Julia Anastasiou, Chief Crew Management Officer at OSM Thome, emphasizes the importance of visible female role models in senior maritime positions. Without them, aspiring women struggle to see a clear path to leadership—reinforcing the idea that representation matters.
To support women in maritime, Julia suggests key actions that ensure they feel safe, valued, and empowered throughout their careers. She advocates for stronger return-to-sea programs and more flexible career options—essential measures to retain talented women and promote long-term industry diversity. Concluding the interview, Julia shares an inspiring message: “The tide is turning, but we must keep pushing forward.” She underscores the need for continuous efforts to break down barriers for both current and future talent, recognizing them as the cornerstone of the industry’s success.
SAFETY4SEA: The maritime industry has made progress in gender inclusivity, but there’s still a long way to go. What do you see as the biggest barriers that remain?
Julia Anastasiou: While we have seen positive momentum in gender inclusivity, systemic barriers still persist. Many women entering the industry struggle with feeling truly included in predominantly male environments, both onboard and ashore. The need for an inclusive culture remains a crucial challenge. Limited career advancement opportunities also hinder progress, as women often face slower career progression due to unconscious bias and a lack of representation in leadership roles. The industry must actively work towards removing these barriers by fostering sponsorship and structured promotion pathways. Retention is another challenge, as balancing family life with a seafaring career remains difficult. Maritime work requires long periods away from home, making it harder for women to stay in the industry long-term. Companies must introduce flexible policies and structured career transition pathways to support them in navigating these complexities.
S4S: When it comes to Diversity, Inclusion and Equity (DEI), what should be industry’s top priorities on the agenda?
J.A.: True change starts at the top, and embedding DEI in leadership must be a priority. Senior leadership must champion DEI initiatives visibly and consistently to drive industry-wide transformation. Providing structured career progression and mentorship is also critical. Clear pathways for women to advance into leadership roles through sponsorship programs, targeted training, and mentorship opportunities will help ensure that gender diversity becomes a reality, not just an aspiration. Creating safe and inclusive workplaces is equally essential. Companies must implement a zero-tolerance approach to discrimination and harassment. Respect, psychological safety, and an inclusive environment must be the norm onboard and in offices. These efforts are vital to ensuring that women feel safe, valued, and supported throughout their careers in maritime.
S4S: Over your 30 years in the industry, what are the most significant changes you’ve witnessed regarding gender inclusivity?
J.A.: The transformation has been remarkable. There is now increased awareness and advocacy, with a growing recognition that gender diversity is not just a moral imperative but a business necessity. Industry-wide initiatives and advocacy efforts have strengthened this shift, ensuring that gender inclusivity is on the agenda of maritime organizations worldwide. More women are now entering maritime careers, taking on key roles as captains, chief engineers, and senior executives. This growing representation is vital for inspiring the next generation and proving that women can succeed in any aspect of the industry. Policy reforms have also played a significant role. Regulatory frameworks and company policies have evolved to actively support diversity, including maternity leave for seafarers, gender-sensitive facilities onboard, and anti-harassment policies. These changes demonstrate a commitment to making the industry more accessible and equitable for women.
S4S: What specific challenges do companies face when trying to increase the number of women in leadership roles?
J.A.: One of the biggest challenges is the lack of representation. Without visible female role models in senior maritime positions, aspiring women struggle to see a clear path to leadership. Representation matters, and organizations need to prioritize visibility and support for women in leadership. Unconscious bias is another hurdle. Decisions about promotions and leadership potential can be influenced by outdated perceptions of women’s capabilities. Breaking these biases is crucial to fostering fair advancement opportunities. Additionally, work-life integration remains a significant challenge. Women need flexible work structures to navigate different life stages while pursuing career growth. Organizations must develop solutions that allow career continuity without compromising personal or family responsibilities.
S4S: What are three key things you think are important to succeed as a woman in the maritime industry?
J.A.: Resilience and confidence are essential. The ability to navigate challenges, advocate for oneself, and persist despite obstacles is crucial in a traditionally male-dominated field. Women must trust in their abilities and not allow barriers to limit their potential. Lifelong learning is also vital. Staying updated with industry trends, continuously upskilling, and expanding expertise help break barriers and remain competitive. The maritime industry is constantly evolving, and those who embrace learning will have a significant advantage. Lastly, mentorship and networking can accelerate career progression and open new opportunities. Seeking guidance from experienced professionals and building strong industry connections provides access to valuable insights, opportunities, and support.
S4S: What challenges did you personally face as a woman in the maritime sector, and how did you overcome them?
J.A.: Early in my career, I encountered skepticism about whether women could thrive in senior maritime roles. Instead of letting it deter me, I focused on developing my expertise, fostering strong industry relationships, and staying adaptable. Surrounding myself with mentors and allies who believed in my potential played a significant role in overcoming these barriers. Support systems and perseverance made all the difference in proving that gender should never be a limiting factor in maritime careers.
S4S: Are there specific regions or sectors within maritime that are leading the way in gender diversity? What lessons can others learn from them?
J.A.: Northern Europe and Scandinavia have taken proactive steps toward gender diversity by implementing policies such as equal parental leave and targeted leadership development programs for women. These regions have set a precedent for inclusivity, demonstrating that strategic policies can yield positive results. The cruise and ferry sectors also tend to have higher female representation, partly due to structured career development initiatives and a culture of inclusivity. The key takeaway from these regions and sectors is that proactive policies and clear diversity targets drive meaningful change. Companies that prioritize structured support for women see better outcomes and improved workplace culture.
S4S: What initiatives related to diversity and inclusion would you like to see in the workplace, both onboard and ashore?
J.A.: Mandatory DEI training should be implemented to raise awareness across all ranks about bias, inclusivity, and allyship. Education is key to creating long-term change, and consistent training helps embed DEI into organizational culture. Expanding parental support policies is another crucial initiative. Providing childcare support, rotational contracts, and structured re-entry programs for women returning from career breaks will help retain talent and ensure career continuity. Additionally, onboard safety enhancements, such as gender-specific PPE, private accommodation options, and strict anti-harassment protocols, are necessary to promote a safe working environment.
S4S: How can companies create mentorship programs that are truly impactful and sustainable?
J.A.: Structured matching programs are essential in pairing female seafarers with senior industry mentors who can provide guidance and career support. These programs should be goal-oriented, aligning mentorship initiatives with clear career development targets to ensure tangible, measurable outcomes. Visibility and sponsorship also play a crucial role. Encouraging male allies in leadership positions to actively sponsor high-potential female employees provides them with the opportunities and visibility needed for career advancement.
S4S: What advice would you give to young women aspiring to join the maritime industry today?
J.A.: Be bold and curious and true to yourself. Don’t shy away from challenges—embrace opportunities to learn, grow, and step outside your comfort zone. The maritime industry offers incredible opportunities, and women should not hesitate to pursue them. Find a support network by seeking out mentors, industry associations like WISTA, and allies who will provide guidance and encouragement. Leading with purpose is also key—believe in your value and the impact you can make. Your contributions matter, and you have the power to shape the future of maritime.
S4S: If you could change one thing across the industry from your perspective, what would it be and why?
J.A.: I would normalize career breaks and flexible career pathways for women in maritime. Too many women leave the industry due to rigid career structures that do not accommodate life transitions. If we can offer better return-to-sea programs and flexible career options, we can retain more talented women and ensure long-term industry diversity.
S4S: What message would you like to share for International Women’s Day about the future of women in maritime?
J.A.: “The tide is turning, but we must keep pushing forward.” The maritime industry is evolving, and women are increasingly shaping its future. By fostering inclusive cultures, breaking down barriers, and empowering the next generation, we ensure that talent—not gender—defines success in our industry.
The views presented are only those of the authors and do not necessarily reflect those of SAFETY4SEA and are for information sharing and discussion purposes only.
