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Earlier this month, we held our annual DEI in Maritime conference, hosted by Seatrade Maritime, where we were joined by many of our members and senior executives from across the shipping industry to discuss the #gamechangers that make the difference in maritime DEI: Leadership, Strategy and Data.

Here’s what they had to say on why these DEI gamechangers matter and what they took away from the conference.

 

 

• Survey of 2500+ professionals shows progress on gender, but glass ceiling remains
• Employees keen to see meaningful action now on diversity and inclusion

28 November 2023 – The findings are based on a survey of respondents from across the maritime sector and conducted in association with 15 shipping organisations, spanning ship owners and managers, classification, technology, ports and marine services. With over 2,500 responses, spanning 99 nationalities and six continents, this is a global snapshot of the people that work in the shore-based shipping industry.

Women making further progress
In 2023, the overall gender split was 52.2% male and 45% female. This is a clear move towards parity from last year when the split was 56.8% male and 41.8% female. Furthermore, female representation in the lowest four of six levels of seniority has now passed the important 30% mark, and this year’s results show an improved gender balance in six of seven categories of job function.

However, female representation remains poor at the leadership level and the proportion of women in technical roles has actually declined. Whilst it is encouraging to see a higher proportion of female team leaders and senior managers, the glass ceiling still exists for now.

Shipping is getting (a little) more ethnically diverse
The proportion of leadership roles held by people who are White is falling, from 69.5% to 61%, alongside an increase in people identifying as Asian in C-suite or head of department roles from 25% to 31.7%. The results also show an increase in Middle Eastern, Hispanic and other ethnicities in top roles, albeit in small numbers.

In mid-level roles, ethnicities other than White or Asian climbed from 7.7% to 13.2%. However, the figures are not compelling, and anecdotal evidence suggests it remains harder to be an ethnic minority (however that is defined in different location), especially in senior decision-making roles.

More people feel well-supported
The overall proportion of people ‘with a supportive peer group’ remained roughly the same as last year, but with much less variation between people of different identities. This year, more than 80% of every group analysed by the review said they had such a support group around them. The survey results also show correlation between good DEI practices and people feeling secure and valued at work. This includes having robust practices and inclusive policies to avoid discrimination, and building network groups so people don’t feel ‘different’ or unusual.

However, it is clear that respondents have an appetite for further improvement, with 54% responding that their employer could do more to achieve a diverse and inclusive workplace. When given the opportunity to comment on what further action they wanted to see, there was also a marked shift towards calls for action, rather than planning, thinking or talking about it. This possibly reveals impatience from respondents who want to see DEI strategies acted upon.

The critical role of leadership to DEI
The evidence continues to grow in two areas showing the importance of effective leadership on DEI. First, there is growing feedback that an organisation’s inclusivity is most visible in the diversity of its leadership. Second, a leadership team’s commitment to action must be visible. Employees have heard leaders talk about DEI and most buy into it. Now they are keener than ever to see it in action.

The findings show a connection between sound DEI policies and good management. If managers can make employees feel more confident, more authentic and more included, they get better results from them. Interestingly, there is also good evidence in the survey that the reverse is also true; that being a good manager also means being an inclusive manager.

Heidi Heseltine, Founder of the Diversity Study Group, said:

“This year’s results reveal a picture of evolving diversity across different levels of seniority, in different fields, and in locations. We can see welcome progress in a number of key areas, such as gender, age and ethnic diversity, where the ‘the waiting room for talent’ at junior and mid-level ranks now seems to be delivering greater diversity at mid-level and management roles. There is no room for complacency though, as progress is limited in other areas, such as the decline in female representation in technical roles, or the lack of ethnic and non-male representation in leadership roles.

“This year’s results reinforce what we know about the pathway to progress in DEI, which is that there is no ‘one-size-fits-all’ solution for DEI. It is crucial to listen to people at every level and of every type to show where problems might prevent people delivering their best. Top-level DEI priorities are still critical, but any actions must be nuanced.

We also saw an important link emerge between good people management and good DEI outcomes, underpinning the need for organisations to invest time and resources in developing their employees.”

Heidi also commented on what leaders can learn from the results:

“The results seem to show growing impatience for meaningful action from employees, who want to see DEI policies and programmes properly resourced and enforced. This is where leaders need to strike the right balance between listening to people, thinking about what works for their organisation, then committing to delivery. When it comes to this challenge, we couldn’t improve on one of the most succinct answers we received in the survey, which gave us the title of this report: “Listen, act.”

“These insights provide our members with huge value through the ability to assess the progress they are making at a granular level and benchmark against their peers. At a time when it is more important than ever to set out a clear vision for diversity and inclusion in your organisation, to deliver on your DEI strategy, to engage your employees, and to attract and retain talent, the data provided by our annual survey is essential business intelligence for today’s shipping leaders.”

Copies of the DSG’s 2023 Annual Review are available on request. To request a copy, please email info@diversitystudygroup.com.

Each month, ISWAN (International Seafarers’ Welfare & Assistance Network) share a discussion piece written by a member of the maritime industry who can offer a unique or interesting perspective on an aspect of seafarers’ welfare.

Our Founder, Heidi Heseltine, highlights the importance and benefits of creating a supportive, equitable and inclusive workplace for seafarers.

Read the full article here: https://www.seafarerswelfare.org/news/2023/talking-point-creating-a-culture-of-inclusion

For the maritime industry, promoting diversity, equity, inclusion, and belonging (DEIB) has become a strategic imperative. Heidi Heseltine, Founder of the Diversity Study Group, emphasizes the need for collaboration, strategic focus, and data-driven decision-making to foster meaningful change. In this article, she highlights the importance of assessing diversity and inclusion to build bridges towards a better maritime industry.

The Benefits of DEIB

While shipping organizations may compete for talent, we must recognize that collaboration on diversity initiatives benefits the entire industry. By sharing experiences, best practices, and lessons learned, we can create a wider and deeper talent pool. Collaboration enhances the industry’s reputation and paves the way for a diverse and skilled workforce. Let us inspire one another, learning from successes and failures, to accelerate progress in DEIB.

A diverse, equitable, and inclusive workplace fuels progress, innovation, and change. In an industry grappling with a shrinking talent pool, rather than solely relying on recruitment to solve the talent shortages, we should focus on developing a wider pool of talent within our industry. By aligning DEIB with the wider business strategy, we can unlock the full potential of diverse talents and achieve optimal outcomes across all facets of operations.

Data-Driven Assessment and Accountability

Data collection and analysis plays a crucial role in assessing DEIB progress and ensuring accountability by providing accurate insights into the state of diversity within our teams, companies, and industry. Reliable and objective datasets can help us to understand the challenges we face thus shaping evidence-based strategies and guide decision-making.

However, it is essential to approach data interpretation cautiously, avoiding biases and misinterpretations that may hinder progress. As we analyze data, we must ensure our strategies are inclusive and address challenges faced by all individuals, regardless of gender, ethnicity, or other characteristics. Fact-based decision-making is fundamental to successful DEIB strategies.

The Diversity Study Group (DSG) places immense importance on data—rigorously collected, analyzed, and drawn from diverse sources. Good data helps us communicate our progress and showcase how we are changing. The maritime industry has long struggled with an image problem and talent shortage. In an era where transparency is increasingly valued by employees and stakeholders, data-driven evidence serves as a building block for accountability and trust, as well as becoming a powerful tool for attracting and retaining top talent. It also strengthens the case for career development and progression opportunities. This is especially crucial in a time of global talent scarcity, where we need to showcase our commitment to diversity and inclusion to both existing and potential employees.

To achieve true diversity, it is essential to foster inclusion at all levels of the organization, not just in a few positions. Data from the DSG’s Annual Review 2022 revealed that diversity is lacking at senior levels, and the talent pipeline needs to be examined across all departments. With a granular understanding of the talent pool, we can adjust strategies and implement inclusive practices throughout the company.

Implementation

To achieve meaningful progress in DEIB, organizations must treat it as a strategic priority. This entails employing the same rigor and commitment as any other commercial imperative; senior buy-in is vital. Setting measurable objectives, implementing reporting standards, allocating appropriate resources, and linking performance to DEIB goals are essential for sustained advancement.

To unlock the potential of data, organizations must first define their goals and purpose. As an industry, the maritime sector faces the challenge of attracting and retaining talent, addressing the gender and generation gap, as well as adapting to evolving technologies and sustainability goals. By collecting data about our industry, we can demonstrate positive change, encourage potential employees, and align our strategies with the needs and expectations of the existing and future workforce.

Senior buy-in and leadership support is instrumental in creating a truly inclusive workplace. Senior executives must champion DEIB, demonstrate long-term support, learn from both failures and successes, and evolve from bystanders to allies. They need to embrace continuous learning, acknowledging that progress may involve setbacks. Effective leadership at all levels fosters a culture of inclusivity and sets the tone for transformative change. Coaching and mentoring senior leaders can enhance their effectiveness as champions for DEIB.

Open and effective communication is key to raising awareness and inspiring action. By sharing progress, challenges, and best practices, we can learn from one another and ignite a collective commitment to DEI. A comprehensive communications plan, both internally and externally, enables organizations to make a compelling case for change and engage stakeholders in the journey.

Long-term and sustainable change requires cultural transformation. Organizations must identify the factors that drive change within their specific context, tailoring strategies to make DEIB relevant to each department, business line, and office. Zero tolerance for unacceptable behavior and fostering a culture of accountability are crucial elements in creating safe and inclusive environments.

The Role of the Diversity Study Group (DSG)

The DSG plays a pivotal role in supporting the shipping and maritime industry in its journey toward greater diversity and inclusion. Through benchmarking, resource sharing, consulting, and networking, the DSG facilitates open dialogue and the exchange of best practices. With support tailored to meet the specific needs of organizations, offering services ranging from DEIB strategy development to advisory support, the DSG’s commitment to data collection and analysis empowers its members to implement meaningful change and communicate their progress effectively. By partnering with industry leaders and initiatives like the All Aboard Alliance and the Global Maritime Forum, we strive to facilitate change at all levels.

Looking to the Future

While organizations like the International Maritime Organization (IMO) focus on regulation and policy, we must engage in broader outreach efforts. By communicating the breadth of roles within the shipping sector, promoting diversity, and targeting a wider audience through social media and community outreach, we can attract diverse talent and reshape the industry’s image. Together, we can create an industry that values and celebrates the contributions of every individual, fostering innovation.

Heidi Heseltine is Founder of the Diversity Study Group and CEO of maritime HR firm Halcyon Recruitment. For more information, visit https://diversitystudygroup.com.

This article was originally published in The Maritime Executive

Promoting diversity and inclusion in the shipping industry is not just “a fluffy side of desk nice to have; it’s critical”, tells Heidi Heseltine, Founder of The Diversity Study Group, who spoke with TradeWinds’ Paul Berrill ahead of International Day for Women in Maritime last week.

Highlighting the urgent need for diversity in shipping, Heidi explained by embracing inclusivity, the industry can tap into a broader talent pool that is equipped to tackle its evolving challenges.

While progress has been made, there is still work to be done in enhancing representation of women and under-represented groups at the senior and technical levels. This is where Heidi sees a holistic approach to employment practices that benefit everyone making a difference. From implementing family-friendly policies to fostering diverse and inclusive environments, companies can create job satisfaction, improve safety, and attract the skills needed to navigate future technological demands.

To bridge the diversity gap, the shipping industry must communicate the wide range of exciting career opportunities it offers early on. By dispelling misconceptions and engaging young minds, we can ensure a vibrant and dynamic sector for the next generation.

Read more via TradeWinds: https://www.tradewindsnews.com/interviews/more-women-and-diversity-in-shipping-is-not-a-fluffy-nice-to-have-it-s-critical-/2-1-1452348