Blazing the trail for DEI in the maritime workplace - SeaVoices - Singapore Maritime Officers’ Union (SMOU) Publication

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06 May 2025

7 mins

Blazing the trail for DEI in the maritime workplace

An interview with Dr Akanksha Batura Pai

The maritime industry, responsible for moving nearly 90% of global trade, remains one of the least gender-diverse sectors in the world. Women account for just 2% of seafarers and a dismal 1% of officer roles. Onshore leadership is scarcely better with 5% of top positions being held by women. Women make up 50% of the global population, yet we are still far from fully tapping into this pool of talent.

For Dr Akanksha Batura Pai, these numbers reflect the very challenges she overcame when entering her family’s shipping business a decade ago. “I walked in knowing I’d have to prove myself twice over,” recalls Dr Batura Pai who is the Head of Strategy and Growth at Sinoda Shipping Agency Pte Ltd and an advocate for greater diversity, equity and inclusion (DEI) in the maritime industry.

Unmasking the systemic bias

The stark underrepresentation of women in maritime is no accident. It is the result of outdated perceptions, institutional inertia, and a lack of deliberate intervention. “There’s a deeply entrenched belief that seafaring is a man’s profession,” says Dr Batura Pai. “Even when women are qualified, they’re often overlooked—not because they lack ability, but because the system isn’t designed to recognise their potential.”

This exclusion has far-reaching consequences. In regions where maritime careers offer economic mobility, women are frequently denied entry, perpetuating cycles of inequality. “When industries default to hiring men, they’re not just shutting out individuals—they’re limiting their own growth,” she adds.

It’s not just shipping. Across all industries, women must work harder to prove they are worthy hires. Dr Batura Pai cites research by Kantar Public highlighting this reality: Across G7 nations (Canada, France, Germany, Italy, Japan, UK, and the USA), 47% of the respondents said they were “very comfortable” with a woman as the CEO of a major company, a significant decline from the previous year. Men were more likely than women to be critical of female leaders, with one in ten respondents explicitly stating that they would not be comfortable with a female CEO.

“These findings confirm what many women experience daily,” Dr Batura Pai observes. “At every level of our industry, from bridges to boardrooms, ship crews to executives and management, biases continue to shape opportunities in ways that disadvantage qualified women.”

Inclusive leadership: A business imperative

The case for inclusive leadership isn’t just moral—it’s economic. “Diverse teams drive better decisions, innovation, and profitability,” Dr Batura Pai notes, citing McKinsey data that links DEI to financial success. Companies with female representation exceeding 30% are significantly more likely to achieve superior financial performance compared to those below this threshold. Furthermore, firms in the top quartile for female board representation are 27% more likely to outperform financially than those in the bottom quartile. “DEI can have real impact on bottomline and a company’s survival and success. Companies that ignore this should reconsider and take heed.”

How maritime can embrace inclusive change

True progress towards greater DEI requires more than surface-level adjustments—it demands sustained, collective action across all levels of the industry. From corporate boardrooms to ship decks, every stakeholder has a role to play in dismantling barriers and creating equitable pathways. As Dr Batura Pai asserts, “Token gestures won’t move the needle. We need coordinated efforts that address representation gaps, workplace culture and leadership pipelines simultaneously.” Dr Batura Pai shares the following key pillars for transformative change:

1. Intentional hiring practices
“We must actively recruit women into operational roles where they’re most excluded,” emphasises Dr Batura Pai. “But equally important is showcasing their success stories—when young professionals see women thriving as captains, engineers, or executives, it reshapes what they believe is possible for themselves.”

2. Cultivating bias-free workplaces
Leaders must consciously create space for minority voices. One way is to nip unhelpful behaviours in the bud, such as constant interruption at meetings and the dismissal of ideas and contributions from the underrepresented. Another would be to recognise and challenge assumptions that come in the way of the fair evaluation of staff, especially the underrepresented. “The small moments influence the big picture. Inclusivity is shaped through everyday actions of leaders and anyone keen to contribute towards a fairer workplace,” notes Dr Batura Pai.

3. Strengthening professional ecosystems
“Professional isolation is one of the biggest barriers women face in maritime,” Dr Batura Pai observes. “Early in my career, organisations like the Singapore Shipping Association (SSA) were lifelines—they connected me to people with practical knowledge that helped me navigate this male-dominated industry.” Having served as chairperson of SSA’s Young Executives Group, she emphasises how such networks create vital support structures. For this reason, Dr Batura Pai actively encourages women to join professional groups like WISTA and Maritime SheEO, to access mentoring and networking opportunities.

4. Cultivating greater presence and visibility

Seminars and conferences are great platforms to do that. When event organisers claim they can’t find qualified women speakers, Dr Batura Pai would refer them to the IMO and WISTA’s Maritime Speakers Bureau which provide a free-to-use database of qualified female speakers worldwide. “It is no secret that IMO Secretary-General Arsenio Dominguez refuses to participate in all-male panels, or man-els. You can too, to signal to the organisers your preference for a more balanced representation on forum panels,” she suggests.

5. Enabling flexibility for caregivers

Workplace flexibility is essential to retaining and advancing talent—particularly women who often juggle corporate responsibilities alongside caregiving roles. “Technology is a great enabler, to help us reimagine work in ways unconstrained by physical space and time,” Dr Batura Pai shares first-hand experience on how technology is used at Sinoda for this purpose.

“Care responsibilities should not be career-limiting,” she adds. “By acknowledging the realities of employees’ lives and offering flexible options, companies not only empower individuals but also signal that diverse life paths are valued and supported.”

The way forward

Together, these five pillars offer a roadmap for meaningful, systemic change—grounded in intentional action and everyday commitment. Dr Batura Pai, an advocate for DEI, acknowledges that implementing these changes is not always straightforward.

“Not everyone will be ready for change at the same time. Some stakeholders may resist—not out of any ill-intentions, but simply because it’s unfamiliar. Change-makers must recognise this and choose the right moments to engage. If at first the message doesn’t resonate, we try again. Continuous dialogue and engagement are key. I’ve learned not to take opposition personally—most resistance comes from a place of habit rather than hostility.”

The maritime industry stands at a crossroads. It can cling to outdated norms—or lead the charge toward a more equitable future. “This isn’t about favouring women over men,” Dr Batura Pai stresses. “It’s about ensuring meritocracy actually works for everyone.”

Quoting Singapore’s First Lady, Ms Jane Ittogi, Dr Batura Pai adds: “If women were truly, fully, and equally represented in all aspects of society, the world would certainly not be in the sorry state it is now.”

For maritime, the time to act is now. The stakes—economic resilience, talent sustainability, and global competitiveness—could not be higher. Closing the gap isn’t just the right thing to do; it’s the only way forward. And for those willing to challenge the status quo, to advocate with courage, and to lead by example—the path may not be easy, but it’s how trailblazers are made.

For a deeper look at how the industry is prioritising mental wellness at sea, don’t miss our feature on seafarers’ mental health here.