SHE of Change - Issue 11 - Setting Sail With Captain Jeanine

SETTING SAIL WITH CAPTAIN JEANINE

And many more...

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FOUNDER'S NOTE

Dear Readers,

I am delighted to introduce another inspiring edition of "She of Change."

In this particular release, I find great pleasure in dedicating it to someone who has profoundly influenced my life in a positive and transformative way – my mentor, Karin OrselCEO at MF Shipping.

Mentors play an indomitable role in our personal and professional development. Under Karin's invaluable guidance, I have not only acquired essential knowledge but have also flourished as an individual In moments of uncertainty and challenge, I often find myself pondering, "What would Karin do?" She exemplifies selflessness in its truest form and has never wavered in her willingness to assist whenever I needed her support

Karin's influence on me has been so profound that I've endeavoured to follow her example by extending mentorship to others.

This ripple effect of mentorship embodies the essence of the “Maritime SheEO Community" – a commitment to personal growth, mutual support, and the perpetuation of positive change. We are also launching a mentorship program soon. This edition features a few mentors from the community, who stepped up to empower women in the industry - much like what Karin did for me years ago.

This edition also highlights some information from the upcoming Maritime SheEO Conference 2023. Our team has been working very hard behind the scenes to deliver to you the absolute best experience.

Regards,

Sanjam Sahi Gupta

FROM THE EDITOR’S DESK

Dear Readers,

Happy to present the latest edition of She of Change released on 28th September to coincide with World Maritime Day Let’s take a moment to salute all those involved, contributing and adding value to this very important industry!

This issue has some very thought-provoking accounts from key professionals describing how their companies are committed to DEI practices and the positive takeaways. Furthermore, the article on Gender Focus explores the transition to a more balanced and progressive workforce - a really constructive read.

Write-ups such as Drop the Anchor and Mindful Mentoring are also covered, which present the viewpoint that students and young people need to be mentored in order to thrive in this industry and establish a name for themselves, as well as how Mentors can be role models for mentees After reading these accounts many senior maritime professionals will surely be motivated to mentor a few young people aspiring to succeed in their careers.

In case you are a regular reader of our publication, you must be aware that Jeanine Drummond curates the Pilot Diaries columns. In this edition, Jeanine is featured on the cover page Her journey as a true trailblazer is both inspiring and motivating, and you can read all about her navigating the many challenges she faced to eventually become the Chair of AMSA.

Ivana, a Marine Pilot from the UK, also shares her journey into piloting, which is undoubtedly fascinating.

In addition, we have an article by Sophie De Sylvie who talks about the African Blue Economy which is under threat by IUU Fishing, and how effective implementation of international and regional conventions is essential to address this serious problem

As you read through the pages of the magazine, we are sure you will be inspired by the stories of women professionals who share their experiences of working in the maritime industry and climbing to the top of their careers undaunted by failure or challenges that cross their paths. Kudos to all of them!

Regards,

Loretta Fernandes

DIVERSITY AND INCLUSION: KEY INGREDIENTS FOR CORPORATE SUCCESS

In this account, Cristina describes DNV's commitment to DEI and their belief in creating a more supportive environment and advocating for gender equality. Read on to learn more about it.

The benefits of DEI have been well documented in recent years with more creative and innovative teams leading to higher growth and higher returns on capital, not to mention a richer employee experience.

For companies, nurturing a sense of unity amidst diversity is both a challenge and an opportunity.

At DNV, we see diversity, equity, and inclusion as a source of strength for the company. Our commitment to DEI is both an ethical choice and a business decision.

We believe a more inclusive, equitable, and psychologically safe working environment reduces employee stress and supports our collective well-being and resilience. It enables us to meet the needs of an ever-changing world that is facing major transformations.

Our global team of over 12,500 employees, who represent more than 100 nationalities, are the face of DNV in over 100 countries all over the world.

All employees are given equal opportunity and access to training and upskilling to shape their careers with us.

Globally, we have seen a 29 7% increase in our female workforce and a 20.7% increase in female managers since 2013 – very encouraging numbers that attest to our commitment to gender diversity and equity.

Cristina Saenz de Santa Maria Regional Manager South East Asia, Pacific & India, Maritime at DNV

We pride ourselves on building relationships with customers that are based on trust in our technical ability, as well as on the integrity and personal conduct of our people.

To serve our customers to the best of our ability requires diverse identities, backgrounds, experiences, and perspectives. It necessitates having the best talents onboard.

Amid today’s skills crunch, employers are competing increasingly hard for talent in a competitive market.

Infusing DEI in the way we operate, provides us with the widest access to global talent and is the best basis for delivering excellence to our customers.

To propagate the importance of DEI, our Singapore office, for instance, has established a volunteer team to advocate for this amongst employees in the country

The team actively arranges various forums on DEI topics and issues, as well as events to celebrate the different cultures and religions. These activities help to develop and sustain a culture of inclusivity and psychological safety that allows each employee to deliver their best work for DNV and our customers

IN CONVERSATION WITH AVISHKAR SRIVASTAVA

In this interview, Avishkar Srivastava, Chief Innovation Officer, The PDP Group, shares how the organisation has made strides to make diversity and inclusivity one of its key values.

How would you describe the importance of diversity and inclusion within The PDP Group? International logistics is all about coordinating with people. Employees are interacting with colleagues from different departments, office locations, regions, and backgrounds.

At a time when logistic companies are aiming to scale up and go the extra mile to achieve customer delight, it is important to get the basics right. This is where we must understand how to recognize people from diverse backgrounds and make everyone feel included.

At our company- The PDP Group® we firmly believe that diversity and inclusion must be at the core of the company culture In order to achieve our company’s vision, every employee must feel valued and believe that they are contributing to the mission statement.

Having employees from diverse backgrounds helps us become more sensitized toward various cultural norms.

A diverse pool of employees also helps create a sense of daily learning, simply by having conversations with their colleagues

A logistics company is dealing on a global scale, whether it is communicating with foreign clients, foreign agents, or representatives from various international

associations. Unless the organization inherently has a diverse workforce, it is difficult to create meaningful relations with international stakeholders

In a world that is now digitally connected and where each organization has its own personality online on social media, it is important to have a culture that resonates across borders, and which feels welcoming to people from all backgrounds, ethnicities, regions, and nationalities.

What initiatives or programs does PDP Group have in place to attract and retain a diverse talent pool for your roles?

At The PDP Group®, we firmly believe that a dynamic workforce gives a key competitive advantage in the Industry 4.0 era, and as a result, we put great emphasis on attracting top talents.

When hiring employees for roles, we pay special attention to the candidate’s personality and workplace attitude In the logistics sector, hiring managers often keep their sole focus on the candidate’s competency for that particular job. They tend to ignore important attributes like the candidate’s personality type, working style, compatibility with the department which they would join.

Our company has been hiring in-house Industrial/ Organisational Psychologists for the past 8 years. This ensures that our hiring programs have a strong focus on psychological assessments to understand the candidate’s suitability for the job role

As a result, we are able to hire employees who are not just suited for the job based on their expertise but are also contributing to creating a diverse workplace. We ensure that each department has a varied set of personalities with unique working styles.

There are regular training sessions, and activities conducted to bring out the unique attributes of each employee This includes participation in our annual employee felicitation event where employees get an opportunity to showcase their diverse range of talents from reciting poetry, singing songs, giving ‘Ted Talk’ style presentations, etc.

To ensure sustained cultural development, it is equally important to retain employees. With this in mind, we conduct regular sensitization programs, workshops on workplace etiquette, and celebrations of unique events such as ‘World Happiness Day, ‘International Day of Gratitude’, etc.

With this, we received a ‘Great Place to Work’ certification from ‘The Great Place to Work Institute- India’ for 4 years in a row.

What strategies do you use to ensure equal opportunities for career advancement and growth regardless of background or identity?

A 360° feedback mechanism is essential to understanding an employee’s overall performance We focus on all-round employee appraisals The employees are assessed not just by their reporting managers on performance, but also by their juniors, and colleagues from the same and different departments.

The assessments help us understand the candidate’s behaviour, and tone of communication when dealing with employees of various scales, as well as their overall contributions to the company culture

By obtaining feedback from multiple employees, we successfully avoid individual biases which may usually be the case if the career progression plan is solely reliant on the employee’s reporting manager.

We also get to understand any underlying trends which may be revealed while reviewing the 360° feedback, pointing us to the types of sensitization programs required in the future Qualitative analysis is not comprehensive when dealing with career advancement.

Our company also provides KPI documents to the managers, with a strong emphasis on collaboration and team growth.

This creates a culture where employees having a strong performance and an all-round positive approach towards peers, are recognized and given a chance to stand out from the crowd

What strategies do you have in place to foster a sense of belonging for employees from all backgrounds within the workforce?

We are responsible to create a culture where each employee feels that they are an integral contributor to the company’s mission. We are focused to create a culture that celebrates diversity We celebrate all festivals such as

Christmas, Diwali, Eid, Durga Puja, etc. with the same vigour and excitement. These celebrations are more than mere events; they are opportunities for our employees to share their traditions and heritage, deepening our understanding of one another

There is a prevalent perception in the logistics industry that the level of knowledge decreases as we move down from the ‘manager’ scale to the ‘executive’ scale and then to the ‘worker’ scale. As a company, we are keen to challenge this perception. We believe each employee has a sound knowledge of their particular field.

With this in mind, we hold regular seminars, and some of these seminars are held by our forklift operators and trailer mechanics, who explain the intricate details of heavy equipment/ truck to executives and managers.

This has created an immense sense of pride amongst the workers and increased the level of belongingness. Managers and executives also enjoy learning the practical aspects of the job, as their time is usually spent behind a computer screen

The workers also feel a sense of pride by realising they are being heard and their knowledge is being valued.

In addition to the statutory maternity leave, we provide paternity leaves to our working fathers.

Through cultural celebrations, knowledgebased seminars, and mentoring initiatives, we are creating an environment where every individual is empowered to contribute their unique perspectives, driving innovation and success in our ever-evolving industry

What role does leadership play in driving diversity and inclusion efforts?

The leadership team must take primary responsibility for driving the organization’s culture. It is important for us as leaders to truly understand why we are doing what we are doing, rather than simply following a trend

For me, creating an organization that is diverse and inclusive refers to building a workplace where employees feel comfortable expressing their views.

The road to creating such a workplace is a staircase and not an elevator.

We need to take small, consistent, and effective steps to achieve diversity and inclusion As leaders, it is important for us to sensitize our workforce which has a mix of enthusiastic youngsters and experienced professionals.

It is important to hear everyone’s views and to help them realise the importance of building a workplace of diverse personalities where there is not just one correct way of doing things.

The Maritime SheEO Conference 2023

Diversity for Innovation and Growth

The Maritime SheEO Conference 2023 will be a hybrid event with delegates and virtual attendees from all over the world This year we estimate over 200 attendees and over 2000 people to stream online.

Meet People Who Inspire

It is an excellent platform for inspiration, advice, and networking. You’ll find great connections and learning opportunities for women in any vertical of maritime.

Gain valuable insights

Every speaker has their unique perspectives to share. All the women featured in this event have made changes in remarkable ways will share their insights with you. Be inspired by discussions with successful women leaders

Remembering What Motivated YOU to Start

The event this year has a special emphasis on leadership. We all have our motivations to start our business, however over time these can change Sometimes it's important to take yourself back to your original motivation and help you learn from other leaders!

Fun – Lots of it!

We’ve found a way to make the conference fun and exciting. From breaks in between sessions, to the evening of cocktails, we have found an engaging way to make connections with everyone. And honestly, after all the hard work you put into your role – you do deserve the break.

Confirmed Speakers

AmbNancyKarigithu SpecialEnvoyandAdvisoron MaritimeandBlueEconomy, andExecutiveOfficeofthe President(Kenya)

HEEngHessaAlMalek AdvisortotheMinisterforMaritime Transport,Affairs,theUAEMinistry ofEnergyandInfrastructure

AnetteHolte CountryManagerat KongsbergMaritime

CristinaSaenzde SantaMaria P,RegionalManagerSouth EastAsia,Pacific&India, MaritimeatDNV

HumaQureshi GeneralManageratEmirates ShippingAssociation

Dr MaliniVShankar, IAS(Retd) ViceChancelloratIndian MaritimeUniversity

LeilaBenHassen Founder&CEOatBlueJay CommunicationLtd

MickKinley CEOatAustralianMaritime SafetyAuthority PiaMeling ManagingDirectorat GriegGreen

ArsenioDominguez Secretary-GeneralElect InternationalMaritime Organization(IMO)

BirgitMLiodden Founder&CEOofTheOcean OpportunityLab(TOOL)

SadanKaptanoglu PastpresidentBIMCO KaptanogluGroupCEO

JillianCarson-Jackson ManagingDirectoratJCJ Consulting

HonJobethColeby Davis MinisterofEnergy& TransportGovernmentof TheBahamas

ProfessorRonánLong DirectoratWMU-Sasakawa GlobalOceanInstitute,World MaritimeUniversity(WMU)

H.E.YasielBurillo AmbassadorandConsul GeneralofPanamatoIndia

ArneJanFlølo ConsulGeneralatTheRoyal NorwegianConsulate General(India)

JacquelineZalapa PartneratCampbell JohnstonClark

Capt.DineshJairam GlobalTalentAcquisition ManageratSeaspanIndia

AvishkarSrivastava ChiefInnovationOfficeratThe PDPGroup

Confirmed Speakers

MrsHKJoshi FormerCMDofSCI SivRemøy-Vangen ManagingDirectorat NorwegianElectricSystems (NES)

RiteshS Ramakrishnan ManagingDirectorat TransworldGroup

SPriya IndependentLawPractice Professional

ZahraAlLawati GroupChiefAuditExecutive atASYADGroup

RicaRoy ConsultantSportsEditorof NDTV&LeadSpecial ProjectsAspireForHer

Dr.SajidHussain CommandantatBangladesh MarineAcademy

RaniaTadros OfficeManagingPartnerat StephensonHarwoodMiddle EastLLP

RaimahChowdhury ManagingDirectoratHR Lines

SaifuddinHajee ChairmanatSHMGroup AmshaGengan AdvocateoftheHighCourt ofSouthAfrica

Capt.ArvindShankar Culture&CapabilityManager MarinePeopleAsiaatMaersk CentreofExcellence

ReemHasanQutaish DirectorofFinancialand AdministrativeDirectorateat JordanMaritime Commission

MagdaleneChew DirectoratAsiaLegalLLC

CatherineSmith SeniorLegalCounselat OldendorffCarriers

ChrisHall ManagingDirectorand LawyeratShipownersClaims BureauMCS

IlonaDenisenko CurrentPresidentofWISTA Russia

UdayGanivada CountryManageratDNV (India)

Dr.EffatMostafa FounderandGeneral ManageratSeaScopeMENA

SheharaDeSilva ManagingDirectoratMcLarens GroupofCompanies

Confirmed Speakers

Tentative Program

Keynote speeches

My SheEO Story by Amb. Nancy Karigithu

Speech by Mick Kinley, CEO at AMSA

Sustainable Shipping Practices: Best Practices and Case Studies from the Industry

The Power of Media in Elevating Women Role Models

Charting the Course for Maritime Education: Empowering the Future of the Industry

Live From IMO - Speech by Arsenio Dominguez, IMO SG elect. Entering a male-dominant environment & implementing a change of mindset

Speech by Cristina Saenz de Santa Maria

Diversity and inclusion policies: exploring legal frameworks and best practices

Women in BioFouling

Psychological Security- Transforming Workplace Culture

The CEO Commitment and more

ZinaS GeneralManager-Shipping Lines,UAE/KSA/IRAQat Gulftainer

GirishAggarwal ManagingDirectoratAPM TerminalsPipavav

JayatiChakraborty ManagingDirectoratQSC India,Hapag-Lloyd

GayaniDeAlwisFCILT ImmediatePastGlobal ChairpersonofWomenin LogisticsandTransport (WiLAT)

andmore

SandraOkoli-Ubong Marine&OffshoreSurveyorat AmenBureauOfShipping

DrLinaEyouni ManagerinMarinePlanning andMonitoringatRedSea Global

TedMuttiah ChiefCommercialOfficer (CCO)atSouthAsiaGateway Terminals(SAGT)

WangKanxiu ChairmanatDalianPortand ShippingIndustryFunds ManagementCo,Ltd,

Register Here!

Access to the entire event

In your pass, you will have access to: Added Bonus!

Be amongst the C Suite; top management of shipping ports and all verticals in maritime Attend panel discussions on important topics with high profile speakers

Watch virtual sessions from change makers in the Maritime industry

Special networking hours where you could interact with the Who's Who of Maritime Meet companies who have partnered with us and are advocates of diversity

Celebrate with companies and change makers who receive our coveted award for various categories

Attending would show your dedication to diversity and sustainability

You attend a conference that aims to be carbon neutral Photo opportunities with international and senior delegates A surprise booth created to help foster diversity.

General AdmissionSingle Ticket

Attend our full-day conference and get all the perks mentioned above.

INR 10,000 + GST

Reserved Table

Reserve a dedicated table for 8 of your delegates. This package gives you a discount of INR 20,000

INR 80,000 + GST

General Group Ticket

Attend our full-day conference and get all the perks mentioned Receive a discount of INR 2,000 per person.

INR 8,000 + GST per person

Association Discount!

Maritime SheEO Community Members - 20% off

WISTA Members - 10% off

Discount available to the following members: Discounts cannot be clubbed together.

Book Your Seat

If you’re unable to make it to India for the conference, no worries! This year, we are live streaming it too! Click on this box to take you to our conference streaming page

GENDER EQUALITY AND BIASES

Great news for gender equality in India!

The Supreme Court of India released a handbook titled ‘Handbook on Combating Gender Stereotypes’.

This Handbook offers guidance on how to avoid utilizing harmful gender stereotypes, in particular those about women.

As most of us rely on stereotypes to base our thoughts and decisions, we sometimes end up saying something offensive to the other person unknowingly.

For example, people in many countries may believe that all Indians are good at science and mathematics. People are constantly subjected to stereotypes based on their nationality, region, caste, gender,

disability, sexuality, skin colour, physical appearance, and race.

On a micro-level, stereotypes lead to exclusion and discrimination in workplaces, educational institutions, and public places.

For example, even where you may have employees of different genders with the same designation, a woman may be tasked with administrative duties such as organising office-events or buying stationery, while men may be exempted from such tasks.

This certainly has a negative impact on mental health as well because they are not being perceived or accepted as their truest selves.

Challenging and overcoming stereotypes is essential to ensuring an equal, inclusive, and compassionate society.

This handbook also has a great glossary of terms which include calling someone a “woman” instead of a “career woman” and saying “assertive or amusing” instead of basing your comments on gender such as “ladylike”.

It also addresses stereotypes and how you cannot judge a gender based on assumed characteristics. Below is a table

Stereotype Reality

Women are overly emotional, illogical, and cannot take decisions.

A person’s gender does not determine or influence their capacity for rational thought.

All women are physically weaker than all men

While men and women are physiologically different, it is not true that all women are physically weaker than all men. A person’s strength does not depend solely on their gender but also on factors such as their profession, genetics, nutrition, and physical activity

Women are more passive.

Women are warm, kind, and compassionate.

People display a wide range of personality traits. Both men and women can be (or may not be) passive. Women are not more passive than men as a rule.

Compassion is an acquired characteristic that is unique to every individual. Individuals of all genders can possess (or not possess) compassion.

It is also incorrect to prescribe roles to a gender. Below is a table also shared in the handbook.

Stereotype Reality

Women are more nurturing and better suited to care for others.

Women should do all the household chores.

People of all genders are equally suited to the task of caring for others. Women are often socially conditioned to care for others from a young age. Many women are also forced to abandon their careers to care for children and the elderly.

People of all genders are equally capable of doing house chores. Men are often conditioned to believe that only women do household chores.

How many women engineers have heard that the job is too tough for them to consider? How many men have been dissuaded from roles for HR and Admin departments?

Can we overcome stereotypes?

Yes, stereotypes can be overcome. Research has shown that we can avoid much of the negative impact of stereotyping by:

(i) recognising that we hold certain implicit biases or rely on certain stereotypes; and

(ii) making a conscious and deliberate effort to overcome or resist the implicit bias or stereotype.

This Handbook was created to serve as a guide for judges in India, raising awareness on the need to avoid stereotypes against women in all facets of their decision making and writing. However, it is a great guide for us too - especially in the maritime industry - to see how our words impact the decisions we make for equality.

AFRICAN BLUE ECONOMY PLAGUED BY ILLEGAL, UNREGULATED AND UNREPORTED (IUU) FISHING

Sophie De Sylvie, a lawyer with the Cameroon Bar Association as well as a consultant and trainer, tells us about African waters that are home to numerous aquatic resources and fish for the locals but illegal fishing activity in these waters is responsible for the depletion of the fishing stock by unlicensed fishing trawlers

The oceans and seas are teeming with immense living aquatic resources, that are essential to the diet of African inhabitants, the bulk of whom are from low-income families. They also provide jobs and revenue to coastal residents.

Consequently, the oceans and seas play a crucial role in the economic development and well-being of coastal communities.

The Organization for Economic Cooperation and Development (OECD) estimates that the seas bring $1,500 billion to the world economy each year.

Similarly, the Food and Agriculture Organization of the United Nations estimates that fishing and aquaculture employ about 60 million people worldwide.

The vast majority of these individuals live in underdeveloped nations and work in smallscale catch fisheries.

It is therefore essential that these waters remain healthy in order for the inhabitants to

be able to work, feed themselves, and enjoy social stability

Unfortunately, the facts are bitter: fish stocks are declining significantly as a result of overfishing caused by illegal, unregulated, and undeclared fishing, as well as other illegal and criminal activities carried out by national and foreign fishermen, aboard large fishing vessels flying the flags of states whose capacity to effectively control their activities is limited.

These vessels, whose owners are multinational companies based abroad, engage in intensive fishing in territorial waters.

These other types of entrepreneurs take advantage of the serious shortcomings of the flag State in the control mechanisms, the legal framework that is obsolete, non-binding and not in line with regional and international obligations

Sophie De Sylvie (DJOUFA TIEMAGNI)

Graduate of the Centre de Droit Maritime and Oceanic Law (CDMO)

That is why we are raising the alarm so that something may be done and the public authorities can boost up their efforts on the ground

IUU fishing endangers the sustainability of fishing, food security, and employment.

It’s also an obstacle to the implementation of the Common Fisheries Policy (CFP) and the achievement of Sustainable Development Goal (SDG) 14 adopted in 2015 by the United Nations General Assembly on the conservation and sustainable use of oceans, seas, and marine resources for sustainable development.

Furthermore, this epiphenomenon of IUU fishing is a gateway to maritime insecurity.

It’s vital that this criminal activity stops What should be done? This is the challenge Africa faces to protect and preserve its blue economy.

The effective implementation of international and regional conventions on the fight against IUU fishing, aquaculture promotion, and fish stock recovery, as well as the contributions of associations and NGOs, are, in our opinion, the magic key to putting an end to this criminal activity

GENDER FOCUS: MOVING TOWARDS A BALANCED AND PROGRESSIVE WORKFORCE

Jagmeet Makkar

Independent Arbitrator & Mediator; Past IME(I) Chair - Indian Maritime University; Sea Ambassador ISWAN; Chairman - Institute of Chartered Shipbrokers (HK Branch); Ambassador Asia - Baltic Expert Witness Association

For someone who, as early as 1986, sailed on a ship called Windstar as a junior engineer with the first ever female Chief Engineer Grete Lill Gundersen from Norway, there is absolutely no doubt in my mind - how the estimated future shortage of about 800,000 seafarers may be addressed

The challenges and disruptions facing the industry are, in one way, presenting opportunities for a balanced and progressive workforce

Looking at the young India story, Hon Minister Piyush Goyal says “We have an exceptionally attractive young demographic profile under thirty, which over the next thirty years is going to continue to remain under thirty.”

As per PEW Research, “people under the age of 25 account for more than 40% of India’s population In fact, there are so many Indians in this age group that roughly one in five people globally who are under the age of 25 live in India.

Looking at India’s age distribution another way, the country’s median age is 28. By comparison, the median age is 38 in the United States and 39 in China”.

The purpose of mentioning these statistics

here is to emphasise that the shortage in future technology enabled seafarers of 800,0000 is just a minuscule (800,000 / (0.4 x 1.4 x 1000,000,000) = 0 143%) of the Indians under 25 years, which ratio is expected to remain in place for decades.

Now it depends upon the industry, the academia, and the policymakers (the Triple Helix) how we enthuse our gender mix towards the maritime industry.

While the percentage difference in terms of gender may remain tilted, hopefully only for a couple of decades, in favour of the males - we will see a rapidly increasing number of women joining the maritime industry including the seafaring career, provided we can successfully address the below challenges

Now let us look at the surmountable challenges for the stakeholders which include creating positive awareness about the maritime industry and its reputation, promoting the maritime industry as a career pipeline where seafaring is just one part, and making the rest of the process as seamless as possible

Enhanced technology will need less masculine power and this is, again, a positive.

Appreciating the feminine specific natural differences, and resulting requirements and as an industry, working towards an improved element of respect and provisos to manage the physiological and emotional needs empathetically, is a prerequisite.

Further, the industry must be as well as seen to be proactive in terms of taking immediate and strict action for offenders and molesters, both onboard the ships and ashore to deter harassment incidents to instill increased confidence in women through company policies and swift and just legal actions.

PILOT DIARIES

This edition of Pilot Diaries issued on World Maritime Day 2023 whose theme is ‘Marpol at 50 – Our commitment goes on’ provides us a stark reminder of the meaningful action that is required every day, by all people to create a sustainable future.

These actions will only create the necessary ripple effects worldwide when we work together, in an inclusive community and workplace, where no one is left behind

It is a privilege to introduce you to this edition column author Ivana-Maria Carrioni-Burnett a Marine Pilot from the United Kingdom who in my view lives this value of inclusion in her actions every day as a strong advocate for Women in Maritime and Human Rights at Sea.

Ivana will walk us through her journey in maritime and ongoing challenges, that I feel we are exposed to daily in our maritime workplaces for embedding diversity, equity, and inclusion in the way we operate our workplaces.

I have had the pleasure of meeting Ivana, through the Maritime SheEO Marine Pilots

group chat where we have an increasing number of women marine pilots, 70 at last count, and coming from over 20 different countries from around the world.

JEANINE DRUMMOND MANAGING DIRECTOR AND PRINCIPAL MARINE ADVISOR AT INTEGRAL MARITIME, AUSTRALIA

MY PILOTING JOURNEY

Ivana-Maria Carrioni-Burnett Marine Pilot, UK

The views I express here are mine alone and do not necessarily reflect the views of my employer.

Becoming a pilot was not in the original plan. I was going to be an Olympic runner but at some point along the way, I stopped growing and my legs just weren’t long enough. I still find myself wishing for longer legs in this job! Then I was going to become an Admiral. Well, that was the nickname my school headmaster gave me. Let me explain why.

When I was asked, aged 14, which subjects I wanted to study, as a very forward-thinking teenager, I planned my career. I decided I was going to work towards becoming a hydrographic officer in the Royal Navy

I had already developed a passion for all things nautical and I grew up on Star Trek so what better way to explore strange new worlds than to travel the world and explore the ocean depths? Very few of my peers, or teachers, could understand why I did not want to go to university.

I could not understand why they wanted to gain a huge debt while still not sure what they wanted to do with their lives. And so I entered the hallowed halls of Britannia Royal Naval College at the tender age of 18 and sailed through into adulthood

I had fun as a cadet, sailing under the historic rank of a Midshipman, but things changed

once I gained my OOW ticket. I was a terrible watchkeeper!

In truth, I was dealing with discrimination, bullying, and the insurmountable stress that comes with that, not helped by an undiagnosed medical condition

A new ship and a new captain resulted in strange new shores. I transited the Suez Canal and stepped foot in every state of the Persian Gulf (except Iran and Iraq), we even got as far as Mumbai, India.

I eventually specialised in hydrographics, upgrading my Foundation Degree in Naval Studies to a Bachelor of Science in Marine Sciences; I also have a Category B qualification from the International Hydrographic Office.

Finally sailing in the survey fleet, I was also completing navigation courses and teaching the junior officers ship handling – much more fun when you have azipods!

Sadly, the survey vessels were too often tasked with anything but surveying – we did migrant operations, fishery protection, and minesweeping – and I could see those just a few years ahead of me were starting to struggle to get their next pre-promotion jobs.

Despite this, I pushed on with my progression and gained my first command qualification –the Royal Navy equivalent of a master mariner’s ticket.

After over 10 years of service and with a medical discharge looming, I ended up ashore in a training establishment, teaching navigation to the cadets and in the simulator.

It was during this time that I spent a week of ‘work experience’ with Medway Pilots in Kent, organised through a Merchant Navy Liaison Officer at the Naval base. Needless to say, I loved it!

From thick fog to thundery showers, from car carriers (with lifts!) to little bulk carriers, from tight swings before a bridge, historic (and often broken!) lock gates and the intentional grounding of the bow into soft mud to swing for a berth it was so varied and interesting I was hooked.

After multiple interviews around the country, I was offered a job at ABP South Wales and at the Port of London Authority

Opting for London saw me move to join both the biggest and the busiest port in the UK and, coincidentally, also settle in the town where my parents first met 40 years earlier – the historic town of Gravesend: the gateway to London on the River Thames.

Favourite part of the job: Sunrises, sunsets, and starry night skies.

The best things about being at sea, in general Just the other morning, it was my second allnight job, but that did not stop me from taking photos of the sunrise from the back of the pilot cutter and swapping photos with the deckhand

Least favourite part of the job: Jobs which start around 2100 / 2200

Not enough time to sleep before and one returns home just as everyone else is waking up I have caught myself asking noisy sparrows to shut up on the short walk home – crazy tired!

Top tips for new pilots: Learn to taxi nap! Even just 20 minutes can be really refreshing.

Always carry snacks. Always carry your passport.

When I first qualified, I would ask other pilots what the captain was like and how the ship was handled. Now I ask, what is the captain like and what is the coffee like - everything else we can work with!

brought me to a world where seafaring women make up less than 3% of the total.So, now I am part of the Merchant Navy. Or am I?

Most memorable job: I have two:

We have a tricky berth here called Tilbury Grain Terminal Inner. I’ve done it countless times outbound but only once inbound The captain was very nervous and I tried to reassure him as best as I could, maintaining my calm and giving clear and concise orders after a very thorough brief. The look of relief on his face, once we were safely alongside, exactly mirrored my own and I swear we almost hugged and cheered!

My first ship as a qualified OOW in the Royal Navy was the Type 23 Frigate, HMS Argyll When she came to London a couple of years ago, I was on the roster to bring her in.

I was a little apprehensive but it was an absolute delight and they were a wonderful team onboard. It felt like I had come full circle, from a nervous 20 year old who was totally unsure of herself to a strong and capable pilot.

Thoughts on Inclusion & Women as Allies

In the Royal Navy, I was in an 11% category as a woman officer and sometimes the only woman on a ship in the general fleet On survey ships, I was much more fortunate in that women usually made up nearer 20% of the crew, ratings and officers. My move to pilotage

When applying and interviewing to become a pilot, I discovered that many ports required a Master Mariner’s Unlimited licence and/or the applicant to have sailed as a master in a vessel. This precluded me on both counts Very few ports accepted the RN ‘equivalent’ command qualification. This still irks some but let me explain why it really should not - my recent ship-handling experience, navigation knowledge and training, prior to my becoming a pilot, were deemed sufficient for an interview. I went through the same interview process and simulator assessment as my colleagues prior to receiving a job offer.

I then spent many months under training before undergoing numerous oral and practical assessments in order to qualify to undertake my current role under a Competent Harbour Authority I was only authorised after the successful completion of this training and these assessments. When I board a vessel to undertake an act of pilotage, I do not have my qualifications scrutinised by the master to see if I am deemed worthy enough

The master, rightly so, expects a certain standard which they, rightly so, assume I will meet because of both my experience and training – and my authorisation to do so

Across the globe, there are many different maritime communities, different qualifying authorities and different training establishments and we all operate slightly differently. If they are all operating safely, efficiently and appropriately for their port environment, do we need to start calling out who has the best certificate?

There seems to be a consistent trend in the maritime industry, and in all predominantly male industries, that women have to prove themselves more than men.

Various studies have shown that, where men are assumed competent, women are often required to both prove that competence and excel beyond the norm. Many speak of constant observations and fear of even the smallest mistakes.

Some women suggest that this makes us better at our jobs. True but, it is still unfair and unequal treatment Why should we have to put up with the additional scrutiny and pressure?

It was an absolute delight to see 4 women pilots featured in IMPA’s latest issue (54/July 2023) of their magazine - The International Pilot. I found it interesting that two women clearly mentioned unfair treatment while the other 2 mentioned a lack of representation at sea

I attended a ‘Women in Maritime’ event this year where a fellow female mariner posted on social media the following day that there were only 5 women master mariners in the room I introduced myself to her via a private message but she was adamant that my qualifications did not merit enough worth for a mention.

To this individual, our differences in training and experience were too vast but I would argue she could not have fully understood my training or experience without knowing me.

My friends, this is not how women support one another, this is not inclusive behaviour and this is not how to empower a younger generation of women.

The event we both attended was entitled: Empowering Women in Maritime – unlocking opportunities and driving change. The aim of the panellists was to share success stories, insights and strategies for fostering an inclusive and supportive work environment that enables women to thrive.

Unfortunately, the panel included just one seafarer, and when the discussion was opened to the floor for questions, they were not invited to respond. Key questions on exactly how we can empower women were left unanswered.

One retired leader of a very large organisation even suggested that women did not want the ‘at sea lifestyle’ and this was why their numbers could not be improved beyond 10% in his organisation. No one challenged him.

During the networking reception afterwards, I finally met a woman, a qualified master mariner, whom I had been following on social media for some time. She was adamant that change was needed but she didn’t want to be labelled as a woman in the maritime industry –she just wanted to be a seafarer and be acknowledged for her qualifications and title.

I questioned her on this but she just doesn’t want the limelight or the labelling and she struggles to use her voice to speak up for other women

Who said, “Be the change you want to see in the world”? If you are so passionate about the future being better for a younger generation of seafarers, why would you not take on some of that responsibility? Why shy away from being their role model (another label and limelight discussed and not wanted)? If not us, then who?

Ladies, it is not about shining a spotlight on yourself and showing off – it is not about you. It is about highlighting your role or position, proving to a young woman that their dream is achievable, sparking an interest in a little girl, and providing inspiration and opportunity.

I finally joined Instagram (check out #the she farer) because a young cadet on a Turkish tanker encouraged me to do so She was having a tough time onboard and was anxious about upcoming exams but seeing me had given her hope. What a privilege! It made me realise how important it was just to be seen

Last year, I attended another organisation’s first equality and diversity committee meeting. It was short notice, the chair was unprepared, had never hosted a committee before and there was no agenda.

At one point, an individual stated that there weren’t more women at sea because they didn’t like the lifestyle I immediately challenged this, pointing at all the research which clearly states the significant barriers which women face in going to sea.

I only later learnt that this individual had a significant leadership role in that particular maritime organisation. (Zoom calls where individuals are blurry smudges on a screen make you more courageous but it needed to be said ) I did not return to that committee I do not have the time, energy or capacity to contribute to a committee which isn’t going to take equality and diversity seriously.

I have since joined my own organisation’s newly established inclusion and diversity committee and we are already being encouraged to contribute to a new strategy and are encouraging our colleagues to share their own views, challenges and solutions

If we want to see change, we need to take action but we need to be united in doing so. It is all very well inviting men to be allies in this but we, as women, also need to ask ourselvesare we being good allies?

We do not know the journeys each of us has taken to be where we are now We do not know the discrimination or injustices that may have stunted or altered a person’s career path. If we judge one another on training, certificates and qualifications we will never know. And if we hide in the shadows, whose dream are we eclipsing and what bright futures will never be realised?

DROP THE ANCHOR

The author of the article Ms. Bhakti Barve, Advocate High Court, is a Maritime lawyer practicing in the Hon'ble High Court of Bombay. Along with Maritime law, she also practices in Consumer Fora handling cases of medical negligence and also in the Motor Accident Claims Tribunal. A proud WISTA Member since inception, she has a keen interest in Le Tour De France.

A patron of the arts as a Music connoisseur she is also a Tabla player (Indian Percussion). Bhakti strongly believes that professionals in managerial positions in the maritime sector should step up and mentor young women in order to help them gain the confidence and skills necessary to pursue a more successful career in this sector.

The Maritime Industry has been a constant struggle for women to believe in themselves and their achievements. What started off as a male dominated rough and tough profession for centuries is now being challenged by the beauty, grace, and feminine elegance of women.

But are women only about beauty and elegance or can they bring guts, knowledge, and skills to the engine room?

Surely in the last few years, women in the maritime sector have made forays into uncharted waters Whether it is as a pilot who steers the ship into a complicated and narrow dock, a Chief Engineer who is not afraid to sweat it out in the engine room in choppy waters, or a lady who is a Master Mariner, the women have been doing it with ease

There's a lot of talk about women's empowerment at Board meetings and conferences where panel discussions on gender equality and justice are put forth by

panelists who have well-meaning intentions. But at the end of the day, no concrete steps are taken by those who are in power.

For me, women's empowerment is about finding a young intern who has that spark in her eye. A child who wants to learn but does not have the means or the knowledge of how to begin a career or an education

Walking on a path is easy once you've seen it but the fact remains that in places like India or Africa where a vast majority of the population does not have access to the knowledge that there can be a career in maritime and a very lucrative one at that, it is difficult to imagine that girls will flock to it.

To the young women in the industry and those who have just started out I’d like to say, read and improve your skills. Knowledge is Power. Don’t restrict yourself to just earning your pay check at the end of the month. There’s always scope to do better

Eleven years ago, when the WISTA INDIA chapter was opened by Ms. Sanjam Sahi Gupta, it was a struggle to be heard. Just a handful of us who became members at inception would

be present at conferences in a room full of men. Today eleven years later Maritime SHEO is hosting Women centric conferences and we are already into our fourth year! Our presence is being felt globally and WE’RE UNSTOPPABLE!

The title of my article is a strange one you may feel. Most writers in the maritime industry will tell you to set sail But I chose this particularly because I want the readers and specifically those who are in the higher echelons of the maritime industry to stop and take a step back. Look around you.

Whether it is in your organisation or someone in your contact list. Look carefully, you will always find one person whom you can mentor. If they already have a job and they are good at it but afraid to ask questions or afraid of making mistakes, take them under your wings, teach them not just job skills but also teach them a bit of self-confidence which you may have as a CEO or a GM of a Multinational Shipping conglomerate

Don't be an onlooker - Be A Bold Facilitator.

Decades later you'll be surprised when you are invited to attend a conference and you are named as the Mentor of a CEO. One often hears such stories but one lacks the courage to implement them. Stand out as a Pioneer as no one remembers mediocrity.

Sometimes there are children and girls in particular who are more sincere at a young age, and have dreams but no means. Find a child, it could be your house help's child or your chauffeur's daughter You could fund their education, guide them, impart knowledge, and see them rise over a period of twenty years.

My late mother, Mrs. Arati Barve, a wellrespected Maritime lawyer herself was a beacon of light. In particular, I recall an instance of her helping out two young boys.

Their father an ordinary phlebotomist who visited her for tests when she was confined to bed and at her last stage of life, once mentioned to her, that his sons studied on his cell phone at night only after he reached home after doing two jobs

She immediately ordered two laptops one for each of them. It was a life changing moment for those two hardworking underprivileged boys

Today I can tell you with great pride that one is an engineer and the other is an MD Cardiologist.

Corporate social responsibility is now intrinsic to doing business in India. However, the need of the hour is creating knowledge of the maritime industry by those of us who are interested in drawing the best candidates from Gen Next.

Merely spending money or paying taxes will not give you as much satisfaction as seeing a cadet becoming an officer. Earlier there were constraints with regard to the number of educational institutions imparting knowledge of the Maritime sector. But today India is a booming economy Opportunities are endless There are girls from the hinterland who have never seen the sea and who are today setting sail as SECOND Engineers or even Master Mariners. This juggernaut has just got going!

During the last three decades, we have all noticed that gradually the female percentage in every field be it law, medicine, science, engineering, business, market applications, or banking has been increasing to substantial levels. Even in the last decade and the last three years we have seen women entering the Indian Armed Forces and leading command positions

The world has seen India's soft landing on the moon's South Pole on August 23rd. A place where no country has gone before. Mission Chandrayan 3 had several women at the forefront of the core team

In a historic decision taken in September 2023 India has become the first country in the world to unanimously pass the Women's Reservation Bill in Parliament which will give 33% reservation to women legislators! As such the maritime field should encourage more girls to enter to come up to par with other professions.

I want more and more women in the industry to come forward and reach out. The post covid scenario has been revealing. There are many children who have lost either one parent or both and have been orphaned. Imagine the stability they would have if people from the maritime industry came forward to fund their education in this sector.

Growth is evident and eventually one will get to the top but to know that someone at the top is rooting for you is a great confidenceboosting measure. Don't Just Be A Leader In The Industry Be A Visionary.

Those in top managerial positions can bring about a sea change in mentalities in overcoming obstacles to the appointment of women in key positions. Yes, there will be some hurdles but surely, you will win the race The company hired you as an HR Head or CFO for your Management and negotiating skills. Use them to your advantage to create a pool of talent that you as the Head of Operations can rely upon to bring in better prospects for your company and to create a harmonious atmosphere where gender equality is an accepted norm rather than an exception.

This is your golden opportunity to make a significant impact on someone's life Every girl we empower with education is an investment for our better collective future.

As JFK once said, “Ask not what your country can do for you, Ask what you can do for your country.”

CAPT. JEANINE DRUMMOND FIRST WOMEN TO BE APPOINTED AS CHAIR OF AUSTRALIAN MARITIME SAFETY AUTHORITY (AMSA) BOARD

Captain Jeanine Drummond featured on our cover page is a well-known and respected member of the maritime fraternity having many years of experience in her various professional capacities as a Master Mariner, Harbour Master, Maritime professional, and Non-Executive Director. Let's read about Jeanine's intriguing and fruitful professional path in this interview.

Can you please walk us through your journey in the maritime industry, from the time of your seagoing career to your current role as Managing Director and Principal Maritime Advisor at Integral Maritime?

In 1995, I started my career as a Deck Officer cadet with an Australian based Ship Management company, ASP Ship Management. I went on to complete my Cadetship over 3.5 years and with a declining shipping fleet in Australia, an opportunity arose to commence my first role as third Mate with BP Shipping in their international fleet. I later returned to Australia working with Teekay Shipping on coastal and international trading oil tankers, as well as on their floating, storage, and offtake facilities, working my way through to Master at the age of 29

While working with a progressive international shipping company I was presented with frequent opportunities to say yes to new challenges

This included secondment roles in commercial, operations, Health, Safety, Environment, and Quality (HSEQ) as well as procurement and vessel agency work which had me living and working in offices in Singapore, Houston, Vancouver, and Sydney.

Looking for new challenges I moved to the offshore oil and gas industry where I accepted a role with Woodside Energy as a Master / Product Technician on a new build Floating, Production, Storage, and Offtake facility project, seeing this through from design, build, commissioning, first oil and offtake

At this stage, I realised I was a mariner at heart, and sitting on a riser producing oil and gas to only depart for sea when a cyclone was approaching was not for me

Therefore, I accepted an opportunity to join my partner, a marine pilot, in the Port of Gladstone, and become a harbour and salvage tug master with Adsteam, which would soon become Svitzer Australia.

I worked as a tug master for the next five years, observing the port's growth and development in infrastructure and trade, while also gaining salvage experience with both harbour and at sea groundings and incidents.

During this time we had started a young family, and the time came for one of us to look for work that was more daycare hours friendly.

This resulted in me shifting to a training tug master role with the incoming towage provider, which morphed into providing tug commissioning work, onboarding new crew members with delivering training and

workshops in Smit HSEQ system, designing start-up rostering.

Eventually, I shifted away from tug master and threw myself into the world of marine consultancy for the first time.

On the arrival of our second child, we realised it was time to move closer to our families With an opportunity to return to Sydney with Caltex Australia as their Senior Maritime Advisor with flexible employment options, we headed south.

After three years with Caltex and increasing travel requirements, I was offered a position at Port Authority of NSW as Manager, Port Services, including managing the Sydney Vessel Traffic Services From there I progressed through roles as Deputy Harbour MasterPlanning & Compliance, General Manager Operations, and then on to Harbour Master at the Port of Newcastle and Yamba.

I started my personal growth and development at this time in a new and rewarding direction with non-executive director roles, firstly with the University of Tasmania’s Australian Maritime College, and secondly undertaking additional study with the Australian Institute of Company Directors.

After over ten years of working 24/7 at shorebased roles, it was time to pivot and work more family friendly hours and so I started a small bespoke maritime consulting and advisory business providing a variety of different consultancy services to innovative and forwardthinking ports and shipping organisations, maritime regulators and industry associations.

At the same time, opportunities were presented to join the Board of the Australian Maritime Safety Authority and the Australian Mariners Welfare Society.

To be able to bring a seafarer view that is overlayed by wide-ranging industry knowledge experiences, both in Australia and internationally, over nearly three decades including Harbour Master, safety and commercial roles provides a unique perspective on current and emerging issues, as well as how to maintain a steady ship during periods when technology is driving constant change.

How have you transitioned your knowledge and experience to Australia's developing offshore wind sector, and what challenges and opportunities do you see in this emerging field?

Offshore wind is an exciting part of the global decarbonisation challenge. As these projects grow in size and scale there are opportunities that need to be built in from the earliest feasibility stages to be truly successful

One key aspect is the ability to address the social license to operate including prioritising local content and workforce, particularly maritime that is diverse, equitable, and inclusive and represents the demographics of the communities where they will operate.

With your extensive experience in the maritime sector, how do you believe your background as a Harbour Master and Master Mariner has uniquely shaped your perspective as a non-executive director and senior leader?

I am proud to be able to contribute current relevant industry experience and knowledge as a board member to three areas of the maritime industry I am very passionate about, that is Safety and Environment, Education, and Seafarer Welfare

It has been very interesting to see the earliest days of an emerging industry evolve and be able to apply my local knowledge of our Australian ports’ infrastructure and operations, maritime jurisdictions, and vessel traffic knowledge, etc to the priority considerations of opportunities and challenges.

On the flip side of this, this work has given me a much better and well-informed view of the scale and size of these projects, not just of the physical size of a floating wind turbine generator, which is massive! This has expanded my knowledge of the work, maritime safety and environmental risks, and challenges that are to be worked through on many different

levels, locally, nationally, and globally as this industry develops.

A key challenge is responding to the wide ranging of key community interests and building the social licence to operate. Two other important challenges I see in Australia are competing with other global projects for specialised skills, construction materials, and offshore assets while upskilling the Australian workforce and secondly, the ability to effectively and strategically coordinate across our many ports to provide the necessary infrastructure and logistics to support this industry.

backgrounds have opportunities to further their education and learn new skills and teamwork through maritime scholarships.

The Council has recognised that they have an aging membership, and are actively recruiting a new generation of members who are diverse and reflect the mariners that the council wishes to support in way of welfare services.

The Council has increased its social media presence and electronic newsletters to access this audience, while incorporating opportunities into its communications strategies to highlight issues affecting diversity, equity, and inclusion, particularly with gender equality sharing of global work in this area to better inform the Council’s membership.

As Board Chair at the Australian Maritime Safety Authority and a Board member at the University of Tasmania's Australian Maritime College, how do you effectively balance your responsibilities and contributions to both organisations?

By being well organised, with due diligence and good governance, and importantly understanding the different boards’ charter and objectives and how I can best contribute my perspectives and experience to discussions and decisions that are affecting strategic direction, risk, and resource management.

As Councillor for the Australian Mariners’ Welfare Society, what initiatives have you been involved in to promote diversity, equity, and inclusion in the maritime industry?

It has been important for the Council that Australians, particularly our younger Australians and those from less privileged

As someone who has worked in various aspects of maritime and shipping operations, including port development and management, what do you consider the most critical factors in ensuring safe, sustainable, and effective operations in this industry?

The most critical factor will always be the human and the culture and community in which people work and live. No matter whether it is in design, development, operation, remote monitoring, etc., and no matter how much technology and automation are implemented, human integration will remain a priority factor in any system, process, or operation to ensure safe, sustainable, and effective operations.

Can you share an example of a challenging project or situation you encountered in your career and how you successfully navigated through it?

Most challenging and also rewarding, was facilitating a tough discussion in an open in person workshop setting regarding the

identification of risks and controls for effective operational safety outcomes for a port authority, within an evolving unique port environment where three key marine service providers would be competing for the same market share.

The facilitated discussions to gain necessary insights and objectives for the client were tough. This is because we needed to pivot from our primary planned communication methods of verbal discussions to that which also integrates the use of an online software tool that provided anonymous comments from those in the room so as to ensure we captured everyone’s valuable contribution to this important work.

Knowing your client or audience and their unique challenges in these settings is the key to success.

Given your passion for providing pathways for people to embark on a maritime career journey, what specific strategies do you believe can encourage more individuals to pursue careers in this industry?

Asking a younger generation what they would want in a maritime career, so as to be able to see the Maritime’s future through the eyes of our young people.

Connecting young people with maritime careers and industry, through targeted primary and high school programs and careers expos, especially in the coastal port communities.

Seeing the industry as an attractive career, and an extension of the society in which they were raised.

This means sharing the positive news story of maritime, not just the incidents or shipping supply chain delays that often make headline news.

Maritime remains often indivisible to the majority of the public, and while they consume products that have nearly all been involved in maritime transportation they have no knowledge of career opportunities at sea, in our ports, on our ferries, fishing industry, tourism, etc

This also means evolving maritime with technology that our younger people are so accustomed to using, and culture that reflects the equality experienced as children and teenagers.

Breaking down command and control style leadership so that senior leaders are seen as approachable in times of normal operations, and reserve command and control for high risk operations and emergencies.

JBS GROUP: A COMPANY WITH A DIFFERENCE

Samir J Shah Director, JBS Group Of Companies

In this interview, Samir Shah discusses the philosophy upheld by his group of companies, how diversity and inclusion are fostered among the workforce, as well as the benefits and satisfaction that come with working for the JBS Group

Please share with us your journey with the JBS group of companies. The group was founded in 1957 by my father. My brother joined the group in 1969 and I followed in 1982. I had 2 seniors who were very clear that you get to work at JBS not basis your birth but the value system that was established.

We work in a domain-driven industry and not one based on relationships Good, honest, compliant work has been our driving mantra

We have faith in our ability, and in our office colleagues, and trust everyone till they prove us wrong

We work to our satisfaction and not that of our clients since we set higher standards for ourselves and believe that if we are satisfied our clients will always be satisfied

Ensuring that our clients pay on time as agreed is as important as us paying our vendors on time.

Four decades in the company has been for me an enriching, satisfying journey where sharing and collective good has always been the drivers.

As a firm believer in diversity and gender equality, how do you implement it in your day-to-day work?

The belief developed over the years – it is an ongoing process. For starters, in our 7 decades journey, we have not looked at gender or age while employing

There are no differences in salaries or work profiles based on gender. The job profile is explained clearly and only when there is an agreement that the entire profile will be followed do we confirm the employment.

If the job profile includes going out on sales, to the bank, operations, outside training, outstation, seminars, etc the same has to be followed irrespective of gender.

This equality percolates from the office assistant level to the top.

We encourage working only during office hours – men are also discouraged from working late. Men are encouraged to leave on time and be participative in family responsibilities We have had a few colleagues marrying within the organization but flings, flippancy, casual relations, teasing are not permitted. Separate facilities are created for women and small concessions are made for their specific needs We do not differentiate on gender.

You are committed to mentoring young students; what fosters your commitment, and why is mentoring important?

A mentor is an experienced person who advises and helps somebody with less experience over a period of time. It is a continual process

Mentors share their own experiences and learnings, rather than domain knowledge. It would be futile to be experienced and retain the experiences and learnings for oneself only

Such a narrow way of thinking is very detrimental to society and the generations to come after you If there are no learnings from the past, how do we take the present forward?

When we were young, we had so many informal mentors – grandparents, uncles, aunts, neighbours, strangers, etc besides our parents and teachers

Such a support system is fast vanishing. The youth too have little respect for any advice. Each wants to learn from his own journey only – this is encouraging but limiting also

There is a tendency to assume that everything done by the earlier generation is wrong. Actions are always taken in the present based on present circumstances and not with a future appraisal in mind. Taking advice is fasttracking your growth.

Use the learnings of others to give yourself an exposure and make your own journey

My work, interests, interactions, travels, and experiences have shaped me into what I am today. My asset which can be my legacy is my learnings which I need to share during my lifetime. For me, this is living my legacy.

Can you tell us about your company's commitment to gender diversity and inclusion?

We have followed gender equality. Inclusion has always been followed in our organisation from inception. We have always employed people on merit and the ability to deliver and grow. As a group, the number of women has always been higher than in similar companies, rising from 20% in the 1980s to 45% today.

Our commitment is to individuals who are sincere; consistent and have a desire to grow –gender was and remains inconsequential. We did not realise we were following a particular trend 6 decades ago. It is how we are it is not a commitment thought

How does your company and group promote a supportive and inclusive environment for all genders?

Our focus is on ‘teaching the boys how to behave’. We have many storytelling sessions

where men are encouraged to share their experiences especially those from very traditional patriarchal families on the learnings of the office which they use to implement changes at home. We have had many resignations from men who did not believe in equality.

The sharing that happens between the genders has far-reaching changes in the family structure of both genders.

Equality and inclusion are not only on gender, but religion, financial status and social beliefs as well.

Can you share some success stories or examples of how gender diversity has positively impacted your group of companies? The majority of our documentation, admin, accounts and supervisory staff are women. We have 30% of our middle management team led by women. It is a welcome change for clients and visitors to see so many women attend to their work Many women have been with us for over 18 to 20 years.

We even call their families annually for office events. We show interest in our team members not only during office hours but outside of that too.

Have you faced any challenges in implementing gender diversity initiatives, and if so, how have you addressed them? We have never had such an issue. The team members all understand that we work on ability and do not see the gender. The culture of our organisation does not permit anyone to even consider raising such questions.

If there is a disagreement, our experience is the person proactively resigns

Is there any advice you would like to share with the young readers about making a career in maritime and logistics?

If you are open to being challenged and engaged on a daily basis and being surprised every day, then this is the career for you. This industry gives you a sense of pride especially when you see your country growing in comparison to the others. We all dream of India being one of the largest economies of the world Participating here would be our contribution

INTRODUCING SOME OF OUR MENTORS!

The Maritime SheEO Community has been a great resource for women to upskill themselves. One important part of upskilling is having access to the right kind of mentors.

To fill this gap, we are introducing our Mentorship Program where we allow our members to connect with other mentors as they look for someone to guide them on their journey.

Details on how you can approach them coming soon Exclusively for SheEO Community members.

Dr (Mrs) Adeola Oluwatoyin Osundiran

Capt. Jaquelyn Elise Peterson Burton

Silvina Zhivkova Bakardzhieva

Noreen Millyanna Ouma

Mariana Coelho de Frias

Shamulele Hilly lungowe

Sophie De Sylvie

Dr. Diana Zuwayyed

Nabila Nawar Mahin

Paula Muñoz

Dr. Yasmine Rashed

Constance Mcharo

Zahra Al Lawati

Gifty Adu-Gyamfi

TÊTE-À-TÊTE WITH KANIKA SINGH

Kanika Singh, Ph D Senior Project Manager, ABS Korea

What is your experience of working in the maritime industry?

Working in the maritime industry and especially managing offshore projects is exciting, challenging, and highly rewarding. From marine construction to research and development, an offshore career gives one several opportunities to meet clients and coworkers from around the globe.

In addition, the maritime sector is also focusing on becoming a sustainable industry providing insight into the latest new technologies from decarbonization, digitalization, virtual reality, AI, etc.

The industry is going through several changes and innovations, and this leads me to regularly update my knowledge and gain new skill sets.

How do you overcome adversity?

The offshore industry has been traditionally a male-dominated industry. Sometimes the difficulty in finding a balance between the demands of maritime work and family is a common reason why many women choose not to have a career in offshore. However, times are changing. I appreciate my company American Bureau of Shipping which has a company culture that promotes and provides equal opportunities for women and has a strong

focus on DE&I (Diversity, Equity, and Inclusiveness) The key to overcoming adversity is being resilient and maintaining a positive mindset.

How many years you have spent in the industry, and which are the different verticals you have been working on?

For the past 16 years, I have been working as a Project Manager for offshore projects.

Over the years, I have gained valuable insights and honed my skills in handling complex projects, coordinating with cross-functional teams, and mitigating potential risks.

My role as a Project Manager has also involved overseeing and coordinating multi-disciplinary teams, fostering effective communication, and ensuring that all project deliverables meet the required quality standards

Kanika Singh discusses her experience as a marine engineer in the offshore industry and what motivates her to work in this field.

With my doctorate degree in engineering and a background in R&D projects focused on alternative fuels, standardization, and decarbonization, I have gained valuable insights and a unique perspective of the industry.

I have been honored with many recognitions, a few of them “The Excellence Award for Extraordinary E & I Leadership Award” in Offshore Projects for Standardization” in 2022, “Outstanding Standardization Proposal Award ” from the IEEE-IEC at the IEC general meeting, “Best Paper Awardee” at international conferences in Atlanta USA and CSSA Japan, “Outstanding Young Engineer Award” by IEEE, etc.

What drives your passion for this industry? Marine Engineering is a broad field, with opportunities for all sorts of interests and specialisms.

Involving the stages of engineering, from design, development, innovation production, and maintenance, a career in the Marine industry can see you working on all sorts of projects, on vessels large and small as well as offshore platforms and equipment.

It helps me to blend my technical proficiency, keen eye for design, creative mindset, knack for problem-solving skills, a thirst for learning, and the ability to manage projects from conception to completion and this encourages me to keep going and pursue my passion.

MINDFUL MENTORSHIP

Shradha Goley Consultant-People & Business Founder & Director at UNDER THE BODHI TREE HR SERVICES

Shradha Goley explores being a mentor in the maritime industry in this essay and recommends that being a mentor is not enough; mentors must also be role models for mentees. Continue reading to learn more about her thoughts.

It is a well-known fact that Talent is equally distributed; opportunity is not Today organizations want to have more mentors than managers, mentors who aim to drive equity and close the gap through quality mentoring of young people; Mentors who can fuel the opportunities for young minds bringing out the best in them.

In the maritime industry, we need to have mentors who become trusted advisers and role models – people who have “been there” and “done that”. Mentoring requires a unique combination of coaching, learning, and consulting which is based on mutual trust and respect It is enriching and offers personal and professional advantages to both the Mentor and Mentee.

The maritime industry encompasses a wide range of activities, from shipping and shipbuilding to port operations, logistics, and marine research.

Due to its multifaceted nature, individuals entering the industry often face a steep learning curve. Additionally, the industry is safety-critical and governed by multiple international standards demanding a deep understanding of complex technical and operational aspects

To achieve the mentorship goals, it is important to have a clear roadmap and to reach the destination, the mantra/watchword that comes in handy is V.I.S.A.

Vision-Influence-Support-Act (V.I.S.A.)

Vision: The maritime industry is complex with various sectors, regulations, and technologies. Mentors can provide with insights into industry trends, market dynamics, regulatory changes, and emerging technologies, helping them stay updated and competitive.

Influence: Our roles, and our designations empower us to empower others We must utilize our powers and knowledge to curate the Mentorship programs. Mentoring relationships often provide opportunities for mentees to collaborate and expand their professional network within the maritime industry

Support: Mentors can assist mentees in problem-solving and tackling challenging situations. They can share their own experiences and offer advice on how to address typical issues that arise in the maritime sector.

Act: Specific and visible actions are foremost. Practical knowledge transfer is essential for the efficient operation of vessels and maritime infrastructure. Various organizations, viz., IMO, WISTA, Maritime SheEO, and maritime institutes are curating and delivering unique mentorship programs.

In conclusion, mentorship stands as a beacon, guiding the way toward a brighter future. As the industry continues to evolve, embracing digitalization, sustainability, and innovation, the role of experts in mentorship becomes even more critical. Mentoring plays a critical role in promoting diversity and inclusion.

Mentors can support underrepresented groups and help them navigate potential barriers in their careers. By attracting fresh talent from diverse backgrounds, fostering a culture of continuous learning, and starting mentorship programs at the grassroots level, we can ensure that the maritime industry remains robust, competitive, and responsive to the challenges of the 21st century.

Moreover, the establishment of mentorship programs in universities will play a pivotal role in nurturing the next generation of maritime leaders, equipping them with the skills, knowledge, and guidance needed to navigate the ever-changing seas of the dynamic industry.

With mentorship as our compass, the maritime industry can navigate the waves of change, steering confidently toward a sustainable and prosperous future.

MARIA’S STORY

Maria Lacalle Muls International Account Executive at Lune co

In this narrative, Maria talks about her experience in the supply chain sector and how she fell in love with it. Find out more about Maria's story as well as her current role: Contributing to the growth of Lune, enabling logistic companies to get closer to net zero commitments

I currently work as an International Account Executive at Lune, a software company that offers the API for emissions calculations and high-quality carbon offsetting. As my company’s mission states, Lune makes every product and service climate positive by default Lune enables companies in the logistics sector to connect their customer experience with climate impact.

Mainly looking to partner with digital freight forwarders, carriers, shippers/cargo owners or transportation management systems, or related software companies that want to embed sustainability in their product/service

Do you want some more details?

Lune gives supply chain players new decision criteria while planning what shipment to select. Today, companies decide between one shipment or another only by considering price, transport quality and transit time. Lune can offer a new decision criterion: emissions intensity Companies may choose the greener option.

Lune also positions itself in the carbon offsetting market. My company simplifies the purchase of carbon credits to accelerate Net

Zero commitments by helping companies select high-quality projects - both traditional (ex. reforestation) and innovative (ex. direct air capture).

Among other reasons, Lune selects its carbon offsetting projects following strict due diligence and quality evaluation process to ensure that those projects are measurable, follow risk-averse approaches, and have cobenefits to the communities and ecosystems where they are based

Let me tell you something about my work experience:

I have a Double degree in Business Administration and Law from Esade University. I also have experience in EY and Cuatrecasas Law Firm where I worked as a Commercial Lawyer for a short spell before deciding I wanted to focus on the business side After university, I joined Deloitte Digital, the consulting division focusing on Digitalization

and Strategy.

After some years, I became a Business Development Manager at a subsidiary of Groupe Aéroport de Paris (ADP) where I contributed to the expansion of the Group’s Hospitality Services portfolio and global presence.

These hospitality services were mainly hotels, VIP lounges, and premium services specifically focusing on projects in Spain, France, the US, Chile, Turkey, Italy, and Morocco

Why did I fall in love with the sector?

Due to its dynamism, relationship building, international approach, and… the FUN! It is a fun sector indeed as we all know!

It allows companies to unify the world, connect a supply chain on a global scale, minimize costs, and maximize efficiency. It is an amazing sector to work in! Full of wonderful professionals!

On top of that, I started working in the transportation sector during Covid… a historic moment when prices peaked at a maximum level.

How did I discover the logistics and supply chain world?

After ADP’s experience, I joined a subsidiary of Bolloré Logistics called Ovrsea. Ovrsea is a multimodal, digital, and global freight forwarder, headquartered in Paris. I was the first international employee focusing on expanding the company’s footprint in a new market -i.e. Spain.

My mission was to attract new clients in Spain, contribute to the team’s recruitment, and influence the growth strategy of the Spanish launch in every area - marketing, communication, finance, etc.

Complying with an ETA was nearly impossible due to transport disruptions… Importing from China was very disrupted due to confinement and the strict internal policies… among many other experiences!

Of course, it is a very polluting sector so now I am very happy to add value to the sector working at Lune, a green tech company!

It is thrilling to contribute to the company’s growth in the logistics sector, develop valueadded partnerships, and participate in webinars and podcasts to give visibility to our sustainable solution.

Indeed a lot of responsibilities!

IN CONVERSATION WITH KRUTI JOBANPUTRA

Kruti Jobanputra JW Ventures (JWC Logistics, JWR Logistics & JWL Cold Store)

In this interview with Kruti Jobanputra, she tells us about her experiences of working in her family's logistics business, the measures taken to make the company more eco-friendly, the innovative technology the company has adopted, and how she overcame the challenges she faced

Can you tell us about your experience in managing and operating warehouses and cold storage facilities within the shipping industry?

My 17 years of experience have been amazing in the industry wherein I have learnt so many things from operations to cargo to container to people etc. and I am still learning a lot of new things every day The best part about the Logistics industry is that there are diverse situation and different challenge every time.

What strategies have you implemented to optimise the storage and distribution processes in your family business?

There is no rule book or one strategy that you can implement in this business. Logistics as an industry has to keep innovating and changing with time. Therefore my father Mr Lalit Jobanputra always tells my brother and me this “Change is the only thing that is constant.”

Can you share an example of a challenging situation you've encountered in your role and how you successfully resolved it to ensure smooth operations?

When i joined the Logistics Industry, my

biggest challenge was the acceptance of women in the workspace. The Logistics Industry has always been a male-dominated industry, but I am happy to say that over time the scenario has changed and now there are many women in the industry as well as in our organization.

Another challenge I faced was handling local rural people; dealing with them is something that no school or college teaches you. Talking and understanding and making rural people understand your point of view is also something that I had to learn and handle.

In the shipping and logistics industry, what innovative technologies or practices have you adopted to enhance efficiency?

Technology and AI play a key role in any industry. Logistics in India has always been a labour-driven or labour-incentive industry. Today with new AI and software the industry is

changing. We have introduced many software which are customized as per our service.

With the increasing emphasis on sustainability and environmental responsibility, what initiatives have you undertaken to make your family business more eco-friendly in its operations? We have taken the following initiatives –

1) Solar panels over all our warehouses, generating more than 1MB of power.

2) Rainwater harvesting is done at all our premises

3) Recharging groundwater

4) Water treatment plant - to reuse the water for the washrooms.

How do you stay updated about industry trends and emerging technologies to ensure your family business remains competitive and adaptable?

Customers are our driving force to push us to create new customised services. In addition, we have friends in the industry like Sanjam Sahi Gupta, Director, Sitara Shipping who often guides us