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continuous training and leadership development, recognising that modern seafarers need not only technical competence but also communication, leadership, and the ability to manage complexity as the industry moves through digitalisation and decarbonisation; and stability and long-term relationships, as we aim to build careers rather than fill vacancies, offering clear progression paths, transparent expectations, and consistent support on board and ashore so that our people can see a future with us.But the global shortage of skilled seafarers is not a new challenge for shipowners and ship managers. That is why, as early as 1988, we invested in and partnered with Manship, our own manning agency in the Philippines, giving Hellespont full control over the recruitment, training, and evaluation of its crews. Moreover, in 2016, this partnership led to the creation of our own training centre, the Manship Maritime Training Center (MMTC), which further strengthened our ability to focus on the quality and development of our seafarer pool. These steps have solidified our commitment to providing high-quality ship management services to our clients. The shortage will not disappear overnight, but companies that treat their people with respect, invest in their growth, and build a culture of empowerment will be the ones best placed to navigate this challenge. For us, this is not just an operational priority; it is part of the legacy we aim to build.How must the profile of the modern seafarer evolve as decarbonisation and digitalisation accelerate across the industry?This question is often framed in overly simplistic terms, but the reality is more nuanced. The modern seafarer will certainly need strong technical skills, but the real differentiators will be leadership, communication, and the ability to manage complexity. As vessels become more digitally integrated and as environmental regulations tighten, the human element becomes even more important.We see the future seafarer as someone who can lead teams, navigate hybrid human%u2013machine environments, and maintain calm, structured decision-making under pressure. These are skills that can be taught, but they must also be supported by a culture that empowers people, values their judgment, and gives them the confidence to grow. Our training philosophy reflects this shift: we focus not only on technical proficiency but also on interpersonal skills, resilience, and psychological safety.How do you define modern maritime leadership, and in what ways must today%u2019s leaders differ from those of previous generations?Modern leadership begins with a simple principle: people come first, performance follows. In an environment shaped by regulatory complexity, capital market scrutiny, and the energy transition, leaders must create clarity, stability, and trust. They must be accessible, transparent, and willing to listen %u2014 not because it is fashionable, but because it is essential for safety and long term value creation.Previous generations often led through instinct and personal authority. Today, we must combine that intuition with data, governance, and a commitment to empowering our people. Leadership is no longer about control; it is about enabling others to succeed. When people feel safe, valued, and trusted, they perform at their best %u2014 and that is how we build a legacy of reliability and long-term value.Shipping entrepreneurship66 NX