Navigating the future of leadership

Essential Leadership Skills: Navigating the Future with Agility and Vision

The landscape of leadership is evolving at an unprecedented pace. Rapid technological advancements, shifting workforce dynamics, and global uncertainties demand a new set of skills from leaders. In this era, effective leadership is no longer just about guiding teams and making decisions; it’s about navigating complexity, fostering innovation, and driving sustainable success. There are many skills needed to be an effective leader and ensure teams are able to thrive in the future. These include:

Digital Fluency and Technological Savvy

Leaders should stay informed about emerging technologies, invest in continuous learning, and encourage their teams to adopt a digital-first mindset. By doing so, they can harness the power of technology to enhance productivity, improve decision-making, and maintain a competitive edge.

Emotional Intelligence and Empathy

As the workforce becomes more diverse and remote work continues to be prevalent, emotional intelligence and empathy are critical leadership skills. These skills are essential for building trust, fostering collaboration, and creating a positive work environment.

Strategic Thinking and Vision

In a rapidly changing world, strategic thinking also involves anticipating future challenges and opportunities. Leaders should be forward-thinking, constantly scanning the horizon for shifts that could impact their organisations. By doing so, they can proactively position their businesses for success and ensure sustainable growth.

Conclusion

Leadership in 2024 and beyond requires a unique blend of skills that go beyond traditional management. As the world continues to change at a rapid pace, leaders must be digitally fluent, emotionally intelligent, agile, and strategically minded. They must also prioritise inclusivity, resilience, communication, and ethical behaviour. By cultivating these skills, leaders can navigate the complexities of the modern business environment, inspire their teams, and drive sustainable success in the years to come.

With this in mind, we have been working with behavourial changes experts t-three since 2017, in delivering effective leadership programmes for managers in the maritime sector. These programmes incorporate the personality profiling tool Facet5. Facet5 is based around 5 key elements – Will, Energy, Affection, Control and Emotionality. A score on each of these facets builds our unique personality profile and allows us to understand not only how we behave as a manager, but also how we need to adapt our managerial style to manage others and get the best out of them.

t-three have put together extensive leadership programmes for global clients in both the maritime sector, including V. Group, and non-maritime sector, including Jaguar Land Rover, Transport for London and Sainsburys.

The next programme designed exclusively for the maritime sector will launch on the 28th November 2024 and you can find out more on our website.

Article written by Helen McCaughran, Marketing & Business Development Manager, Spinnaker.

Testimonials

“The workshops were conducted in a professional manner, encouraging the individual participation and building up shared group knowledge. The content was thought provoking and informative.
The usefulness depends upon one’s willingness to engage. The course helps to discover new possibilities if one approaches it with an open and receptive frame of mind and carries the “risk” of shaping one’s self perception and connection to the immediate and wider environment.”

“Interesting material to go through that gave me new perspective on leadership styles, nicely presented and structured into blocks.”

“There was a good amount of information, all of which will take time to digest. There was also a balanced amount of feedback and discussion time to keep you engaged.”

“Putting the focus on personal character first and identifying own leadership styles resulting from same helps to understand leadership better.”

“I was able to fully understand how my profiling impacts on my professional outlook and leadership style.”

“It was very interesting to learn more about myself and also allow me to understand how we can be perceived by others.”

The Importance of Accountability & Results

The fourth and final blog in this series covering the topics in the workshop element of the Maritime Leadership Development Programme and how to create a High Performing Team, focuses on Accountability and Results.

Accountability

What is Accountability?

The Cambridge Dictionary defines accountability as ‘the fact of being responsible for what you do and able to give a satisfactory reason for it.’ In a team, this means that every member must take ownership of their work and deliver to a high standard.

Why is accountability crucial for a high-performing team?

Accountability ensures everyone takes responsibility for their actions and work, therefore creating trust amongst the team. A team that is committed to an end goal tends to perform to a higher standard and get to their goal more effectively.

The consequences of a lack of Accountability?

When accountability is absent, issues within the team can arise because they aren’t being addressed. This can then lead to decreased motivation, uneven workloads, and unresolved issues. Lack of accountability can break trust as teams cannot rely on each other and goals are missed. Unhealthy conflict can arise between team members and progress will stall.

Facet5 and Accountability

By understanding the key factors that drive accountability, i.e. Trust & Responsibility, we can look at an individual’s personality to ensure that what they need to be accountable for is met.

  1. Control: Responsibility
    Team members need to be responsible for their own work and must feel comfortable in holding others to account.
  2. Affection: Support and Trust
    Looking at how team members treat others, knowing how likely staff are to trust and support each other, and what needs to be done to ensure they do, is key to creating accountability in the workplace. Mutual support strengthens the team and creating a trusting environment encourages accountability.

In conclusion, accountability is crucial for a high-performing team. How do you ensure your team is accountable?

Results

Results provide a tool to measure the teams progress and effectiveness. Subsequently, by consistently achieving results the team will be motivated to consistently perform and therefore creating a high performing team.

However, to achieve results, the team need to trust, engage in healthy conflict, be held to account and commit to each other.

For more information on how Accountability and Results impacts you and your team and on the Maritime Leadership Development Programme. Contact Helen & Monique [email protected]

The Importance of Commitment

Our third blog in this series uncovers the topics we explore in the workshop element of the Maritime Leadership Development Programme is Commitment.

What is Commitment?

The Cambridge Dictionary describes Commitment as ‘the state or quality of being dedicated to a cause, activity, etc’. Meaning that the team must agree on the end result and work together to achieve it.

Why is Commitment vital to become a high-performing team?

Commitment ensures the team is focused on a goal or objective and subsequently they are committed to make it happen. The team is more likely to support each other, put in the necessary effort and stay focused on the goal. This sense of commitment encourages accountability of the team and strengthens collaboration and trust.

What happens when a team is not committed?

Goals are missed because you don’t have the buy in from your team. The team misses opportunities to grow, and your teams’ skills will not be utilised, and your team won’t feel engaged or motivated.

Commitment in your team is only possible if your team can trust and confront each other. For more information about these traits, you can read our previous two blogs: Trust and Conflict

Facet5 & Commitment

The personality profiling tool Facet5 can show you how you and your team commit to ideas.

  1. Will: Determination
    People with high determination are dedicated to reaching the end goal, but those who are lower determination may require more information and reassurance.
  2. Emotionality: Tension and Apprehension
    How are you feeling? Are they apprehensive or even nervous. Knowing your teams emotionality preference, can help managers to understand what their team needs to feel comfortable to move forward and to commit to the result.

We are all different and will require different things to ensure we are committed and Facet5 can assist managers at all levels to achieve this.

For more information on how Commitment impacts you and your team and on the Maritime Leadership Development Programme. Contact Helen & Monique [email protected]

The Importance of Conflict

Our second blog delving into the workshop elements covered in the Spinnaker Maritime Leadership Development Programme that are crucial for a high-performing team. This blog will cover Conflict.

The Cambridge Dictionary describes Conflict as ‘an active disagreement between people with opposing opinions and beliefs.’

When we think of high-performing teams, conflict seems the opposite of what we want in our teams. So why is conflict so important? The importance is encouraging healthy conflict. Healthy conflict can encourage creative solutions, provide diverse perspectives and ideas and therefore create better decision-making.

However, teams need to trust each other to have healthy conflict. Our first blog in this series covers Trust.

Team members need to know their thoughts are valued and that conflict is not personal. Managers can ensure this by creating a safe environment where healthy, constructive conflict is encouraged, and conflicts are resolved constructively.

What happens when a team has a fear of conflict? If a team is afraid of engaging in conflict, then important issues may not be discussed, team members are not provided with honest feedback and more determined members of the team won’t have their ideas challenged. This can lead to tension, frustration and a lack of genuine collaboration.

The Facet5 report sub fact of conflict investigates the participants natural response to Confrontation. Those with low scores will naturally adapt to other people’s arguments, will remain calm in situations and won’t buy in to arguments. Those with high scores can hold their own in confrontations and are quick to react and confront issues.

Managers need to have an understanding of their team’s personality to effectively create a safe environment and encourage healthy conflict in a team.

For more information on how Conflict impacts you and your team and on the Maritime Leadership Development Programme. Contact Helen & Monique [email protected]


Lencioni, P. (2002), The Five Dysfunction of a Team, John Wiley & Sons

The Importance of Trust

Spinnaker has been running the Maritime Leadership Development Programme since 2016.

In this series of blog posts we wanted to introduce you to the ideas we cover during the workshop element of the programme.

The workshop element covers 5 elements that create a high-performing team and today we will look further into Trust.

The Cambridge Dictionary describes Trust as ‘to believe that someone is good and honest and will not harm you, or that something is safe and reliable’. So how does this work in a high-performing team and, maybe more importantly what happens in a team where there is no trust?

What does a team with trust look like? They will have constructive communication where collaboration is encouraged and team members feel they are in a safe environment. Trust ensures team members feel comfortable sharing ideas, giving and receiving feedback and taking risks. When all these factors come together you can identify a high-performing team.

But what happens when there is no trust in a team? Conflict increases, misunderstanding occurs more often, and members of the team don’t feel safe to raise concerns. This is especially critical onboard ships.

A Facet5 subfactor under Affection is Trust. People with high trust take people at face value and are focused on the preservation of relationships. This does mean they can be unquestioning of others. People with low trust challenge the motives of others in the interest of achieving the best business results and can be generally guarded. So how does your natural personality preference influence the level of trust in your team?

How do you ensure your team trusts you and do you trust them? Do they trust each other? How do we improve the level of trust in our team?

For more information on how Trust impacts you and your team and on the Maritime Leadership Development Programme. Contact Helen & Monique [email protected]


Lencioni, P. (2002), The Five Dysfunction of a Team, John Wiley & Sons

Maritime Leadership Development Programme

Since 2016 Spinnaker, in collaboration with behavioural change experts t-three have run the Maritime Leadership Development Programme.

The core focus of the programme is to build and improve leadership and management capabilities, identify and grow talent for future leadership positions, energise and engage employees, and develop high-performing teams.

The programme includes five elements and this week, Lucy McQuillan HRC Manager and co-facilitator in the workshops will give you an insight into the topics covered and why they are important.

Spinnaker will publish a series of blogs this week focusing on the 5 key characteristics of a high-performing team, Trust, Conflict, Commitment, Accountability, and Results.

For more information about the Maritime Leadership Development Programme contact Helen & Monique at [email protected]

Registration of Ships – A necessity?

A question arose as to whether a buyer is obliged to register its vessel and, if so, at what stage of a sale and purchase transaction it is obliged so to do.

By way of context, a disgruntled owner and his boat builder had agreed a settlement whereby the owner’s three year old superyacht, which had spent more time under repair than it had at sea, was to be sold back to the boat builder. Due to the unfamiliarity of the boat builder with the construction of such large yachts, the yacht had suffered a stream of significant mechanical defects since its delivery to the buyer culminating in an exhaust fire whilst on a trial run offshore Florida.

Initial advice was that in order to avoid sales tax the yacht should be moved into international waters. However, given the condition of the yacht that was considered an option of last resort and (as a result of the advice provided) it was decided to deliver the yacht in its Floridian berth.

The yacht was purchased by the boat builder for cash and aside from the discharge of a mortgage by the existing owner’s lender, the yacht was otherwise unencumbered at the time of the sale.

At closing, the seller delivered to the boat builder all of the delivery documentation required under the terms of the settlement agreement signed between the parties. This documentation included a bill of sale and a “clean” Transcript of Register issued by the yacht’s ship registry.

It became apparent that whilst the seller had provided all documents required in order for the buyer to proceed with the registration of the vessel, the boat builder (either as a result of its own, or its lawyers’ oversight, unfamiliarity with registration procedures, inaction or even intention), had not taken any steps to apply for the transfer of ownership of the yacht on the register.

Notwithstanding the failure (for whatever reason) of the boat builder to initiate the recordation of the transfer of ownership in the yacht in its (or a nominee’s ownership), the seller proceeded with the delivery as to fail to have done so would have risked placing it in repudiatory breach.

The question was posed as to what (if any) potential impact the boat builder’s failure to register its title on the ship register may have on the seller.

Registration – General Principles

The freedom of the high seas is one of the fundamental principles of public international law. Such freedom means the unrestricted access of vessels belonging to all nations, to all parts of the sea that are not included in territorial waters of a State. However, in order that the principle of unrestricted access to the high seas should not lead to a situation of anarchy and/or abuse, international law lays down a number of rules providing a framework for the exercise of that freedom but looks to individual States to ensure and enforce compliance with those rules through the jurisdiction exercised over their national vessels.

A cardinal rule is that jurisdiction over a vessel on the high seas resides solely with the State to which the vessel belongs. A second rule which is a corollary of the first is that all vessels using the high seas must possess a national character.

A vessel possessing no nationality – a stateless ship – enjoys no protection in international law. It is unable to engage in lawful trade since ports will deny entry to it or even refuse to let it leave.

The term generally used to describe the attribution of national character to a vessel is “registration”, meaning the entry of the vessel in the public records of a State. Thus, for example, for the purpose of many international shipping conventions, registration in a particular State is a sufficient connecting factor for regarding the vessel as possessing that State’s nationality.

Every State maintains registers in which vessels possessing the nationality of that State and flying its flag are entered. Individual States fix the conditions for the entry of vessels in their registers.

Public v Private Law

Registration means the entering of a matter in the public records. Registration is generally – but not always – not only a precondition for but also the test for a vessel’s nationality. This is the public law function of registration as opposed to the private law function. Public law is concerned with the framework of government, the function of public officials and adjustment of relations between the individual and the State. Private law is concerned with the adjusting of relations and securing of interests of and settling of disputes between individuals.

As such, it might be said that public law views a vessel in the dynamic sense of a floating community carrying with it the sovereignty of the State whose flag it flies, whilst private law sees the vessel in the static sense of a chattel, an item of moveable property over which one or more persons may have rights which the law considers worthy of protection.

The Merchant Shipping Act of 1894 explained the differences between public and private law as follows:-

“There are two points of public policy which may be suggested in these acts relating to shipping: the one a policy regarding the interests of the nation at large, relating to the question who shall be entitled to the privileges of the British flag; the other policy being similar to that which gave rise to the evidence of title in those who deal with the property in question.”

The role of the Bill of Sale – Transfer of title and risk

The bill of sale is the document used to evidence and effect transfer of ownership (i.e. property or title), in a vessel from a seller to a buyer. The delivery of the bill of sale (usually in exchange for payment of the purchase price), will operate to transfer ownership of the vessel from the seller to the buyer.

It is the universally recognised operation of the bill of sale as the document which transfers title that is at the crux of the issue in question, because what this means is that registration of a vessel cannot then be conclusive evidence of title to that vessel. In The Bineta the unpaid owner of a yacht retained possession in exercise of the unpaid seller’s lien despite the yacht being registered by and in the name of the buyer. The unpaid owner subsequently sold the yacht to a third party in whose favour it executed a new bill of sale and the court held the owner could pass title to the third party.

Accordingly, if one takes the case in point, whilst registration ensures that the owner’s title is valid against third parties, when a bill of sale is delivered by a seller to a buyer title and risk in a vessel is passed from the seller to the buyer, whether the buyer enters its details on the register or not.

As evidence of the passing of title and risk a protocol of delivery and acceptance will be signed by the seller and the buyer in duplicate originals and dated and timed by the parties which evidences the exact moment at which title and risk in the vessel has passed.

Once the bill of sale has been delivered and title and risk transferred to the buyer, it is then for the buyer to register its interest in the vessel. Notwithstanding the transfer of title, the vessel may still appear on the register as owned by the seller until the register is changed or the vessel deleted from the register. This could lead to seller being sued by a third party (searching the register) with a claim against the vessel that might have only arisen after delivery. However, assuming the claim in question did in fact arise subsequent to the transfer of title in the vessel, the seller would be able to show it is not liable because title and risk had been transferred to the buyer by the bill of sale and that transfer evidenced by the parties’ execution of the protocol of delivery and acceptance.

The fact that a vessel remains registered in a seller’s name following completion of a sale is not that unusual if one considers that when a vessel is sold and moved to another flag the seller is usually given up to a month to delete the vessel from its previous registry.

Registration – Immediate or Delayed?

In the normal course, registration of a transfer of title/ownership in a merchant vessel will take place immediately upon delivery of the vessel.

This is due to at least two overriding factors. First, the likelihood that the buyer has arranged financing to enable it to acquire the vessel will mean that the incoming lender will insist that the vessel is registered immediately upon transfer of title so as to ensure that the lender’s mortgage can be registered against the vessel simultaneously with (or as soon as possible following) the payment of the purchase price constituted in part at least by the loan advance. The registration of the mortgage gives notice of the creditor’s interest in the vessel and thus protects that interest against third parties. It also fixes priority between competing mortgages.

Secondly, if the vessel concerned is trading then it is more than likely that the buyer will be anxious to complete the formalities concerning transfer of ownership/registration in order to obtain the vessel’s new registry documents as soon as possible and not unduly delay the vessel’s departure from the delivery port.

However, in the case of a vessel that is not being financed and is not trading (in the case study above, the yacht is sitting in a damaged condition on a berth in Florida), then the demand to deal with the transfer of ownership/registration on an immediate basis are much reduced.

Conclusion

Whilst international law requires that every merchant ship be registered in a flag state, registration of a pleasure yacht is not currently compulsory (at least in the UK) unless the vessel is subject to a mortgage, or unless it is intended to sail in international waters.

In this case therefore, whilst the buyer may delay its registration of its title to the yacht on the registry, because the yacht is sitting at its berth and is unlikely to move, there is arguably little detriment to the seller during the period post-delivery that it remains noted as the registered owner but the buyer will need to complete the transfer of ownership on the register (or perhaps move the yacht to a new flag) before physically moving or otherwise using the yacht.

Chris Kidd
Managing Associate, Campbell Johnston Clark
[email protected]
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Stella Maris: Sailing the seas of support and advocacy for seafarers

Stella Maris is the world’s largest ship-visiting charity, with a network of over 200 Chaplains and 800 volunteers across 330 ports spanning 57 countries. Its mission is to support the welfare and wellbeing of seafarers and their families regardless of nationality, race, faith or gender.

With up to 70,000 ship visits per year, Stella Maris acts as a presence for seafarers confronting grave challenges at sea, including ship abandonment, kidnapping, piracy, hospitalisation, deaths, and even instances of suicide. Beyond these crisis moments, it provides practical assistance, warm clothing, reading materials, port transportation, faith materials, money transfers, and gifts during festive seasons. Communication tools such as top-up cards and Wi-Fi also help bridge the gap between seafarers and their loved ones.

Separated from their families for extended periods, seafarers often struggle with loneliness and isolation. Stella Maris serves as a trusted confidant, providing a friendly face and a sympathetic ear at the foreign ports they visit. Through conversation and practical assistance, Stella Maris addresses various issues, from mental health concerns to financial challenges, ensuring seafarers receive the support they deserve.

Milestones and Achievements

Founded in 1920, Stella Maris has evolved into a global network providing care over time and distance. During the COVID-19 pandemic, the organisation expanded its reach, offering humanitarian relief and grants to individual seafarers and their families. From feeding 15,000 seafarers in India to assisting those affected by Typhoon Rai in the Philippines, Stella Maris adapts to the changing needs of seafarers across the world.

Collaboration and Support

Stella Maris works increasingly closely with shipowners, ship managers, P&I Clubs, law firms, flag states, sister maritime charities and a range of national and international maritime organisations to address the complex challenges faced by seafarers.

Its global network ensures continuous support for crews worldwide, and it encourages the industry to consider Stella Maris as a valuable resource in times of crisis.

Advocating for Change

In the face of forced labour and modern slavery in the maritime sector, Stella Maris takes proactive steps to address these issues. Workshops held in major UK ports in 2023 equipped participants with essential knowledge and tools to identify and respond effectively to signs of modern slavery. The charity continues to advocate for fair pay, conditions, and workload standards as the industry embraces automation.

Current Priorities

Ukraine – Stella Maris is the only maritime charity team working on the ground in Odesa and recognises that there is a long-term need to support seafarers in Ukraine. Subsequently, Stella Maris UK has committed to cover the core running costs of its team based in the Ukraine Black Sea Port of Odesa for as long as it takes and is grateful for substantial corporate support in this area. We are providing active support and sending a clear message of solidarity that the maritime sector has not forgotten Ukraine nor the issues seafarers are facing.

East Africa – Stella Maris has launched a new operation in Tanzania to support seafarers facing longer time at sea owing to Houthi attacks in the Red Sea. Drone and missile strikes by the Yemen rebel group have forced hundreds of ships to sail via the Cape of Good Hope, increasing journey times and putting extra pressure on ports and services in Africa. The new mission will provide additional support to seafarers in Dar es Salaam, Tanzania, at a time when seafarers face being at sea significantly longer — sometimes months longer — than they anticipated. The new team will help seafarers to contact their families, and support on physical and mental health and other welfare issues.

The Future of Stella Maris

The charity is committed to advocating for seafarers’ well-being, providing support and addressing the evolving challenges faced by those who dedicate their lives to the maritime industry. Collaboration, advocacy, and a commitment to well-being form the foundation of this organisation’s mission, ensuring seafarers receive the support they need in the constantly changing landscape of the maritime industry. As the maritime industry continues to evolve, Stella Maris remains vigilant in identifying emerging challenges and opportunities for seafarer well-being. From the impact of reduced shore leave to the implications of increased automation, Stella Maris stands at the forefront, advocating for policies that prioritise seafarers’ welfare and ensure a sustainable future for the maritime workforce.

For more information and to find out more about Stella Maris please contact Ian Stokes ([email protected] 07732 682090) or go to www.stellamaris.org.uk

Hot Jobs – Top 10 maritime vacancies – August 2024

For over 25 years, Spinnaker has been assisting shipowners, shipmanagers, oil majors, and P&I clubs in fulfilling their maritime recruitment requirements. Every day, we receive a constant influx of new job openings, all conveniently listed on our website. To simplify your job search, we have handpicked a collection of the ten most sought-after positions available right now. Get in touch if you’re interested but do it quickly as they won’t be around for long!

A full list of current vacancies can be found on our website:

Marine Manager – London, UK

We are looking for an experienced Marine Manager to join a growing LNG company in London. In this critical role, you will be responsible for overseeing all aspects of cargo operations and navigation for a fleet of vessels. Key responsibilities include: providing technical support and guidance on nautical, cargo, and mooring equipment, reviewing and verifying ship-shore compatibility, including responding to terminal and charterer screening requirements and oversee the development and revision of ship-specific operations manuals.

View Job – Marine Manager

Container Chartering Manager – Rhoon, The Netherlands

Calculation, valuation & recommendation of different employment opportunities. Negotiation of charters & charter parties. Market analysis and interpretation of data on charter rates, fleet size and trade flows. Monitor the development within the Container Vessel Charter Market and take appropriate action to secure the best charters for our tonnage partners. Constantly seeking to improve on the time charter fleet earnings with the aim of increasing revenues and reducing idle time.

View Job – Container Chartering Manager

Insurance Officer – London, UK

We are working with a shipbroker in London who are looking for an Insurance Officer with 8+ years of experience negotiating P&I, and H&M renewals. This broker is open to applications from Underwriters from a P&I Club, a Marine Broker or an Inhouse Insurance Officer at a shipowner. In return, this company offers healthcare, flexible working, performance based bonus, pensions and more.

View Job – Insurance Officer

Senior Claims Handler – Dubai, UAE

As a Senior Claims Handler, you will play a crucial role in managing and resolving claims, while maintaining a high level of support and service to members. This role will also involve raising estimates, processing payments/reimbursements, travelling to meet with members, brokers, and service providers, as well as attending internal and external training seminars.

View Job – Senior Claims Handler

Finance Consultant – London, UK

As a Finance Consultant, you will play a pivotal role in supporting structured and project finance initiatives within the shipping industry. You’ll leverage your experience in structured finance and project finance to support the negotiation and execution of deals with banks, with a focus on vessel financing. A thorough understanding of asset finance and complex tax lease systems will be key in this role.

View Job – Finance Consultant

Dry Cargo Broker – Greece

Seeking passionate Shipbrokers in the Dry Cargo market! Our client is seeking dynamic and experienced brokers to join their esteemed broking desks to play a pivotal role in expanding market presence, fostering client relationships and driving business growth in various markets. Key responsibilities include: developing and maintaining strong relationships with shipowners, charterers, and other key stakeholders, negotiating and concluding charter parties for vessels and analysing market trends and providing strategic insights to clients and team members.

View Job – Dry Cargo Broker

Associate/Senior Associate – London, UK

We are working with an international law firm who are leading in the commercial business sector, this firm is looking for a qualified Lawyer with 2 -6 years PQE (UK Qualified) in Dry Shipping. This role will involve working on a range of international maritime disputes, working with P&I Clubs, shipowners, ship-operators, ship managers, commodity traders and their insurers. Examples of work includes loss of cargo, charterparties, collisions/allisions and other casualties.

View Job – Associate/Senior Associate

General Counsel – Oman

We are working with a global logistics provider in Oman, who are seeking a General Counsel with 10-15 years experience in shipping and maritime law to join their dynamic team. The ideal candidate would be preferably UK qualified but our client is open to considering candidates from other jurisdictions. This role requires someone who can provide expert legal advice while thinking and advising commercially, building strong relationships with internal and external stakeholders.

View Job – General Counsel

Finance & Accounting Manager – Thailand

You’ll have the chance to lead critical financial operations and make a significant impact in this shipping lines business. This role offers you the opportunity to shape financial strategies, ensure compliance with local and international standards, and work closely with key stakeholders both within and outside the company. Have the satisfaction of managing comprehensive finance and accounting functions, from overseeing daily banking activities and financial reporting to coordinating with auditors and ensuring smooth statutory audits.

View Job – Finance & Accounting Manager

Assistant Registrar – London, UK

On behalf of a Flag Administration, we are looking for an experienced Assistant Registrar to join their dynamic team in London. This role offers a fantastic blend of office and remote work, with the potential for career advancement to Registrar upon successful completion of the probationary period. Key requirements include: the right to live and work in the UK, residence in London or within commuting distance and practical shipping experience and maritime administration background is advantageous.

View Job – Assistant Registrar

For more information on any of the jobs above, please email Spinnaker.
View these jobs, and more on our website.