Leading hydrography through transformation

As Dr Mathias Jonas approaches the end of his second term as secretary general of the International Hydrographic Organization (IHO) in August 2026, Hydro International spoke to him about his nine years at the helm of the organization and his professional journey spanning decades of hydrographic development. Dr Jonas reflects on technological revolutions, the evolution of digital standards, international cooperation and the strategic processes that have shaped modern hydrography during his tenure.

You will be leaving the IHO in August 2026, having stood at the helm as secretary general since 2017. How do you look back on this time?

“I look back with great gratitude that I was able to fulfil this special task over two terms of office. It was the German philosopher Friedrich Hegel who said that events seem accidental when they happen but appear as destiny in retrospect. As a trained seaman and qualified nautical engineer, I was never destined to take on global responsibility for cooperation in international hydrography. The role of secretary general of a specialized intergovernmental organization encompasses a very broad spectrum of technical, organizational, legal and political issues. It is demanding and challenging, but always extremely interesting. After all, we learn to handle challenges by overcoming them. Our times are dynamic in every respect, and being responsible for an effective global organization requires not only keeping pace with constantly changing conditions, but staying strategically ahead – judging circumstances correctly, acting with foresight and shaping developments. I believe I have largely succeeded in this. The IHO is on solid ground in terms of programmes, operations, finances and personnel. I have managed the organization responsibly, developed it significantly and can hand over the keys to my successor with a clear conscience. I have found it particularly enriching to work with colleagues of different ages, qualifications and sociocultural backgrounds. It is impressive to see how they commit themselves to hydrography as a global endeavour.”

You previously held the position of vice president and head of the Nautical Hydrography Department at the BSH in Germany for a long time. To what extent did your work at the BSH help you in your role at the IHO?

“Firstly, of course, the expertise. I joined the BSH in 1994 as the first person responsible for the technical approval of digital nautical chart systems and, over the years, grew into other areas of nautical hydrography until I was entrusted with heading the department in 2009. This greatly expanded my overall responsibilities. I also oversaw the management of the five BSH ships, hydrographic surveying and wreck search, nautical cartography, nautical information service, and even the in-house print shop with its typesetting unit, offset machines and bookbindery. The range of topics required working on tasks and challenges in parallel, developing a sense of priorities and remaining flexible when events unfolded differently from expected. At the time, Nautical Hydrography was the largest department at the BSH in terms of personnel and finances, and managing more than 200 colleagues was certainly the most challenging aspect. The deliberations on strategic planning and organizational direction, which I helped shape as vice president from 2014 onwards, had a major influence on me. A specialized authority is not merely a recipient of instructions; it is expected to anticipate future developments based on its expertise and to balance these against available resources. This is challenging in concept and even more so in implementation because it involves people and their work.”

In 2026 you will have been leading the IHO for nearly a decade, but your involvement with IHO issues started much earlier. How do you remember those beginnings, and what has changed since?

“The uptake of computerization across sectors, including shipping, began in the late 1980s – the time I graduated as an engineer. The first PC-based onboard devices were Electronic Chart Systems emerging in the mid-1990s. This was revolutionary and challenged the traditional production and dissemination of paper nautical charts. The IHO was required to transform its core asset – standardization of nautical information – from paper to digital products. Member States had to adapt their processes and product portfolios. Unlike paper charts, the entire chain ‘from ping to chart’ was no longer solely in the hands of hydrographic offices, and collaboration with industry became essential. In 1999 I issued the first type-approval certificate for an ECDIS, although production and distribution capacity for S-57 ENC data was still limited. It took a decade to build this up and until 2018 to make ECDIS mandatory for international shipping. Paper charts did not disappear entirely, but today the ratio of sales is around one to nine in favour of digital products. This creates a difficult legacy – maintaining two parallel production lines for products similar in content but very different in management. The move towards a data-centric approach, producing both paper and digital formats from a single database, reversed the long-standing paradigm. While it seems obvious today, this took years. The next evolutionary step has been to make ECDIS systems more dynamic by integrating real-time water levels, tidal data, currents and ideally ocean weather. For such integration, dense seabed topography is essential. Software development increasingly drives the technical landscape. The IHO responded by developing the S-100 concept to support efficiency gains in sea transport. It took longer than expected – it was conceptualized in 2005, and now the first S-100-based services are expected in 2026. Meanwhile, hardware innovations such as improved hydroacoustic systems, bathymetry from Lidar and satellites, autonomous platforms and broadband at sea create a quantum leap effect.”

The IHO continues to adapt its standards, including S-44 and S-100 elements addressing subjects such as secure data distribution. But how can the IHO gather expertise across these different technical fields to not only keep pace but set the standards?

“The IHO is composed of its Member States. The Secretariat coordinates around two dozen committees, working groups and project teams, relying on contributions from subject matter experts nominated by hydrographic offices and industry partners. Some tasks require specific technical expertise – particularly in software-based standards – so outsourcing through contractual arrangements is sometimes used. Still, Member States’ provision of human and material resources remains critical. Standardization depends not only on technical solutions but also on market acceptance. To support the transition from standards to implementation, the IHO and Singapore jointly operate the Innovation and Technology Laboratory, established in 2021.”

What are the most important successes of your term of office?

“I am known as the ‘one hundred man’: overseeing the IHO’s 100^th anniversary in 2021, welcoming Kiribati as the 100^th Member State in 2024, and seeing S-100 data services launch in 2026. But the IHO is not driven by symbolic milestones alone – it is about shaping processes, many of which began long before my election in 2017. My appointment coincided with a constitutional reorganization. A central change was shifting task planning and budget management to the newly established Council of 30 Member States, which meets annually. Introducing this new governance model has increased flexibility and agility. During my term, what might be called ‘Digital Hydrography 2.0’ emerged. A core IHO task – technical standardization of marine geodata – was not only preserved but expanded to neighbouring domains such as maritime traffic control, marine weather and navigational warning services. Digital navigation systems will soon approach the usability of land-based navigation technology. Another central subject is ocean mapping. When I took office, only 6% of the world’s oceans had been surveyed according to modern standards. By the end of this year, that figure will have risen to 28%, thanks to international efforts. Achieving full coverage remains a long-term goal, but the necessary processes are now in place. One of my strategic aims has been to consolidate the IHO’s role in ocean mapping. This includes resolving the long-standing debate on the recognition of the Southern Ocean. I am pleased that the IHO General Assembly formally recognized it in 2023 after decades of controversy dating back to 1937. Improved communication and alignment of technical standards have strengthened the IHO’s role as a partner to oceanography, the maritime economy and environmental sciences. Hydrographic data is now widely understood as essential baseline information. Membership has grown from 87 to 103 during my tenure – a new record and, in part, the result of long-term efforts by my predecessors. One long-running process completed in 2018 was making ECDIS mandatory for international shipping. A major new development is establishing the first IHO branch office in Busan, Republic of Korea, operational from 2026. Technical experts there will maintain the global digital infrastructure for S-100 standards and data services – an important shift in IHO operations and staffing.”

International conflicts have increased in recent years. What consequences does this have for your work, and how do you deal with these challenges?

“The IHO, founded more than a century ago, is built on the principle that international cooperation benefits maritime stakeholders regardless of political differences. This principle remains highly relevant today. Intergovernmental organizations often reflect global geopolitical dynamics, functioning most efficiently when political conditions are favourable. While the IHO does not address bilateral disputes directly, it plays an important mediating role within its technical mandate, for instance in clarifying responsibilities for surveying and mapping. My colleagues and I help build consensus among Member States, enabling agreements even when political discord exists. The IHO pursues two primary objectives: safe navigation and protection of the marine environment. I fully support these aims and remain committed to them, irrespective of political circumstances.”

What drove you as IHO secretary general? What were your personal ambitions?

“I am driven by curiosity – about boundaries, about possibilities and about learning. My tenure at the IHO has offered substantial professional fulfilment, aligning my work with my values and ambitions. The Secretariat in Monaco, on the Côte d’Azur, provides a unique environment, enriched by natural beauty and Mediterranean culture. I have valued the opportunity to contribute to the international mission of the organization, addressing strategic global issues with long-lasting impact. As my term draws to a close, I look back with a sense of accomplishment and forward with anticipation. I will miss the role and its surroundings, but I also look forward to returning to Rostock, reconnecting with family and friends and considering new professional opportunities after a period of rest. I will be ‘open to work’ again. One project on my list: updating the ECDIS textbook I co-authored, as the 2021 edition now requires significant revision following the adoption of the S-100 framework.”

About Dr Mathias Jonas

Dr Mathias Jonas has served as secretary general of the International Hydrographic Organization (IHO) since 2017. Formerly vice president of the Federal Maritime and Hydrographic Agency (BSH) and Germany’s national hydrographer, he began his career as a merchant seaman and has been deeply involved in integrated navigation, marine geoinformation and charting standards since the 1990s. He is the author of numerous publications on technical aspects of the digital provision of marine geoinformation and strategic considerations on the future of hydrography. During his term he managed to widen the scope of the organization to become an essential contributor to the aims expressed under the UN Ocean Decade.