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⚓ A Letter of Gratitude and Commitment – 2025 (EY MCH - SEASON 01)

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From Insung Lee, EY MCH - SEASON 01 2025 was the year we planted the seed of MCH within Global EY and watched it take root. Looking back on nearly 20 years of my professional career, I realize how rare and fortunate it is to pursue something I had dreamed of since I was young— to build it, shape it, and watch it grow with my own hands. And even more importantly, I know how difficult—and meaningful—it is to do this together with people I trust. As this year comes to a close, I would like to express my sincere gratitude to all colleagues, mentors, and partners who have supported us throughout 2025. This year, we looked toward the same direction and truly shared a long voyage on the same vessel. There were countless moments—many of them challenging, complicated, and exhausting. Yet despite all of this, MCH stands where it does today because of: the senior and junior colleagues at the shipyards, the dedicated EY MCH team, and the shipowners and classification societies wh...
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The Reality of Cyber Regulations Facing the Shipbuilding & Maritime Industry – Part 5: E26/E27 Era and the Emergence of a New Role, CRSI

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 CRSI (Ship Cyber Resilience Integrator) —A New Player Integrating Shipyards, Suppliers, and Classification Societies — In the UR E26/E27 era, why is a “Cyber Integrator” absolutely essential? 1. A Newly Emerging Role in the E26/E27 Era: CRSI For decades, the shipbuilding industry has operated with clearly defined roles: Basic design engineers Outfitting design engineers Electrical design engineers SI (System Integrator) Shipyard PMs But in today’s UR E26/E27 landscape, a new role is quietly appearing. That role is the CRSI (Ship Cyber Resilience Integrator). A CRSI is not the same as: an SI (System Integrator), a shipyard design team, or an owner’s ICT department. The CRSI integrates systems and data across the entire vessel, focusing specifically on cyber resilience—coordinating, harmonizing, and validating how cyber-related elements work together. It’s a role that no organization has previously taken responsibility for. And this absence is exactly what ...
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나를 이끄는 건 결국 나 자신이었다

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  나를 이끄는 건 결국 나 자신이었다 직장 생활을 하다 보면, 사회라는 무대가 얼마나 복잡하고 미묘한 관계들로 얽혀 있는지 자연스럽게 알게 된다. 선배와 후배, 동료 사이에서 우리는 늘 적절한 균형을 잡으려고 애쓴다. 직장에서 기본적인 매너를 지키고, 맡은 업무에 최선을 다하며, 자신의 역할을 온전히 수행하는 것은 당연히 중요하다. 하지만 그 과정에서 종종 ‘누군가에게 잘 보이기 위해’ 내가 아닌 나를 연기하게 되는 순간 이 찾아온다. 어쩌면 마음 한구석엔 이런 기대가 있었는지도 모른다. “누군가가 나를 이끌어 주길.” “누군가가 나에게 길을 알려주길.” 그러나 사회에는 그런 기대를 기꺼이 이용하는 사람들도 있다. 겉으론 친절해 보이지만, 실제로는 누군가의 빈틈을 찾는 데 더 능숙한 사람들. 평판을 위해 억지로 꾸며낸 모습은 결국 그들의 먹잇감이 되곤 한다. 그런 경험들이 쌓이다 보니, 결국 이런 결론에 다다랐다. 나를 이끄는 건 결국 나 자신뿐이라는 사실을. 그리고 잘 보이기 위해 ‘내가 아닌 나’로 사는 삶만큼 위험한 선택도 없다는 것을. 진짜 필요한 경청은 ‘내 마음의 소리’다 우리는 흔히 경청을 인간관계의 핵심 덕목으로 이야기한다. 물론 다른 사람의 말에 귀 기울이는 일은 여전히 중요하다. 하지만 더 중요한 건 내 마음이 하는 작은 신호들 에 귀를 기울이는 일이다. 억지로 웃고, 억지로 맞추고, 억지로 속도를 맞추다 보면 결국 내가 무엇을 원하는지조차 흐려진다. 그래서 삶의 우선순위는 이 한 가지 질문으로 정리된다. “나는 지금, 내 마음의 목소리를 듣고 있는가?” 이 질문에 솔직해지는 순간 불필요한 관계에서 벗어나고, 가식적인 친절에 기대지 않고, ‘좋은 사람으로 보이는 것’보다 ‘나답게 존재하는 것’이 더 중요해진다. 삶에서 만나게 되는 ‘잠깐의 위안’들 신기하게도, 내 마음의 소리를 따라 걷다 보면 예상치 못한 순간에 진짜 소중한 인연 이 나타날 때가 있다. 오래 가지 않아도 괜찮다. ...
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성공이 만든 리더의 위기와 성장의 심리학 - Part 3. 황금알을 낳는 거위의 배를 가르지 마오.

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(님아, 그 강을 건너지 마오) 세상의 모든 성과가 그렇듯, 진짜 가치 있는 결과물은 하루아침에 만들어지지 않습니다. 누군가는 인생의 절반을 걸어 배우고, 밤을 지새우며 정리하고, 수없이 실패를 견디며 다시 일어섰고, 현장을 뛰며 사람과 신뢰를 쌓아왔습니다. 그렇게 모인 시간과 마음과 노력— 그 모든 것이 쌓여 지금의 성과가 되고, 걸어온 길을 만들었습니다. 그런데— 어디서든 이런 회사 또는 사람들이 나타납니다. “정치적 리스크 방지”라는 그럴듯한 명목, 개인의 욕심을 채우려는 목적, 조직 내 입지를 지키기 위한 불안, 자신의 무능을 감추기 위한 포장, 윗선에 잘 보이기 위한 보여주기식 선택, 책임은 피하면서 공만 챙기려는 기회주의, 잠깐의 존재감을 드러내려는 얄팍한 의도 등— 근본 없는 이유 하나만으로, 타인의 피와 땀으로 만들어진 결과물을 가볍게 평가절하하고 슬그머니 가로채려는 이들. 하지만 꼭 기억해야 합니다. 그것은 바로 황금알을 낳는 거위의 배를 스스로 가르는 행동입니다. 오늘 얻는 작은 이익에 취해 내일의 신뢰를 무너뜨리는 선택이며, 순간의 욕망을 위해 자신의 미래를 스스로 잘라내는 일입니다. 제가 몸 담아온 조선·해양 산업 또한 속도보다 정직함 , 기교보다 매너 , 성과보다 신뢰 를 우선합니다. 이 업은 한 사람의 작은 욕망이나 단기 이익으로 흔들릴 만큼 가벼운 산업이 아닙니다. 수십 년을 쌓아 올린 기술, 현장에서 이어져 온 매너, 사람과 사람 사이의 신뢰가 모여야 비로소 움직이는 산업입니다. 그 틀을 깨면서까지 얻는 이익은 잠시 눈앞에서 반짝일 뿐— 결국 손에 잡히지 않는 신기루 에 불과합니다. 그리고 저는 “작은 욕심에 성장하는 리더의 배를 스스로 갈라 결국 무너지는 사람들”을 너무나 많이 보아 왔습니다. 순간을 위해 미래를 버리고, 작은 이익을 위해 신뢰를 놓치며, 결정적으로는 스스로의 가능성을 잘라내는 모습들. 그 끝에는 언제나 성장도, 존중도, 신...
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Cyber Regulatory Landscape and Industry Responses in the Shipbuilding and Maritime Sector – Part 4: Why Shipowners Must Establish an Owner Cybersecurity Policy

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Why Shipowners Must Establish an Owner Cybersecurity Policy The Single Standard That Determines the Future of the Entire Fleet 1. The biggest issue in the shipbuilding and maritime industry has been the absence of a unified standard Shipyards work based on their own standards. Suppliers produce documents based on their own interpretations. Classification societies enforce their own requirements. System integrators act according to their own methodologies. And in the middle of this fragmented ecosystem, the party that suffers the most is the shipowner . Because cybersecurity is not a “single-vessel problem.” It is a fleet-wide operational model that affects decades of operation. Despite this reality, many shipowners still rely on: Shipyard-provided documents Supplier-provided documentation Class-driven interpretations without having their own Owner Policy. This approach is no longer sustainable. In the era of UR E26 and UR E27, the shipowner must define the standard. 2...
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Cyber Regulatory Landscape and Industry Responses in the Shipbuilding and Maritime Sector – Part 3: Why should shipyards accept UR E26 as 'part of the basic design'?

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UR E26 Is Not a “Cyber Regulation” Why Shipyards Must Treat It as Part of Basic Design Zone & Conduit, System Boundary, RA/RM — Everything Begins at the Earliest Design Stage 1. The Shipbuilding Industry Has Long Believed “Cybersecurity = Post-Delivery Issue” For decades, shipyards have followed four traditional priorities: Design according to the contracted specifications Install all systems on time Pass class inspections Complete a safe handover to the shipowner In other words, the prevailing belief has been: “Cybersecurity is something the operator handles after delivery.” However, this mindset is no longer valid in the era of UR E26. Cybersecurity is now considered part of the shipyard’s responsibility, from the earliest design stages all the way through delivery. 2. UR E26 Is Not a “Security Requirement” — It Is a Design Standard Many still misunderstand UR E26 as a set of cybersecurity rules. In reality, E26 is much closer to a ship systems design standard , bec...
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Cyber Regulatory Landscape and Industry Responses in the Shipbuilding and Maritime Sector – Part 2: The Hidden Reality of Supplier-Driven Risk Shaking the Shipbuilding Industry

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1. Most Suppliers Still Do Not Truly Understand UR E27 Although UR E27 has been around for several years, conversations with system suppliers still reveal the same questions: “How much do we actually need to produce?” “Who is responsible for writing this—us or the shipyard?” “What exactly does the class society expect?” This is not because suppliers are unprepared or unwilling. 👉 The real problem is the lack of practical, unified guidance. The items exist, but the criteria do not. The criteria exist, but the interpretations differ. The interpretations differ, so documentation quality varies dramatically. And because SCARP (E26) is built on supplier documentation , this inconsistency is now creating a growing structural risk across the entire shipbuilding and maritime sector. 2. Why Supplier Documentation Quality Directly Determines the Ship’s Cyber Resilience SCARP—the centerpiece of UR E26—is constructed on top of supplier E27 documentation. That means: Weak E2...
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Cyber Regulatory Landscape and Industry Responses in the Shipbuilding and Maritime Sector – Part 1: What We Must Do Right Now

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📌 Why Cybersecurity, and Why Now? — The Wave of Transformation Has Already Arrived** Digitalization, automation, smart ships, and AI-driven operations are advancing at unprecedented speed. The global shipbuilding and maritime sectors are standing at a historic turning point. We are sailing through the most dynamic and complex era the industry has ever experienced. And at the center of this transformation lies one undeniable truth: Ships are becoming smarter — and simultaneously more vulnerable. Cybersecurity is now the core mechanism that connects and protects this growing vulnerability. IACS UR E26 and UR E27 are no longer “new regulations.” They are rapidly becoming the operational philosophy and shared language for every vessel that enters production. Yet, even today, few voices clearly explain what these requirements actually mean in the field: What shipyards must do differently What suppliers are struggling with What shipowners face in real implementation How the...
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The Psychology of Leadership Shaped by Success – Part 4: Why Teams Must Be Carefully Designed from the Very Beginning

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When you look deeply into an organization, one truth reveals itself again and again: Villains inside an organization are not simply individuals with problematic personalities — they are largely the result of the system that produced them. And there is an even more important reality: If even one villain is allowed to succeed, their behavior quickly turns into culture. Colleagues observe it, adapt to it, and eventually replicate it as a survival strategy. This is not an issue unique to a specific company. It is a structural risk that can emerge in any organization. And when leaders fail to recognize it early, the organization begins to deteriorate quietly from the inside. 1. The Soil Where Villains Grow — The Shadow Cast by Short-Term Performance Culture Villains thrive when an organization treats short-term numbers as the sole measure of success and fails to examine the context, process, and values behind those outcomes. People who grow in such environments tend to: use relatio...
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