In an interview with Maritime Fairtrade, Karin Orsel, CEO and co-owner, Dutch-based ship management company MF Shipping Group, said the most prudent, yet rarely discussed, narrative about gender equality is eliminating the biases and resistance to women’s success among women.

What went through your mind when you found out you are the IMO Gender Equality Award 2025 recipient?

When I found out I’d be the 2025 recipient of the award, I was truly humbled and honestly a bit overwhelmed. It is an incredible honor, and my first thought was about the amazing people, teams, and organizations I have had the privilege to work with over the years. This award is not just about me — it is a reflection of the collective effort we have all made in pushing for real lasting change towards gender equality in the maritime industry. 

While I feel immense pride, I also feel a deep sense of responsibility, knowing there is still so much work to be done. This recognition motivates me to continue driving progress, and more importantly, to inspire others to take action and step up alongside me. Together, we can build a more inclusive and equitable future for everyone.

Members of the IMO assessment panel for the award emphasized your “longstanding commitment to positive change, with true authenticity and courageously standing up for what you believed was right in the face of adversity.”  

When I became co-owner and CEO of my own ship management company at the age of 23, I was acutely aware of the challenges women faced in the maritime sector. 

In 2024, as my organization celebrated its 30th anniversary, I reflected on how far the industry has come. Though there were even fewer women in maritime back then, I have always been driven not only to lead my organization with purpose but also to actively engage networks and champion the advancement of women in the industry.

For nearly 30 years, I have consistently brought attention to this issue, whether in meetings or within various networks, like the Dutch Shipowners’ Association, BIMCO, INTERTANKO, ISWAN, and others. I have made it a point to speak out on topics that others may not dare to address. 

Through my role in these networks and the connections I can make, I have been able to highlight the position of women, as well as the broader welfare issues of seafarers worldwide. It takes courage to raise these issues, but I am aware that over the years, I have gained a voice on an international level, and I intend to keep using that voice to bring about real change. 

It is important not only to talk but also to take action and make the necessary changes a reality.

What is the most challenging aspect of being a female leader in a male-dominated industry?

The most challenging aspect of being a female leader in an industry is undoubtedly navigating the deeply ingrained biases and stereotypes which still exist. There are moments where you have to work twice as hard to prove your credibility and competence, simply because of your gender. It is a constant balancing act of pushing back against these biases while maintaining your leadership and confidence.

However, in my several decades of experience, I have personally faced very few prejudices as a woman. On the contrary, I have often felt respected and supported in my role. 

Interestingly, I have sometimes noticed that women themselves may struggle more with my position than the men do. This dynamic adds another layer to the challenge, as it requires me to navigate not only external perceptions but also internal expectations.

Additionally, there is the challenge of being a role model for others. As one of the few women in a senior position, I often feel the weight of representing not just myself but other women who aspire to be in leadership roles. It is important to show that it is possible to break through barriers, but it also means dealing with moments of isolation, as you are often the only woman in the room.

That said, I believe that it is not just about ensuring equal opportunities and facilities—it is also about how you present yourself. There is a delicate balance between having the courage to speak up and not overshooting as a woman. 

I have been fortunate to not face many prejudices, and respected for my qualities and my expertise. My focus has always been on showcasing my skills, delivering results, and earning respect through what I bring to the table.

By staying true to my values and building strong relationships, I aim to create a more inclusive environment where women’s contributions are both recognized and valued. It is not just about advocating for women, but also about addressing broader issues such as the welfare of seafarers worldwide. Both are critical to ensuring a fair and sustainable maritime industry.

The conversation about women’s advancement – how to steer this narrative in 2025 so that it re-emerges meaningful and purposeful?

I completely understand your point, and we have similar conversations within my own organization. The women who work here do not want to be valued for being women, but for their skills and abilities. They do not want to be placed in a separate category. 

However, we must call on everyone to truly embrace gender equality. Unfortunately, the sector is still largely dominated by men. It is from them that we need to see a shift in awareness — a realization that they can make a difference and pave the way forward for women.

It takes courage and trust. Start small — hire women, foster trust within the organization, and believe in their potential. 

See how diverse perspectives can strengthen the team and create the right opportunities, such as appropriate facilities, fair salaries, and clear career pathways. Ultimately, in the maritime industry, everyone is needed. 

The goal is to create a sector where no one is left behind, a place where talent, regardless of gender, is recognized and valued. It’s about shaping a future where equality becomes the norm, not the exception.

To steer the narrative about women’s advancement in the maritime industry in 2025, it is essential to move beyond viewing this issue as a “trend” and instead make it a core value and responsibility of the sector. 

The focus should be on real impact and lasting change, not token gestures. In my view, the industry can achieve this by embedding gender equality into its business strategy — promoting equal opportunities, supporting career development for women, and fostering an inclusive environment where everyone’s contributions are valued.

The maritime sector must also engage in long-term initiatives which encourage women to join and thrive in the industry, ensuring their experiences are positive and that they feel respected. This can be achieved by offering mentorship programs, increasing visibility for women in leadership roles, and creating policies which promote work-life balance and safety. 

In 2025, it is about taking tangible actions which reinforce these values daily, demonstrating that gender equality and diversity are not just compliance requirements but essential elements for the future growth and sustainability of the industry.

Additionally, we must keep the conversation alive by sharing success stories and highlighting the impact women are already having, not just in leadership but across all levels of the maritime workforce. 

By doing so, we reinforce that this is not just a fight for women’s rights but for the advancement of the entire sector, and that gender equality is a catalyst for innovation, improved welfare for seafarers, and the overall success of the maritime industry.

What are your hopes for the female workforce in the maritime industry?

My hopes for the female workforce in the maritime industry are rooted in creating an environment where women are not only included but respected in the roles they hold. 

I hope to see more women rising into leadership positions, where they can influence decision-making and drive meaningful change. I believe that by empowering women to thrive, we will enhance the industry’s resilience, innovation, and sustainability.

I also hope that women will see the maritime sector as one full of potential and job satisfaction, one where, with the right mindset, employers can create fulfilling careers. The importance of gender equality goes beyond numbers and statistics — it is about a sector where everyone’s voice is heard and valued.

I also envision more support for women at all stages of their careers, from mentorship and professional development opportunities to policies which allow for a better work-life balance. This includes ensuring that women feel they can pursue their careers, feeling valued, safe and without having to choose between their personal and professional lives.

Furthermore, it is crucial that men in the sector are open to having more women involved and recognize and appreciate their expertise, skills, and competency. The ability to value and respect the knowledge and contributions that women bring is key to creating an inclusive and productive environment where everyone can thrive.

On a broader scale, I want to see a future where gender is no longer a barrier to career advancement, but rather, diversity and inclusion are seen as vital to the success of the industry. The maritime workforce should reflect the world we live in, and my hope is that by 2025, the industry will have made tangible strides toward equality. 

Ultimately, I want to see a maritime sector where everyone, regardless of gender, is given the same opportunities and support to succeed, with no one left behind.

Photo credit: MF Shipping Group. Karin Orsel, CEO and co-owner, MF Shipping Group.