Meet Robert Van Tol, Co-Founder of the Water Revolution Foundation, an organization dedicated to driving sustainability in the superyacht industry through collaboration and innovation. Robert’s passion for uniting people and organizations to achieve a common goal led him to the superyacht industry, where he began working for the Superyacht Builders Association (SYBAss) shortly after its founding in 2007. As the Executive Director, Robert is responsible for managing the operations of the foundation, including relationships with partners and the completion of joint projects. He is also the convenor of Working Group 6 Sustainability & Environment under ISO TC8/SC12 for Large Yachts, where he is working to develop new industry standards.
According to Robert, the superyacht industry has a responsibility to act sustainably and preserve the world’s oceans. That’s why he co-founded the Water Revolution Foundation, which aims to neutralize the industry’s ecological footprint and ensure a sustainable future for the industry and the planet.
The superyacht industry is in a unique position to drive sustainability forward. Its affluent clientele have the resources to invest in new solutions, and the many skilled craftsmen, engineers, and architects in the industry are not afraid of pushing boundaries. Now is the time to build a sustainable yachting industry that is future-proof and attractive to the next generation of clients.
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Transcription —-
Farah [00:00:08] Hello and welcome to the Shipshape Podcast, a series of podcasts where we meet amazing people and talk about their experiences, personal, technical and all related to the maritime world. Come and dive in. Dive in. Diving.
Georgia [00:00:42] This week on the Shipshape podcast, we speak to Robert Von Tol, co-founder and executive director of the Water Revolution Foundation. We dive into the thorny topics of sustainability and the SuperYacht industry, greenwashing perceptions of yachting and the future of yacht building. Welcome, Robert. Thank you very much for joining us.
Robert [00:01:00] Thank you very much for having me.
Georgia [00:01:01] My name is Georgia Tyndall, and I’m recording this from Lancaster in the UK, and I’m joined by Meryl.
Merrill [00:01:06] Yup, Meryl. I’m a liveaboard on a Ta-Shing Tashiba 36 in Boston, Massachusetts. So, Robert, where are you courting this from today?
Robert [00:01:16] We have an office in Amsterdam. Our foundation is the Amsterdam based Dutch nonprofit organization, and we are focused on the international industry of the yachting sector and community, I should add. So it’s that’s where we apply our work. But we are really founded for conserving nature and particularly to the oceans.
Georgia [00:01:37] So first off, what was your background and how did you first get into the slightly unusual superyacht industry?
Robert [00:01:44] Well, my background is in the in the yachting sector. So I started in 2007 as an intern at said ship, one of the shipyards that built large yachts. And I was a marketing intern interviewing captains and checking basically the marketing strategy. And at that time they were one of the co-founders of a industry association for shipyards to to take care of their interests and basically a representative body called the Superyacht Builders Association. And next to my studies, I started there one day a week and one day became two days, etc. and I worked there for 12 years, where also sustainability became a topic. I’m sure we’ll dive into that deeper, but that became necessary to the starting point for for the foundation that we have today.
Merrill [00:02:28] Did you grow up boating or anything like that? I want to hear how you actually even ended up in fellowship in the first place.
Robert [00:02:36] Yeah, thanks for asking. I did grow up boating on the lake called Cart. One of the featured shipyards there for Lent is based, and I only knew it from the outside. Every now and then there was a huge yard outside and I was there pedaling or sailing my own dinghy. And. Yeah, obviously wondering what’s. What’s all going on there inside. And when I was looking for it as marketing intern ship, I wrote him a letter asking basically if there was a position available and there was. So it was actually a lucky timing, lucky moment to process them. And actually many people that I went to school with, primary school, etc., they are working in that shipyard. So when I got a tour I was like, Hey, I know you. I know you said it was quite fun. There really are. Yeah, an employer for the local community there.
Merrill [00:03:23] One of the things that I find fascinating about your background is that at one point you were working with the Marine Industries Association of South Florida. Can you explain a little bit about this kind of, you know, coming across the ocean and bringing in advice and information?
Robert [00:03:39] Yeah, There was a bold Bulls lease for a Dutchman, So, yeah, there was close contact with them and collaboration actually at my time at Sea Bass, because they owned the Fort Lauderdale boat show, which is of course one of the major shows around the world for marine industry and the Superyacht part of that specifically. So there was a close collaboration and the industry association does does more obviously than than owning the boat show. And there’s a huge service industry in South Florida. And in order to make the European industry basically connecting with the service industry in South Florida and bringing the boats over and let’s say making a circular approach on how the yachts migrates throughout the year. It was a very logical thing to connect closer with European side of the business, and that was my task.
Merrill [00:04:29] At what point did kind of ocean innovation and renewables and all of that started coming into play with your business?
Robert [00:04:37] Well, ocean innovation is really of old times. There are, of course, various initiatives, for instance, sea keepers that has been around for a long time, where owners help scientists or projects with ocean related research. So I would like to emphasize that that is of many times or a longer time sorry than let’s say mass involvement of the yachting sector is really what needs to happen now. Yachting grew tremendously in the last decades. So if you look at the large yacht sector, about 40 meters in length with 120 feet, you see that in the last 20 years, two thirds of that fleet was built. So that part of the segment is quite young, but you see that those yachts are now coming at an age where they need to be seriously service upgraded, and that provides an opportunity for more environmentally friendly technology to be installed and considered. Still, you need to make sure that obviously it is a step forward and not just a shift of impact from operations to another part in the production of such a solution. So that’s why we play lifecycle assessment at all times. But that’s really an exciting time to be in to upgrade that existing fleet because yachts never or barely ever are being scrapped or disappear. So we have a growing fleet to take care of. And it’s not only the new builds that allow for innovation, it’s also the existing fleet that can be upgraded with that technology.
Georgia [00:06:00] Absolutely. This is something, Robert, you and I have discussed before when I was doing an article on recycling yachts, I remember we spent quite a lot of time talking about the fact that there’s a you know, there’s been such an uptick in yacht building and especially the larger vessels. But then how much are people actually thinking about what happens at the end of life of these boats and, you know, thinking further ahead rather than just thinking in terms of, oh, there’s new orders coming in, How exciting. You know, there’s that kind of imposed to say yes than to build and to keep growing the industry, which is obviously beneficial for everyone. But then it’s sinking into the future, isn’t it? And having that kind of. Yeah, future planning in mind, which maybe the industry hasn’t had to do until now.
Robert [00:06:40] Yeah, it’s just correct. Obviously there are so many companies and people involved in the entire supply chain and lifetime of their yachts, which is long. So I can imagine that not everybody in the very beginning oversees that part of the many years later. But you can just through awareness, integration and communication and do a lot to help people and companies in stages later in the lifetime of yachts by already catering for that at the very beginning. So basically smarter design and built utilizing the feedback of the operators and refit there so to say to learn from that and to to really improve the product and from that point of view, to cater basically for an end of life, not for an entire yacht, but definitely for components on board because they do have an end of life. We just discussed technology that can be upgraded. What happens to the technology currently in can give that a second life or at least properly take care of that? Yeah. Instead of just putting it in the dumpster.
Georgia [00:07:38] I mean, has there been since we last spoke, Robert, about recycled yachts? I remember at the time we were talking about the possibility of using recycled materials, but for the actual building of the yachts. Do you know if there’s been any kind of progress in that area?
Robert [00:07:52] Yeah. We have many interior designers that are really looking into that also, because it’s so not no longer considered as a as a sort of B product. So now recycled material is is quite accepted and can be still very luxurious or exciting. So it’s not and I shouldn’t generalize, but it’s by many no longer considered as a as a no go. And that’s already a great opening. And of course there are many more suppliers that see the business opportunities of more environmentally friendly products and then as such, offer also better solutions. So at trade shows, it’s definitely this year. It was definitely the topic.
Georgia [00:08:32] Yeah, I mean, even in terms of, you know, crew uniform and so on, the wonderful innovative companies out there who are making all the crew uniform out of recycled materials, there’s lots of talk about, you know, all the plastic bottles and things being recycled. It’s very much the norm within of all other lots of other aspects of the industry, isn’t it? So for that to be extended to the materials that the boats are built from just seems like quite a natural progression, doesn’t it.
Robert [00:08:56] Yes, maybe for us, not for everyone. So there is of course, a lot of waiting to do there and showing that it is indeed still a luxurious experience, but it’s really about leaving no stone unturned. So to say it’s improving where you can. Sometimes it’s symbolic and sometimes it’s really a significant improvement.
Merrill [00:09:16] When you talk about sustainable features on on yachts, Can you discuss exactly what that is? You know, what components of YACHT does that encompass?
Robert [00:09:26] Yeah. Then let’s say we are trying to be as data driven as possible. So it’s going to be a bit boring about, say, data set and facts, but that’s really what how we should look at it because there has always been such a gut feeling about certain things when it comes to yachts and for finding solutions. We really need to crystal out a couple of things, which first of all is the operational profile. So how are yours actually being used? And we saw based on an ACE study with 110 yachts which accumulated 297 years of estate, and we saw yachts don’t sell much more than 10% in a year, and they spend around 33% of the time at anchor and the rest all the time in the marina. Now, this is an average profile, so there are, of course, some exceptions. But if we look at how the are being used, that’s the operational profile. And if we then going to look at solutions, you find that, for instance, if there is an underwater coatings or antifouling use that is a self releasing one, it might not work so well. Ships that sail around 10% of the year, that better qualifies for ships that are 90% on the way in a year. So that operational profile is very important to take into account for any innovation to be considered a more sustainable solution. Then, of course, this solution has been produced itself and will likely have an end of life as well. So that production process and the end of life is important to be considered when reviewing this solution for improving yacht’s operations. Take a battery force that’s being considered for for peak shaving or other, let’s say, energy storage on board during operations. But how was this battery produced and how will you get rid of it at the end of its life? And if you don’t take that into account, you might be misinformed. So it’s really about that sort of factual confirmation or rejection of certain gut feeling or hypotheses in the sector.
Georgia [00:11:25] Yeah, I would rather on that. I would ask you to please, for the benefit of our listeners, to explain what we might mean by the term greenwashing.
Robert [00:11:33] Yeah, that’s is a bit overly used as well, but mainly it means that you overpromise and under-deliver, but let’s say it’s greenwashing until you’ve proven that it works or you have done that. So greenwashing is a risk that claims are being made without properly proving that it’s true. Obviously, there’s a growing market for sustainable solutions. Many suppliers are diving on those opportunities, which is great because we do need to innovate and suppliers are really key in that process. But you need to make sure that what you claim you can also frame. So is there a third party involved that has looked at these product features? And also again on the lifecycle assessment that can confirm that this product indeed brings the solution as presented? And this is actually both beneficial for the client and the seller because the seller doesn’t need to argue that it’s true because it was certified by a third independent third party and the buyer sees proof for the product’s features from an independent source. So let’s say that part you can already skip. So you can you can basically focus on the integration of this piece of technology in mostly on board of the yacht. So greenwashing is really avoidable by proving what you’re saying, and that comes with transparency and assessment results, which is something that we we all move to anyway, because when we need to do assessments on the entire products, you need to have the assessments of the subcomponents.
Merrill [00:13:01] Yeah. One of the things I find fascinating is we had an interview with NOA, the National Oceanic and Atmospheric Administration, and, you know, we discussed their voyages of exploration down to the sea. And basically they were saying that all the data that they’re getting is fairly new. And what they’re doing right now is kind of setting the standard right now for where we are at in order to figure out where we’re going. And that sounds very similar to what you guys are doing with all the data collection. Can you talk about how you’re collecting this data?
Robert [00:13:32] Yes, thanks for bringing that up, because that is actually one of the weakest points in the industry at the moment is real operational data. So shipyards have delivered to job build it to certain expectations that are not very well in connection with their fleet, whether you know, it operates as they expected. So operational data is critical in reviewing the technology chosen for and even the design. So is the job being used as as envisioned. So there’s a lot of improvement, let’s say, for data collection needed. But by really focusing on the the technical data, mostly on energy consumption and energy, consumers can really make big jumps forward by checking whether the yacht is in tune, basically with the operational profile. There it is again, you want to benchmark yachts with their installed technology on this operational profile to consider them on their environmental credentials. So like your car, it has probably an energy label that doesn’t say how you drive. So it’s not a behavioral element. It is what the manufacturer delivered and based on on the systems are in this car. So the same we developed for yachts, benchmarking on an operational profile and then you can actually compare them, although they’re all unique.
Georgia [00:14:45] Yeah. And how is the process then of gathering this data? Because traditionally people perceive a sea superyacht industry to maybe be a little bit secretive might not be the right word, but, you know, a little bit closed doors sometimes. How have you found that process?
Robert [00:14:59] Well, it is certainly secretive. I think we can agree on that. But let’s say if you have higher goals, for instance, to develop this tool and you have a very committed group of leading companies and are willing to share this data not with each other, but with us as a sort of central platform, then we can really make great progress. And also by feeding back our analysis, you rewards, let’s say that data sharing and the group behind our our YETI tool that I actually just described was so committed that, you know, there was no. Competition for. For that moment, everybody understood, okay, we need to work on something that defines a new level playing field to move forward as an industry and continue the marketplace with environmental sustainability as part of it. And there needs to be transparency. There needs to be a standardized method to work along those lines for us to continue competing. And there was such a great new level of collaboration, I would say data driven, that was great. And then you see that there’s actually great a willingness to share data. It just depends on how it’s being used and if it can be anonymous and for, let’s say, the big data analysis, it’s fine to be anonymous. It’s just you want to avoid that. You zoom in on certain particular yards that then also may get into privacy issues, but that’s certainly not the goal. And if you can look at these big data sets, it’s super interesting and much more will come. So at the same time.
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Farah [00:17:28] Welcome back to the Shipshape podcast.
Merrill [00:17:32] It’s just one of the I was listening to an interview that you did and you mentioned at one point collecting data from Fed ships, which is like a family owned business, right? So we’ve heard a lot of that where it’s like family owned business. They want to leave a legacy. They want to move forward. How have you been received from businesses that aren’t family run, businesses that aren’t necessarily thinking and lasting legacy?
Robert [00:18:01] I know what you mean. I haven’t experienced it in that way. There are certainly companies that are not family owned that were equally committed to develop at all like this because, you know, it was a group of individuals and I think everybody had the same goal by participating and making their valuable time available for for this project. So I wouldn’t necessarily distinguish between family owned or, let’s say, more corporate businesses. Yeah, you might hear sometimes that that family owned businesses are already so long in the business that they have a more of a longer term approach and therefore more commitment to things like sustainability, which may be true. But in my experience so far, I’m glad to report that there’s also commitments on the other type of companies, but it’s certainly pleasant to work with and it’s always good to have the family members then also being involved and seeing commitment in such a family because they of course go through all these phases where maybe in the corporate world you get a specialist on that topic that becomes hot. But with with the family business, you need to educate the family to in order to make these decisions and move in that direction. Maybe that’s a difference that is interesting to see and encouraging to have seen. Yeah.
Georgia [00:19:17] So I wasn’t actually able to attend myself last year, unfortunately. But I gather that the Mets trade show last year was particularly eventful and that there was a visit from Extinction Rebellion, an environmental group, and they basically argued that that there is an inherent contradiction. But, you know, between the idea of superyachts and sustainability, that the two things cannot exist. And that led to some quite hot topics and quite hot debate within the industry. So what would you say to that particular not Extinction Rebellion, but perhaps those who say that even having the word superyachts on sustainability in the same sentence is an inherent contradiction? Just an easy.
Robert [00:19:58] Yeah, well, the easy answer is that I wouldn’t disagree. So if there is a lifestyle on the water that is invented to enjoy the waters, it’s very logical that you look after the quality of that water in order to continue that lifestyle and also for generations to come. So we should look in the mirror and see what can we do to indeed extend the possibility for this lifestyle in a healthy marine environment. So other shipping industries might go from A to B without really caring how that infrastructure look like. But for yachting, that’s of course, the destination. So it’s very logical to take that into consideration. Now that’s of course easier said than done, but it’s something that I would say unites us in striving for a sustainable future, not only for the open sector, but but especially for the oceans that obviously play a much bigger role in any life on the planet. So there’s a big role to play, especially when you consider to the resources available to us as a sector with very affluent clientele. And then I don’t only speak about financial resources, but an incredible network, existing investments in other type of companies that if you bring that together and can utilize that, we are really in a in a strategic sector and it’s almost our responsibility to more utilize that than we may do only for developing a leisure product. So there are some some opportunities to to more utilize that role. And there are groups that that really find that we have such a responsibility and we underutilized that that maybe we shouldn’t exist or is lifestyle shouldn’t exist. And it’s up to the industry to prove that it should. So let’s be let’s take an example with Formula One racing events, that they develop these cars in such a way that innovates and that trickles down into the cars that you and I one day drive and that kind of innovative role. Yeah. Could also apply to the auto sector, of course, given that this innovation is really then resulting in prototypes and shorter time to market from for some innovations, but it certainly is a comparable role.
Merrill [00:22:09] How does your foundation stay up to date with the latest sustainable developments and technologies?
Robert [00:22:16] That’s a very good question because it takes up quite some of our time. So we we like to work a lot with students that because education we find very important so that we educate. Students, especially from maritime backgrounds, on sustainability. So they really integrate that into their future career. But they, of course, are also well aware of innovations and technical developments that are of interest for us. We utilize the trade shows and of course the media also plays an important role to scan and been in contact with these kind of companies. So I would say a mixture. But yeah, we don’t have the illusion that we know everything, but we certainly hope that they also approach us so we can help them with the podium to reach their target audiences.
Merrill [00:23:01] One of the pillars of your company is education, and I saw that you offer classes online. Can you talk a little bit about that?
Robert [00:23:09] Yes. So basically, and it’s not only the shopping sector, but there is a gap in skills and knowledge when it comes to sustainability and that needs to be bridged. And therefore, we we say, okay, we can only accelerate the progress on sustainability when there are sufficient knowledge base in the sector on what exactly that definition is, how you develop a strategy, how you bring in your stakeholders on this, this collective journey. So instead of only advocating that we should all become more sustainable, we really wanted to help and facilitate this journey. So we teamed up with a cork provider that provides this this program to any business, and we made it sort of specific and custom. So it really appeals to all the actors in our industry while let’s say, an accredited program is followed. That’s an example of how we bring an accredited program into the yachting sector for for education and really brings the basics, let’s say, for for getting started and making the barriers as low as possible and the general awareness and knowledge to contribute to that.
Georgia [00:24:14] So I notice on your legs and you’ve written about this particular African proverb, if you want to go far, go alone. If you want to go far, go together. It sounds like, from your experience, a lot of what you’ve managed to achieve within the CPA industry has basically come out of parties being willing to collaborate. Is that something that you’ve found to be particularly important in building the foundations where it is today?
Robert [00:24:39] Yeah, I think it’s crucial. You know, there are always some players that consider themselves powerful enough to to make changes or to drive along. But if you define a new marketplace or this level playing field that we discussed before, you can’t do that alone. You can’t set standards for a methodology to benchmark environmental credentials of yachts in this case alone. So that’s already a collective process. But also if you can bring together your collective expertise and know how, as an example, we have designers grouped together in a sustainable yacht design task force. And what we do is to share knowledge and expertise and also results of of research, because these are all, generally speaking, small studios. And if everybody’s looking for this solution without knowing from each other where they focus on, it’s a very waste of resources or very time or costly exercise. So if we’re smart and we share that, finalize research and say you gave up one secret, but you gained 29 secrets of others, Yeah, that’s a logical example, right? So yeah, we try to emphasize that really working together, you gain so much more speed in change and knowhow than that you can do alone or for the same cost.
Georgia [00:25:54] And you are obviously also a co-founder of a nonprofit organization. What would be your kind of top advice for someone who wants specifically to work to start a nonprofit organization within the Superyacht sphere? What would you give as your sort of top tips for people wanting to do that? How do they go about it?
Robert [00:26:13] Well, first of all, I would say make sure you make a of of what is already being done in your in the field that you consider starting an initiative. Because when it comes to sustainability in yachting sector there in the last couple of years more initiatives started and that doesn’t necessarily help because they of course also rely on funding. If there is a difference in approach or methodology, it more confuses the market than it helps. So collaboration is really key and we try to team up with organizations that have additional or other focus areas then that we have. And we don’t want to reinvent any wheel or double overlap something that already exists. So we are ourselves also collaborative minded and that’s, I think, also the responsibility of a nonprofit to really make sure that the funding that is being collected is is optimally used. And you do naturally look for collaboration with other organizations to complement each other. But it’s also easier said than done because there are initiatives started with certain reasons or a certain support base that maybe had reasons not to join another one. But coming back to your question, I would say the start that we had. Is particularly strong because we almost started it like a start up. So we did a round of funding with a very clear plan of action. We wanted to be held accountable for our results. So we’re yes, we are a nonprofit, but it doesn’t mean you shouldn’t have KPIs or you’re just the sort of organization that people join or support for philanthropic reasons. We want to move beyond that. That is really a collective investment for both the industry’s future, but also to reinvest in ocean conservation, to make sure that this critical natural resource continues to be available for leisure marine activity as well.
Merrill [00:28:05] Being a man that has all the data on this specific side of the industry, what interesting insights do you have? What are some facts that you’re like? Well, that surprised me.
Robert [00:28:16] Well, I think that’s the focus. And it’s also very logical because it is about sailing and exploring the waters and moving around. But I think what is overestimated is the importance of propulsion. And what’s underestimated is to the portion of hotel load. So the living on board the 100% of the year time that is that these systems run for on board living and especially air conditioning and other kind of energy. Consumers on board that run without yards moving is heavily underestimated. But also data is missing there and lacking. So that’s an area where we can really make a difference, need to make a difference because their consumption of energy is more or less 5050 compared to propulsion. So yeah, a lot to improve. And if we look at the possibilities at, for instance, a reef, it stays there. These are generally considered easier than changing the underwater shape of an existing vessel, for instance. So the propulsion versus hotel functions are quite distinctive and opportunities need to be identified to further improve. And I think from data point of view, that was very clear that that requires and these are some of it more of our attention.
Merrill [00:29:32] Can you discuss any programs or services your foundation offers to exist? Yacht owners and, you know, retrofitting, refitting their vessels for sustainability?
Robert [00:29:43] Yes. Then I would come back to my example with the Yeti’s Yacht Environmental Transparency Index. That is really meant as a zero baseline assessment. So what is the current status quo of the yacht and why is that? So it’s not only a score label, it’s only the beginning. So it’s the the analysis of the yachts, which is obviously unique that gives insights in where did this this impact come from? Why is this score high or low and what can we learn from this? And what can we consider at the next opportunity to upgrade and subsequently where to focus on? So it’s really a two way where after your first score you can start playing around with it to really see, okay, if I change, for instance, my generators, how much of an improvement does that make to my score? Is that worthwhile, the investment that is in front of me, or does it make such a small change? I better focus on on other opportunities. So it really helps. It almost guides on where to to have the biggest impact versus an investment where at the moment it’s probably only at financial quotes that you, you would review as a customer. If, if you use this tool, you have at least also a visualization of, of the improvement that these investments would make. Therefore, it’s really a tool aimed to help anyone from an owner to refit provider to a supplier to see how much impact their improvement or their solution would have to a designer and shipyards. So even insurance and financiers find it very interesting to use this tool because they they know what they have in front of them. So they can also start using it as a reference.
Merrill [00:31:21] See, I’ve never gone and bought a superyacht, but I’ve seen the electric cars for sale where they show like, you know, how energy efficient it is and throw some stats out there. Is that becoming a thing in superyacht sales where you go up and then you know in the pamphlet there’s also a discussion of kind of where they fit into, you know, sustainability.
Robert [00:31:41] Yeah, I would hope so. I mean, it happens to houses in the Netherlands, at least. You can’t sell your house if you don’t have an energy label. So why wouldn’t that be the case with yachts, especially because it gives you insights in the kind of investments you’re about to make or the status of your current yacht and what kind of investments you would need to make in order to upgrade it. Also, to let it keep its its resale value or to make it more successful in charter. So there are many reasons to utilize this reference to know where you stand and to define where you want to be.
Georgia [00:32:13] I’m sure that tools such as this will already be making people think more about the future and think more about the future of yacht building. From your perspective, how do you imagine the industry might look in 20 years time? What will the yachts? We’ll all be buying look like. Will they be different or do you think.
Robert [00:32:31] More in a time line of 20 years? I think they also need to be different because the legislation, of course, continue to be developed too, which is sort of the stick behind you for pushing you forward. But we believe in a proactive approach where especially ahead of legislation, you can already do a lot. Yeah, coming back to the point that it’s the whole purpose of yachting is to enjoy the ocean. So it’s very logical to be at the forefront instead of, you know, lingering there at the loss and maybe even lobbying against. So yeah, I hope the switch of mentality becomes really that yours are a platform to enjoy, very critical natural resource to us all. And apart from having zero impact itself that we really utilize this opportunity again with the clients as well to have a positive impact and that can go all kind of direction. So ocean health, but perhaps also at some point making even energy available. So instead of visiting an island and plugging in to shore power to use energy, you might be able to generate energy and provide it to this remote area. So you change around roles and you all of a sudden become completely differently considered from a consumption point of view and all of a sudden to a provision point of view, which could be an interesting vision for the future. Again, coming back to that greenwashing stuff, we shouldn’t promise that, but it will be very nice to deliver on it and then see what kind of role the arts and community can play in society. And as such, keep your yeah, your license to operate, so to say social license to operate, which you mentioned to Extinction Rebellion and say threatened to that it will be taken away.
Georgia [00:34:11] Yeah. I think what I’m hearing from a lot of this conversation is a sense of possibility, you know, a sense of growth and a sense of possibility for the industry. We’re kind of in a moment where that could be some change happening, but it’s about kind of taking that opportunity and running with it rather than as you saying, you know, wait for the legislation to come and then scramble behind it and say, oh, yeah, we are compliant. Oh yeah, You know, getting ahead of it and using this moment and using the resources of the industry, which as you mentioned, are quite phenomenal, aren’t they. The you know, they’re both in financial terms but also in terms of connections and businesses and everything. There’s so much potential for growth and I guess it’s just how do you best harness that potential?
Robert [00:34:52] Yeah, the moment we consider it’s an opportunity, but over time it becomes a responsibility. Yeah, also from social pressure. So let’s grab it with both hands and utilize it and make it a rewarding journey for the customer as well. And again, these are innovative projects are not new. There are, say, owners that had such innovative projects in the past that let’s make it’s not an exemption but more of the rule and as such prove that that there’s a significant trickle down effect and knock on effects that our industry can can create for the benefit of the world.
Merrill [00:35:26] Well what are you most excited for in this field of sustainable yachting?
Robert [00:35:31] Yeah, I do have a passion to be on the water and of course in a boat. So I do see also this as a personal responsibility to continue such an activity. But I think it’s really exciting to be in this strategic industry with with these resources at our disposal and to see what can we all do together. Because sorry to give you such a concrete example, but if there is a lack of infrastructure for, I don’t know, methanol that is restricting yachts to be built with this kind of technology because the infrastructure lacks, then I’m like, okay, but we all know so many clients and they might already invest in mass and production. So if we bring these together and they only need to be final five or ten, you are actually able to create this infrastructure. So I just want to single these potential projects without any limitations and really rally together the most powerful people in the world to make things happen. That may have been considered not possible in the past or kind of barriers we’re seeing. And we managed to break through those and accelerate change. That is, I think then we are really utilizing the opportunity that lies at our possibilities.
Merrill [00:36:42] Yeah, I mean, that’s certainly brings up an interesting point when you think about it in terms of technology. And if we look at just service providers in general and like marine tax, it’s like in the U.S., you’re seeing a quick rise in the advancement of technology, but there hasn’t been really thorough education of service providers even wrangling them together. And there’s many issues when it comes to that. Could you talk a little on, you know, the youth in the industry and service providers?
Robert [00:37:12] And yeah, that’s quite a wide topic use. I think critical also there is to prove that you’re an innovative industry if you want to attract talent that want to be part of the solution and not part of the problem, which is or is not today’s with the new generation. The case, You want to excite them. You really need to show how committed you are. I’m working on this, this sustainable future to attract them in the first place. Your second part of your question with the service providers that say you need to have the right rewards for them to to consider your your business because we are quite a niche operated, but it may also not attract some companies. But if you make it visible, rewarding, if they can improve the improve and the credentials that the client has and the industry is open to that and accepts that and implements their products and solutions, therefore. FOSTER We’re all winners, I would say. So there’s really sorry to say it again, the collective benefit here of all working together and focusing on real, sustainable solutions, but only if you can prove it. And that’s how we apply the lifecycle assessment to verify solutions to help decision makers finding these in a central place in a database and the suppliers to help promoting their products. It’s a very logical, let’s say, activity if you think about it, but just being a sort of intervention there or a neutral platform can really accelerate change.
Merrill [00:38:34] Well, as we wrap this up, where can people find you? Read more about what you guys are up to and possibly get involved.
Robert [00:38:41] Well, thanks. We obviously have our website, so Watch Revolution Foundation dot org. We are on LinkedIn and Instagram active. Obviously, through email we’re reachable and we are at the leading trade shows, mostly Mets Trade and Monaco Yacht show at the fall of each year. And yeah we really hope to that this triggers your listeners to to get active and get involved or to have an internal conversation at least with the colleagues like, Hey, you know what, what position are we in? How can we contribute to a positive change and are we doing enough and everything in our capacity to offer our clients a better product and RB requesting better solutions from our suppliers? That is really a position that every company is in, every individual’s in and which is actually really exciting to work in.
Merrill [00:39:33] Awesome. It was a great conversation. Robert.
Robert [00:39:36] Thanks for your interest and thanks for having me. Great pleasure.
Georgia [00:39:38] Thank you, Robert.
Robert [00:39:39] Thank you.
Farah [00:39:50] Check back every Tuesday for our latest episode and be sure to like, share and subscribe to ship shaped up for.
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