Celebrating International Day for Women in Maritime

On the occasion of International Day for Women in Maritime 2026 (18 May), SMI asked a number of industry leaders to comment on whether enough was being done to advance gender equality in shipping, and if not what more needed to be done, Here are their replies:

Capt. John Lloyd FNI, Chief Executive, The Nautical Institute: 

On this Women in Maritime Day, we proudly recognise and celebrate the invaluable contributions of women across the maritime industry.

Talent, expertise and leadership are not defined by gender, but by dedication, skills and commitment to excellence.

At The Nautical Institute, we are committed to supporting an inclusive maritime community where all professionals can thrive.

Today is an opportunity to highlight the achievements of women at sea and ashore and to reaffirm our commitment to foster equity, professional development opportunities and respect to all those working across the sector.

Irene Rosberg, Programme Director, The Blue MBA and Blue Board Leadership Programme, at Copenhagen Business School

The maritime industry has become much better at talking about the importance of women, but talking about progress is not the same as delivering it.

Many companies now say they support gender equality, and I believe many of them genuinely do. The harder question is whether the industry is doing enough to prepare women for real influence, senior responsibility and long-term leadership. On that point, there is still significant work to be done.

I do not believe progress should be measured only by the number of women placed in visible roles. Women should not be appointed because an organisation wants to show that it supports diversity. They should be appointed because they are qualified, capable and ready. Anything else risks becoming tokenism, and tokenism does not serve women or the industry well.

What is needed is a much stronger focus on development. If maritime wants more women in senior positions, it must invest in women before those positions become available. That means access to high-quality education, technical and commercial exposure, leadership training, mentoring, sponsorship and professional networks. Women need to be present in the areas where influence is built: ship management, operations, finance, safety, crewing, regulation, technology, chartering and strategy.

This is not only a gender issue. It is a business issue. Maritime is changing rapidly through digitalisation, decarbonisation, automation, new regulation and advanced technology. At the same time, the industry is facing a shortage of skills. It makes no sense to underdevelop or underuse a large part of the available talent pool while also saying that the sector needs more capable people.

The industry must create fairer and more serious pathways for women, but women also have a responsibility to prepare themselves. We must invest in our own expertise, build confidence, seek knowledge and develop the credentials that allow us to compete on merit. Real equality will not come from women being treated as symbols of progress. It will come when women are recognised as professionals whose ability, judgement and leadership are beyond question.

Claudia Grant – Deputy Director General of the Maritime Authority of Jamaica

Support and promotion for the integration of women in the maritime industry have come a long way, led by the IMO and embraced by other stakeholders to varying degrees. Opportunities for education and professional training in the maritime sector are open to women, and I guess it is safe to say that open hostility to their participation in the sector has waned and is now negligible.

What is not readily apparent are the policies to institutionalise gender mainstreaming at the organisational level to promote gender equality. This would support, for example, transparency in employment and advancement, and greater work-life balance. As mentioned, it has been embraced to varying degrees by stakeholders, so there are best practices that can form the basis of accepted guidelines.

Dawn Doyley, Registrar at Maritime Authority of Jamaica

Over the years, the IMO has actively advanced the visibility and inclusivity of women in the maritime industry through the provision of specialised training courses geared towards gender considerations. The IMO has also established the International Day of Women in Maritime, observed on May 18. The theme for this year, “Advancing Gender Equality for Maritime Excellence,” serves to highlight the importance of inclusivity, equal opportunity, and the meaningful participation of women at all levels of the maritime sector in driving innovation, leadership, safety, sustainable growth, and enhancing its overall performance and resilience.

The IMO Women in Maritime programme, launched in 1988, has established numerous networks and initiatives throughout the region to provide mentorship and professional development, with a focus on integrating gender considerations into maritime policies and practices, particularly in developing countries. In the Caribbean, there is WiMAC and, in particular, the Jamaica chapter, which serves to empower women and foster a culture of “seastership”.

I believe that, with the foundation the IMO has put in place, it is important for women to help each other in their quest for positions in the maritime industry, since the barriers to success are not always imposed by the opposite gender but can also arise from limited support, a lack of unity, and limited collaboration among women.

Capt. Dwain E. Hutchinson, Managing Director and CEO, The Bahamas Maritime Authority

“The maritime industry has made progress, but there is still more to do to make sure women can see a long-term future in the sector and are supported as their careers develop. Mentorship is important, but it has to be matched by practical steps, including training, career development, respectful workplaces and policies that help attract and retain talented people.

"At The Bahamas Maritime Authority, we have seen women make an important contribution across the organisation over many years. Some of our colleagues have helped shape the Authority from its early development, and their service shows the value of experience, commitment and continuity. Gender equality is not only a matter of fairness. It also strengthens the way the industry works, the quality of service it provides and the leadership it will need for the future.”

Yuliia Filchukova, Global Recruitment Manager, Danica Crewing Services.

There has definitely been significant progress in recent years, and the maritime industry today is far more open and inclusive than it was 10 or 20 years ago. We now see more women in leadership positions ashore, more female cadets and officers onboard, and much stronger awareness around diversity and equal opportunities across the industry.

At the same time, there is still a lot of work to be done, especially at sea and in technical roles, where female representation remains relatively low. In many cases, women still have to work harder to prove themselves and overcome outdated stereotypes that continue to exist in some parts of the industry.

I believe the focus today should not only be on attracting women into maritime, but also on creating conditions that allow them to build long-term careers and grow professionally. This includes equal opportunities for promotion, supportive onboard environments, mentorship programs, leadership development, and clear policies that ensure respect, inclusion, and safety for everyone.

Another very important aspect is visibility. Young women need to see that maritime is not only a possible career path, but also a rewarding one. The more successful female professionals the industry highlights, the more naturally future generations will see maritime as an industry open to talent and professionalism, regardless of gender.

Diversity should also not be viewed only as a social initiative. Different perspectives, experiences, and leadership styles strengthen teams and support innovation, which is especially important now as the maritime industry is undergoing major changes connected to technology, sustainability, and global transformation.

The industry is moving in the right direction, but real progress will come when competence, professionalism, and dedication are the only things that define career opportunities - not gender.

Collective response from The Swedish Club Hong Kong Branch, headed up by Julia Ju, Regional Executive Director

If we had to identify one priority action for the industry to advance gender equality in maritime, it would be to make career progression transparent and measurable.

Gender equality will advance when all stages of career i.e. recruitment, promotion, and leadership pathways are based on clear criteria and accountability, rather than informal networks or assumptions about who fits certain roles—both at sea and ashore.

 On the occasion of this year’s Women in Maritime Day, our key message to industry stakeholders is that progress does not come from statements alone, but from everyday decisions. If we want a more inclusive maritime industry, we must focus on creating environments where women can build long-term careers, be supported through different life stages, and be evaluated consistently on capability and performance—just like anyone else.

Claudia Paschkewitz, Director of Sustainability, Diversity and Inclusion at Columbia Group

From my perspective, progress is being made, but there is still more to be done to fully support and advance women in the maritime industry. I have been working in shipping since 1989, and I can clearly see how much has changed since then. Today, there is far more support, and we see significantly more women in leadership positions, at least on the shore-based side of the industry. This visibility creates a positive momentum and a strong pull for the next generation. We are moving in the right direction.

That said, there is still room for improvement, and every additional supportive measure helps. Onboard ships, the proportion of women remains low, although some positive initiatives are already in place. Even if the steps sometimes seem small, as long as they move us forward, they are the right ones. What is needed is persistence and patience.

Further progress can be achieved through a clear commitment from companies to hire and promote women, greater acceptance of diverse leadership styles, and strong mentoring programs. Onboard, practical measures matter too - properly fitting workwear, facilities that consider female needs, and access to hygiene products. These are just a few examples. Continuous dialogue is essential: asking women what they need and listening to their answers. 

And to women themselves: be confident, speak up, and claim your space.

Pradeep Chawla, CEO of MarinePALS 

No one in the industry denies that women need to be supported to join the maritime industry. Attracting women to shore-based jobs is not a challenge, and women are well represented in shore jobs.

It is a lot more difficult to attract women to go to sea, though. I think the efforts are not lacking. Most countries do give women equal opportunities. Some countries, like India, are giving financial incentives too for women to go to sea. Many companies are also giving financial incentives and have made ambitious targets to recruit more women.

It is true, though, that the percentage of women at sea is extremely low.

I think that the problem lies in the public’s perception of the requirements of the job at sea. Recruitment companies often describe the job at sea as “very hard” and “demanding”. Stories about long hours of work, fatigue, lack of social life on board and weeks without any shore leave do not help in making the job at sea attractive.

There are also issues of sexual harassment, bullying and discouragement from male colleagues.

I believe the industry has only itself to blame for not being able to promote the positives of the job at sea.

There needs to be a concentrated and focused campaign presenting the truthful picture of life at sea.

Life on a modern ship is not really hard. Compared to the job of a surgeon, the job is not too demanding. Most professions in the world do not have legislation to govern rest periods for workers.

A third officer at sea at the age of 21 years earns a tax-free salary that is no less than that of a 21-year-old in any other profession.

Bullying and harassment cases are certainly less than in the world of land-based jobs, as we have seen with the #MeToo revelations.

The maritime industry has to provide psychological safety and regulatory guardrails similar to other industries. In the crew-supplying nations, besides the women themselves, the campaign must reach out to families.

The perception would change if the maritime industry makes the effort. Women at sea associations need to reach out to schools, colleges and families by holding events for the age groups that are deciding their careers.

Rome was not built in a day, but with persistence and genuine intentions, a lot can be done.

Antonia Krystalli, S&P Department in Greece office, Wirana Shipping

Taking an overall view of the shipping industry, I don’t believe enough is being done yet. While there has been visible progress, particularly at a policy and awareness level, the reality on the ground remains inconsistent. In commercial shipping, and especially in areas like sales and purchase broking, women are still underrepresented in senior and decision-making roles. The focus needs to shift from simply attracting women into the industry to retaining them and ensuring equal access to advancement. This requires structured mentorship, transparent promotion pathways, and clear accountability around diversity goals.

G. Anjala, Banking & Finance Department in Singapore office, Wirana Shipping

Enough is being done to startadvancing women in maritime, but not yet enough to achieve parity. The industry is moving in the right direction with policy frameworks, training initiatives, and recognition programs. However, the real test lies in translating these into higher representation at sea and in leadership roles worldwide.

Jemma Cawood, Head of Marketing, GTMaritime

There has definitely been progress in recent years, particularly in terms of visibility, industry conversations, and the creation of networks to support women in maritime. It’s encouraging to see more organisations actively recognising the importance of diversity and inclusion.

However, there still needs to be equal emphasis on retention, progression, and influence. If women don’t see clear pathways to leadership, or feel they have to continually prove their value, the industry risks losing talent it has worked hard to attract. Representation is improving, but it’s not yet consistent across all areas of the industry, particularly in leadership and seafaring roles.

The next phase needs to be more deliberate. That includes embedding inclusive practices into leadership, creating clear and accessible pathways for progression, and ensuring that diversity is treated as a business priority rather than a standalone initiative.

Bec Ware, SVP, Medical Operations, VIKAND

A more balanced maritime workforce brings real operational and cultural benefits, yet despite sustained advocacy, the gender gap remains significant. Awareness alone will not close it. Real structural change across recruitment, development and retention requires coordinated effort between employers, industry bodies and regulators.

Women in leadership are one of the sector's most underutilised assets. Visible role models, backed by proper mentorship programmes, can open doors and shape careers in ways that policy documents cannot. Clearer pathways and more targeted recruitment are essential if women are to move into historically male-dominated roles in meaningful numbers.

But getting women through the door is only half the challenge. Keeping them is equally important. That means better onboard environments, appropriate facilities, attention to their unique health needs and, where possible, flexible working arrangements.

Above all, it means recognising achievement more consistently, so that a long-term maritime career feels like a sustainable prospect rather than a constant uphill battle.

Gisa Paredes, Managing Director, WellAtSea, part of OneCare Group

While progress has certainly been made, there is still more the industry can do to support and advance women in maritime, particularly when it comes to creating inclusive workplace cultures and stronger support networks. Much of the conversation rightly focuses on structural barriers and male-dominated environments, but it is also important to acknowledge that unconscious bias can exist across all levels and genders. Sometimes, women in leadership roles can face criticism or judgement that reflect long-standing industry stereotypes or pressures.

To truly advance women in the industry, there needs to be greater emphasis on mentorship, allyship, open dialogue, and fostering environments where women actively support and champion one another. Progress comes not only from changing systems, but also from building cultures where everyone feels respected, encouraged, and able to thrive.

Katy Womersley, Group Managing Director, Stream Marine Training Group

Significant progress has been made in promoting and supporting women in maritime, thanks in large part to organisations such as WISTA and other industry bodies, as well as the clear commitment shown by many shipping companies and maritime companies. That is genuinely encouraging. Over the past five years, it has been especially inspiring to see more women entering the industry and taking positions as captains, engineers and senior leaders ashore, challenging long-standing stereotypes of women's roles in the industry.

That said, more still needs to be done to turn awareness into lasting change and real accountability. At sea, vessels which operate outside the cruise and ferry sectors should be designed with women in mind, with access to appropriate PPE, healthcare provision and enforceable standards that uphold zero tolerance for harassment. Both at sea and ashore, there also needs to be clearer, more family-friendly career pathways that support women through maternity and other life stages, so they can continue to progress without being disadvantaged.

Ultimately, the aim should be to reach a point where targeted support and promotion for women in maritime are no longer needed, because mixed-gender representation at every level, both at sea and ashore, is simply the norm.

Nyasha Abbott, Customer Success Team Lead, ScanReach

I'm seeing more women in maritime careers which are traditionally male-dominated, which suggests more awareness has indeed been brought to young women to provide them the same opportunities men are typically more inclined towards.

To encourage more representation of women in maritime roles, there may have to be a disproportionate level of attention given to guiding them into the field. It’s easy to think enough isn’t being done as the proportion of women seems so low, so the focus should remain on providing more opportunities and exposure at different levels of education.

Ultimately, as long as the women in these roles can be accommodated and protected, we will see an increase in uptake of roles that are a genuine reflection of individual career preferences, yet maintain the respect and standards of those who built the industry. I value my encounters with women in the field as it reinforces that even some representation does matter and can make the difference.

Hans Bobeldijk, CEO of UAB Online

We are moving in the right direction, but it’s not enough yet, especially in technical and hands-on roles where women are still underrepresented and often harder to retain. The challenge is bigger than setting targets based on numbers. We need to remove the reasons people opt out: an unsafe or unwelcoming environment, unclear career paths, and a lack of visible role models. We also need earlier investment in education and training, because finding female developers or technical specialists is genuinely difficult if the pipeline is small.

Julia Siebert, Chief Operating Officer at COLUMBIA blue

In my view, the focus of supporting and advancing women in maritime now needs to shift from awareness to consistency and long‑term impact. This includes continuing to challenge unconscious assumptions, ensuring equal access to opportunities and career progression, and creating working environments that are truly inclusive, not only across gender, but also across nationalities, backgrounds and career paths.

Ultimately, supporting and advancing women in maritime should be seen as part of a broader effort to strengthen diversity overall. In a global and complex industry like ours, more diverse teams lead to better decision‑making, stronger performance and more sustainable organisations. The direction is right, but continued commitment and practical implementation will be key.

Christina Orfanidou, Head of Group AI at Columbia Group 

When it comes to advancing women in the maritime sector, my lens is on technology and AI, which are shaping the industry’s future. From digital crewing and recruitment systems to welfare monitoring platforms, e-learning, and automated talent assessment tools, these solutions now define who gets hired, trained, and promoted. If women are absent from their design, we risk embedding bias into the very systems meant to modernise shipping.

Women are critical for maritime tech because today’s AI tools influence crew rotations and hiring, so female input ensures fairness and inclusivity. Systems tracking wellbeing must consider diverse physiological and social realities rather than relying on a male-centric baseline. With e-learning and competency apps driving career development, unbiased design is essential to creating equal opportunity.

More needs to be done. Women must be involved in maritime tech design, including in systems that manage crewing, payroll automation, welfare monitoring and training. Specialised upskilling programmes should focus on maritime-specific applications such as crewing platforms, compliance automation and HR tech, rather than only generic AI training. Digital transformation projects in shipping must also mandate gender diversity in tech development and implementation teams.

If the future of shipping runs on algorithms, women must help write them. Fair technology is not a side project- it’s the foundation for an inclusive, competitive maritime industry.

Daniela Krispin, Chief Technology Officer, ShipIn Systems

There has definitely been progress, but the industry still has a long way to go — especially in technical, operational, and leadership positions. 

Awareness is no longer the main challenge. The bigger challenge is creating real pathways for women to enter, stay, and advance in the industry over time. 

That includes early exposure to maritime careers, stronger mentorship, more representation in decision-making teams, and better support for long-term career continuity. 

As maritime becomes increasingly technology-driven, the industry has an opportunity to attract more diverse talent, particularly in areas that combine engineering, AI, data, and operations. 

Diversity is not only about representation; it directly improves how systems are designed, how decisions are made, and ultimately how operations perform. 

Joy Basu, CEO of Smart Ship Hub

The maritime industry has made encouraging progress in supporting women, particularly with more women officers rising to senior ranks, including Master Mariners. Leading organisations are investing in maritime academies and training programmes that are already attracting more women cadets into seafaring careers.

However, more still needs to be done to create a truly inclusive and sustainable environment. The priority should be ensuring women feel safe, respected and supported onboard through stronger reporting mechanisms, zero-tolerance policies for harassment, and better mental health and welfare support.

It is also important to create more balanced onboard teams, train crew members to work effectively in mixed gender environments and ensure equal access to leadership opportunities. As vessels become smarter and more digitally connected, technology can further enhance safety and onboard wellbeing.

Finally, the industry must actively promote maritime careers to young women globally by showcasing role models, career progression and equal opportunity across the sector.

Elif Sonalp, HR Manager, AVS Global Ship Supply

In recent years, the maritime industry has made significant strides in supporting women, with a growing number of companies encouraging female participation. At AVS Global Ship Supply, we are proud to lead this transformation by example; currently, over half of our management team is comprised of women. This success proves that women are not just part of "diversity" initiatives, but key decision-makers shaping our industry’s future.

While entry-level participation is rising, our next collective goal is to bridge the gap in senior representation. By overcoming traditional mindsets and focusing on mentorship, we can ensure that these talented professionals build long-term, sustainable careers. Real progress lies in moving beyond recruitment and focusing on retention and leadership advancement.

By implementing modern leadership programs, equal career opportunities, and improved onboard living conditions, we can make maritime an even more attractive home for women. The future is bright, and with this inclusive vision, there is no limit to what we can achieve together.

Rebecca Sperti, IDWAL CCO

"Having worked previously in construction, another traditionally male-dominated sector, I see many parallels with maritime. Real progress comes when industries move beyond simply encouraging diversity and focus instead on creating visible, credible career pathways and inclusive working environments.

Maritime has a compelling story to tell - from global trade and sustainability to digitalisation and innovation - but it is not always visible to those outside the industry. Broadening that narrative, while continuing to improve opportunities and support for women in operational and seafaring roles, will help attract a more diverse range of talent. Ultimately, that diversity strengthens the industry as a whole by bringing wider perspectives, skills and approaches to problem-solving."

Louise Holloway, Columbia Yacht Services

While the maritime industry has made progress in supporting women, more still needs to be done to create long-term equality and career sustainability. Greater access to female mentors is essential, as many women entering the sector still lack role models and support networks that can help guide them through the realities of working at sea.

Education is also key. More colleges and universities should offer maritime training schemes and actively promote the opportunities available within the industry. At the same time, there needs to be a more honest representation of life at sea. Too often, yachting is glamourised without acknowledging the challenges of long periods away from home and the pressures that come with the role.

Another major issue is the lack of structured maternity support. Many crew members spend extended periods working outside their home country, which can affect employment rights, tax status, and access to maternity pay or benefits. The industry needs clearer policies and stronger protections in this area.

Financial education is equally important. With many seafarers working internationally and navigating complex tax arrangements, better support is needed to help crew manage their finances and plan for the future.

Stella Kiss, Head of Clinical Operations, Mental Health Support Solutions, part of OneCare Group

Progress has been made, but we're not there yet. And I say that not to criticise, but because I think the industry is capable of more.

The conversation around women in maritime has matured and we've moved past "are women welcome here?" and into something more nuanced. But nuance without action still leaves us short. What I see most consistently is a gap between intention and infrastructure. Companies want to do better, but the systems around recruitment, retention, and progression often haven't caught up with that intention.

Working in maritime mental health, I see how much workplace culture shapes who thrives and who quietly moves on. Women are leaving roles not because they can't handle the environment, but because the environment hasn't adapted to them. That's a retention problem, and it's one the industry can actually solve.

The next step isn't another initiative. It's embedding accountability into the structures that already exist for example performance reviews, leadership pipelines, board composition. When gender equity becomes part of how we measure organisational health, we'll start seeing real movement.

Güven Kale, Manager of Clinical Training, Mental Health Support Solutions

Progress is being made, but I do not believe enough is being done yet. We see more women entering maritime universities, graduating as cadets, and joining the industry, which gives me great hope. However, many women still face outdated assumptions, unequal opportunities, isolation, and the pressure to constantly prove that they belong. From my perspective as a clinical psychologist in maritime, real support means more than opening the door; it means creating an environment where women can stay, grow, and feel psychologically safe.

The industry needs stronger action against bullying, harassment, and discrimination, but also more mentoring, fair promotion pathways, and leaders who challenge old mindsets. Women should not have to become “strong as iron” just to survive the workplace. The goal should be a maritime culture where every person, regardless of gender, is treated with dignity, respect, and genuine opportunity.

Julia Oppermann, Clinical Operations Manager, Mental Health Support Solutions

In recent years, I have seen encouraging efforts across the maritime industry to better support and advance women. Many companies are becoming more aware, implementing policies, and opening conversations that were long overdue. However, from my perspective we are still not close to where we need to be.

What is often missing is a more holistic and preventative approach. For example, female seafarers, particularly cadets, are still frequently placed on vessels as the only woman on board, which can increase vulnerability and isolation. This is a structural issue that requires more deliberate planning.

In addition, support systems should not be reactive. Women should already know who their trusted point of contact is within the company before any issue arises, rather than having to navigate complex reporting channels during a stressful situation.

Finally, there is a strong need for ongoing, practical crew training. This should not only address respectful behaviour and professional boundaries, but also consider cultural differences, as perceptions of appropriate interaction can vary significantly.

Progress is being made, but meaningful change will require more proactive and systemic action.