Audience one
Professional and institutional training.
For the people already inside maritime, and the institutions that regulate and enable it. This is our registered training provision: the programmes, the assessment, the certification and the quality system documented in our institutional training profile.
01 / Who it is for
The functions we train.
Professionals, managers and technical personnel, and the organisations that employ them.
Ports and terminals
Management, operations and business-process owners, and the security personnel and incident responders who work alongside them.
Shipping and chartering
Ship owning, operating, agency and chartering businesses: chartering and operations personnel, brokers, owners, charterers and commercial managers.
Freight and logistics
Freight forwarding and logistics businesses, and the trade facilitation functions that sit around them.
Banking, insurance and investment
Lenders, insurers, claims personnel and investment teams exposed to ship finance, marine risk and the blue economy.
Public administration and regulators
Maritime authorities, trade and standards agencies, and the public administration functions that interface with the sector.
Legal, advisory and academic
Lawyers and in-house counsel, advisory services, universities and professional bodies.
02 / The portfolio
Five programmes, one per training pillar.
Maritime law
Maritime Law and Shipping Contracts
The legal framework a shipping transaction actually runs on: the contracts that carry it, the claims that arise from it, and the mechanisms that resolve them.
Commercial shipping
Laytime and Demurrage
Charterparty time as money. How laytime is counted, where demurrage exposure is created, and how a claim is built, checked and defended.
Sustainability
ESG in Shipping
Environmental, social and governance requirements where they meet operational and commercial decisions, and the reporting that has to stand behind them.
Finance and risk
Ship Finance, Maritime Credit and Risk Management
How a bank finds, appraises, structures, secures and monitors a vessel facility, and what it does when one starts to go wrong.
Digital resilience
Cyber Security for Ports and Port SystemsFlagship
Port cyber risk as an operational problem rather than an IT one: assessing exposure across the terminal, designing controls that survive contact with operations, and rehearsing the response.
03 / How we contract
Six service lines.
The training and learner-development services we provide, as set out in our institutional training profile.
| Service line | Description |
|---|---|
| Open-enrolment courses | Scheduled programmes for individual professionals from multiple organisations. |
| In-company training | Customised delivery for an employer, based on an agreed training-needs assessment. |
| Executive and board briefings | Condensed decision-focused sessions for senior leadership and governance bodies. |
| Workshops and simulations | Applied exercises addressing contracts, calculations, risk scenarios, incident response or policy choices. |
| Curriculum and learning-material development | Structured learning plans, facilitator guides, participant materials and assessment tools within the approved scope. |
| Post-training support | Action plans, coaching or follow-up review where contracted and appropriately resourced. |
04 / Formats and delivery
How a programme actually runs.
Three delivery modes
Face-to-face, synchronous virtual, or blended. The mode is agreed per cohort alongside contact hours, trainer assignment, venue or platform and attendance controls.
Away from the workplace
Face-to-face delivery runs away from the workplace, at a dedicated conference venue, so a nominated cohort is not interrupted by the job it is being trained for.
Multi-agency cohorts
Where institutions want peer exchange, a cohort can be drawn from several organisations facing the same problem.
Duration follows outcomes
Programme length is set by the learning outcomes, not the other way round. Executive formats run short; a full programme runs as long as its assessment requires.
Bring us a capability gap, not a course title.
In-company delivery starts from an agreed training-needs assessment. Tell us what your people have to be able to do and we will tell you which programme closes it, and whether it needs adapting first.