The survey results highlight both the strengths and areas for improvement in the safety culture of the yacht industry.

Inconsistent leadership and variable safety priorities, along with indications that formal procedures are not always followed, are creating avoidable risks across the yacht sector.

Additionally, current levels of crew engagement mean that opportunities to recognise and respond to both perceived and emerging risks are not being fully realised onboard.

These are findings from Lloyd’s Register’s (LR) Yacht Safety Culture and Wellbeing Survey, which gathered input from crew and shore-based professionals working across a broad range of yacht sizes (all over 24 metres) and operating models. The survey indicates that although safety‑critical rules, checklists, and safety meetings are in place, their effectiveness is frequently diminished by financial, operational, and guest‑driven pressures, as well as by crewing levels and workload demands.

Process and procedures, along with communication, were identified as relative strengths underpinning safety culture onboard. Crew generally understand basic risk principles and say that well-run safety meetings help them work more safely. However, the survey highlights significant variation between yachts in how consistently these practices are applied.

Engagement emerged as a critical area requiring attention to strengthen reporting culture, trust, and safety performance. Respondents conveyed low confidence in reporting, challenging decisions, and speaking up without fear of negative consequences. Engagement is notably lower on yachts under 500 GT and among long‑tenured crew, who report declining trust in follow‑through related to safety observations and improvement suggestions. On smaller yachts in particular, unclear roles and responsibility were seen to weaken accountability and make it harder for crew to raise concerns.

Owner and management company priorities and instructions and onboard leadership behaviours were found to be a decisive factor. While some captains and senior crew demonstrated and encouraged engagement, others were perceived as prioritising schedules, guest experience or commercial demands.

Fatigue and workload pressures featured heavily throughout the survey. Long hours, reliance on overtime and limited recovery time were repeatedly cited, especially during busy seasons. Engineers and senior officers recorded the lowest wellbeing scores, reflecting sustained responsibility and operational strain. The findings show that when fatigue becomes accepted as normal, risk increases.

The survey also identified missed opportunities in learning from incidents. Based on engagement results, better reporting practices are needed. Although investigations take place, respondents described inconsistent follow-up and limited sharing of lessons learned. Some crew said that excessive reporting of minor issues diluted meaningful learning and reduced confidence in reporting systems.

Positive wellbeing was linked to better focus and safer behaviours. Good food, good connectivity and regular contact with home were consistent wellbeing boosts, but support for stress, fatigue and mental health onboard varied widely. Many crew were hesitant to raise wellbeing concerns due to inconsistent follow‑through and low trust in reporting processes. Overall, the findings show that wellbeing systems exist but are inconsistently implemented.

Stephanie McLay, Human Factors Team Lead for LR Advisory, said: “The survey shows strong procedural and communication foundations across the yacht industry, with improved risk awareness offering real potential to enhance safety and engagement. But it also reveals the need for more consistent practice to improve safety culture, and everyday life for crew. People are the industry’s greatest asset, and supporting their wellbeing is the most powerful safety intervention we can make.”

Engel-Jan de Boer, LR’s Global Yacht Segment Director, added: “The findings underline the need for stronger leadership behaviours, more effective fatigue management and a reporting culture that encourages early intervention. Without action, the industry risks higher underlying safety exposure and the loss of experienced crew.”