From Policy to Practice: Putting People and Value at the Centre of Maritime Progress

We have ambitious targets for decarbonisation, ambitious plans for digitalisation, ambitious regulatory frameworks and an equally ambitious vision for a safer, more resilient and sustainable maritime industry.

Yet ambition only becomes progress when it is translated into action.

This is why the IMO's 2026–2027 theme, “From Policy to Practice: Powering Maritime Excellence,” is particularly timely. It invites the industry to look beyond what we intend to achieve and focus on how effectively we turn policy, standards and strategic objectives into results in the real world.

And there is one factor that connects all of these ambitions: people.

Technology may transform ships. Regulation may reshape operations. New fuels may redefine the skills required at sea. But none of these changes will deliver their intended outcomes unless the people responsible for implementing them are properly prepared, supported and equipped to adapt.

This makes maritime training not simply a compliance requirement, but a strategic investment in the industry's future.

Throughout my career in maritime policy formulation across national, European, and international frameworks, one truth has stood out: a policy is only as good as its implementation. A regulation can establish a clear direction, but true success relies entirely on the capacity of the people and organizations expected to make it work.

The same principle applies to training.

The future of maritime learning cannot be defined simply by how many courses are available or how many certificates are issued. It must be defined by how effectively learning supports the changing needs of maritime organisations and the people within them.

This requires a more customer-centred way of thinking.

At Mintra, this is reflected in our strategic direction: putting the customer at the centre of how we organise ourselves, allocate resources and define success.

For me, this is more than an organisational change. It reflects a broader principle that is highly relevant to maritime learning.

We begin with the various challenges that the entire human capital of the maritime sector is trying to solve - not with the product we happen to have available. That means understanding the full journey: from identifying a capability requirement, to selecting the appropriate learning intervention, supporting its adoption and ultimately determining whether it has delivered the intended value.

This approach changes the conversation.

Instead of asking, “What training do we provide?”, we should increasingly ask, “What capability does the customer need, and what is the most effective way to help develop it?”

That distinction will become increasingly important as the maritime operating environment becomes more complex.

The transition to alternative fuels, the introduction of new technologies, increasing digitalisation, evolving environmental requirements and changing operational practices are creating new demands on maritime professionals. The challenge is not simply to add more content to an already crowded training landscape. It is to identify what matters most, make it accessible in the right way and ensure that resources are directed towards areas where they can create genuine impact.

This is where strategic discipline becomes essential.

The resources available to any organisation - financial investment, technology, expertise and, perhaps most importantly, people's time and capacity - are limited. The industry therefore needs to become increasingly deliberate about where it invests.

For Mintra, strengthening our approach to resource allocation is part of this journey. It means prioritising initiatives that can demonstrate tangible outputs and meaningful value for customers, rather than pursuing activity simply because it is possible.

There is an important lesson here for the wider maritime community.

The future will not necessarily belong to those organisations that deliver the greatest volume of training. It will belong to those that understand where capability is most critical, focus their resources accordingly and remain accountable for the outcomes they are seeking to achieve.

This is also where the concept of maritime excellence needs to evolve.

Excellence should not be understood solely as meeting a regulatory requirement. Nor should it be measured only through the sophistication of technology or the number of systems an organisation has implemented.

It should be reflected in an organisation's ability to translate strategic intent into sustained operational capability.

That requires alignment.

• Policy must be connected to implementation.
• Investment must be connected to priorities.
• Training must be connected to capability.
• And capability must be connected to outcomes.

This is the real significance of moving from policy to practice.