruise sector, which is both growing and often considered a more attractive career prospect for new and unskilled staff entering the industry.
Andrew Holme, the managing director of Insignia Crew – which specialises in recruiting skilled superyacht crew – refers to a ‘green crew bottleneck’, which leads to a catch-22 situation within the recruitment process. He states:
“As fresh faces seek to break into the industry, they’re often met with limited opportunities due to a reluctance to hire those without experience. Without proper onboarding or mentoring, those seeking employment pathways into yachting face fierce competition, uncertainty and financial strain, leading many to give up before they’ve had a real chance to succeed.”
Expectations of crew are also changing. Andrew goes on to explain how the generational differences between millennial superyacht owners and their forebears have led to further complications in the hiring process, driven by a new set of industry expectations.
“Many of the new generation of superyacht owners are entrepreneurs who value wellness, innovation and sustainability. They’re looking for a tech-savvy and eco-conscious crew, yet recruitment practices are struggling to keep pace with these evolving expectations. The result is a growing mismatch between supply and demand, both in volume and values.”
When a shrinking talent pool meets increased competition (alongside other factors, as we’ll soon discuss), the nature of the staffing crisis starts to become crystal clear.
The high cost of a poorly-trained crew
Make no mistake, while recruiting crew members not trained in silver service or the varied protocols long associated with yacht stewardship may be less than ideal, it’s not an insurmountable problem.
Where recruiting skilled and experienced crew members is non-negotiable, however, is in roles which ensure the safety and security of the clientele and the vessel itself. As in any industry – and in seafaring industries in particular – accidents happen and safety is paramount. Without consistent staffing and adequate ongoing training, the number of accidents may well increase.
Indeed, vessel fires both in the shipyard and at sea are becoming more commonplace, primarily caused by an increase in popularity in superyacht toys featuring badly-made lithium-ion batteries. Fires caused by degraded batteries have become a real risk that, while avoidable with proper care, know-how and due diligence, require experienced staff with the knowledge to handle such dangers.
Seeking ways to mitigate these risks while widening the talent and recruitment pool is something Andrew Holmes is particularly passionate about.
“At Insignia Crew, we have always championed the UK National and International veteran community. We feel that if the industry as a whole were to be more accepting of candidates with slightly above average maturity, this would partially play a role in reducing pressure in areas such as the deck department. Moreover, those who have a military background bring a huge amount of transferable skills to yachting.”
Addressing mental health and burnout
Arguably the most talked-about aspect of the yachting staffing crisis is that of the mental health struggles of crew members, with many reporting high levels of stress and burnout. Indeed, around 50% of crew members recently surveyed by recruitment firm Quay Crew stated that they were considering quitting or had already decided upon leaving the industry, citing negative working conditions, stress and burnout as a factor. These issues not only exacerbate the high staff turnover within the industry, but have created a pervasive negative reputation which is discouraging new recruits from considering stewarding as a career.
As a former captain and the current broker for leading superyacht firm Northrop & Johnson, Arvid Ljungberg has witnessed the impact of high staff turnover first-hand. He states:
“Seasonal positions are a natural and contributing factor to high turnover, but the onboard culture and conditions provided by some yachts leave crew members wanting to move on sooner rather than later. This is especially prevalent on smaller yachts, which often only provide seasonal positions for junior and less-experienced crew members.”
Ljungberg goes on to discuss how a combination of challenging working conditions and a lack of job security deepens these issues, laying the foundations for many of the mental health issues that have contributed to the staffing crisis.
“Working at sea is very particular and complex – many new recruits don’t realise how much they have to sacrifice things that others take for granted. Simple things, such as being able to leave your workplace and head home at night to sleep in your own bed, or attend events and family gatherings, become out of the question.
What’s more, crews have not had enough job security, which leads to further stress and anxiety; hiring and firing has historically been as easy as the flick of a switch. With new regulations, the working conditions are improving. But as with everything, it’s taking time to adopt and to implement.”
Across numerous industry surveys and investigations into crew mental health, the results have been consistently startling. While certain mental health struggles associated with long working hours and limited sleep can be relatively easily addressed by enforcing new regulations, others such as loneliness, anxiety and – perhaps most damning of all – the effects of bullying and workplace harassment require a cultural shift that’s long overdue.
There’s also a further factor at play: crew members have also noted that, due to the isolated nature of the work, there’s more often than not a complete absence of mental health support while at sea. Simply put, once these issues and struggles set in upon a vessel, many crew feel they have little choice but to walk away from the job altogether.
A clear need for positive change
There’s an irony at play here. Superyachting, as an industry, is one that’s typified by being ahead of the curve and pushing the envelope in innovation, forward-thinking creativity and capable of anticipating each and every potential issue. However, in terms of crew wellbeing, mental health and staff retention, yachting needs to move with the times. After all – without crew, even the most advanced superyacht will remain tethered to the marina.
Andrew Holme and the Insignia Crew team feel that the answer lies in embracing and adopting what they refer to as the ‘Gen Z mindset’:
“The Gen Z mindset adopts practices that prioritise mental health, diversity and ethical leadership. Creating psychologically safe environments where crew can speak up is no longer optional, it’s essential.”
While putting crew welfare and mental health in the picture will doubtless improve the situation while at sea, further efforts are required to both attract new recruits to the industry and – perhaps even more crucially – improve staff retention and decrease the sky-high turnover rate currently deepening the crisis. It’s clear that there is positive movement in the industry when it comes to these matters; forward-thinking yachts and recruitment agencies are working to invest in crew development. This has involved partnering with academies to sponsor cadetships, which creates accessible pathways into new careers. Several yachts are actively encouraging cross-industry learning, seeking out new recruits with transferable skills, and nurturing soft skills alongside technical expertise in existing crew.
This willingness to address the root causes of the staffing crisis hasn’t gone unnoticed by Arvid Ljungberg, either. He states that:
“The whole industry needs to step up in leadership, mentoring and overall culture. It’s a topic I’ve seen being taken much more seriously nowadays, both by crew recruitment agencies providing an array of courses, and – importantly – heads of departments attending such courses and applying whole new ways of working.”
The results of this further investment into crew and these necessary cultural shifts has often been stark, and as more and more industry insiders wake up to the realities – and devastating potential – of the staffing crisis, the more we can expect to see positive changes being made. It’s not rocket science, as Ljungberg says:
“The yachts that have consistent, long-term and dedicated crew are always those that offer great packages and incentives, such as professional development courses, excellent onboard leadership, competitive salaries and a good work-life balance”.
A sea change for the yachting industry
Ultimately, the yachting industry must undergo a cultural step forward, and do so without delay to turn the tide on a growing crisis. In order to better resonate with younger recruits and eager new crew members, there has to be a considered move away from the rigid hierarchical structures currently in place. However, this is merely the beginning.
Technological advancements may provide a certain number of solutions – digital platforms can modernise the recruitment process and make onboarding more seamless, and they can also be used to implement feedback systems which help crew members feel heard at each step of this journey. What’s more, innovations in technology can assist with some of the environmental impacts of yachting, allowing the industry to appeal more strongly to a new values-driven workforce, and helping to reframe the overall image and reputation of the industry for the next generation.
The yachting industry stands at a pivotal crossroads, and the staffing crisis is a symptom of the need for significant change. It’s not merely about filling vacancies – it’s a need to shape the future in ways that attract, retain and – crucially – respect the crew making these vessels function. Andrew Holme surmises the situation neatly:
“A thriving superyacht industry is one where innovation, empathy, and professionalism are balanced across all departments. Only then will we ensure the longevity and excellence of the fleet for decades to come.”
