From Policy to Practice: Implementing Gender Equality Policies for Maritime Excellence

  • May 5, 2026
  • Posted by: Natalie O. Sandiford, CAMS, LEC, LLM, MSc
  • Categories: Maritime & Blue Economy, Policy to Practice
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A New Era for Maritime Excellence

The global maritime sector is entering a decisive period in which excellence is no longer defined solely by efficiency, safety, or regulatory compliance. The International Maritime Organization (IMO) has increasingly emphasised that the future of maritime excellence depends on the sector’s ability to operationalise policy commitments, strengthen institutional capability, and build inclusive governance systems. For International Day for Women in Maritime 2026, the IMO has adopted the theme “From Policy to Practice: Advancing Gender Equality for Maritime Excellence,” signalling a clear focus on strengthening the systems, structures, and institutional capabilities required to advance gender equality across the global maritime sector. The IMO’s theme positions gender equality as a critical area where the sector must demonstrate implementation, aligning with the broader 2026–2027 World Maritime Theme- From Policy to Practice: Powering Maritime Excellence.
 
Across the region, governments and maritime authorities have adopted gender equality policies, national gender frameworks, and international conventions that articulate clear commitments to non‑discrimination, equal opportunity, and safe workplaces. These include the IMO’s Women in Maritime Programme, established by IMO Assembly Resolution A.1147(31) on “Preserving the Legacy of the World Maritime Theme for 2019 and Achieving a Barrier‑Free Working Environment for Women in the Maritime Sector,” the International Labour Organisation (ILO) Maritime Labour Convention, 2006 (MLC 2006), the ILO Violence and Harassment Convention, 2019 (C190), and the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW). Yet, despite this extensive normative architecture, implementation remains uneven.  Gender equality is widely acknowledged as a priority, but the operational structures required to deliver it are often fragmented, outdated, or not fully aligned with policy commitments. The result is a persistent gap between policy intent and institutional reality.

Gender Mapping Exercise

Altus Regional is conducting a regional Gender Equality Mapping Exercise to understand how Caribbean maritime institutions are progressing from policy commitments to real implementation. This diagnostic tool examines governance structures, recruitment and promotion systems, reporting and grievance mechanisms, monitoring and evaluation practices, and the availability of gender‑disaggregated workforce data. Your participation helps build the evidence base needed to strengthen gender‑responsive governance across the maritime sector in the Caribbean.

Respond to the Questionnaire

The Maritime Sector Context

According to the International Labour Organization (ILO), women represent less than two percent (2%) of the global seafaring workforce, with even lower representation in technical and operational roles. The ILO’s assessments indicate that women are concentrated in administrative, clerical, and support functions, while technical, engineering, and seafaring roles remain overwhelmingly male.

This occupational segregation is reinforced by recruitment practices, training pathways, and cultural expectations that limit women’s access to maritime careers. An ILO Department of Statistics (ILOSTAT) maritime workforce analysis further reveals that women’s representation in port operations, maritime safety, and regulatory roles remains below 10 percent in many countries in Latin America and the Caribbean. These figures reflect systemic barriers that include limited access to maritime education, gendered perceptions of physical capability, inadequate maternity protection, and the absence of safe and inclusive working environments.

The ILO’s research on gender‑based violence and harassment in the world of work underscores the heightened risks faced by women in male‑dominated sectors, particularly in environments where reporting mechanisms are weak or non‑existent. The adoption of ILO Convention on Violence and Harassment, 2019 (above) and ILO Recommendation R206 Concerning the Elimination of Harassment in the World of Work has provided a global framework for addressing violence and harassment, but implementation in the maritime sector requires institutional systems that many Caribbean organisations have not yet developed.

The International Framework: IMO, ILO, and Global Gender Equality Commitments

The IMO has long recognised the need to address structural barriers to women’s participation in the maritime sector. Its Women in Maritime Programme, initiated in 1988, sought to increase women’s access to maritime training and decision‑making. Over the years, the IMO has expanded its focus from representation to empowerment, leadership, and institutional transformation. The 2019 World Maritime Theme, Empowering Women in the Maritime Community, marked a turning point by highlighting the need for systemic change. The subsequent adoption of Assembly Resolution A.1147(31) called on Member States to strengthen institutional frameworks, promote women’s leadership, and integrate gender equality into maritime governance.
 
The IMO’s current emphasis on implementation reflects a recognition that empowerment cannot be achieved through policy statements alone; it requires operational systems, governance structures, and institutional capability. The Maritime Labour Convention 2006 reinforces this by establishing minimum standards for working and living conditions for seafarers, including provisions related to non‑discrimination, occupational safety, and welfare. These instruments create a robust foundation for gender equality in the maritime sector, but they also impose obligations that require institutional systems to fulfil.

Regional Leadership: WiMAC, WISTA, and the Caribbean’s Gender Equality Movement

The Caribbean maritime sector is characterised by a complex interplay of historical gender norms, labour market segmentation, and institutional legacies that have shaped women’s participation for generations. Although women have always contributed to maritime economies through port administration, logistics, fisheries, and maritime education, the sector has remained structurally male‑dominated. Regional organisations have played a critical role in advancing gender equality in the maritime sector. Women in Maritime Association Caribbean (WiMAC), established under the auspices of the IMO’s Women in Maritime Programme, has become a leading voice for women’s professional development, leadership, and representation. Through regional collaboration, WiMAC has helped to build networks of women across maritime administrations, port authorities, and training institutions.
 
Across the Caribbean, WIMAC chapters deliver substantive professional‑development programming that strengthens institutional capacity and expands opportunities for women in the maritime sector. Recent initiatives curated by the WIMAC Belize Chapter include its Women in Maritime Symposium, and youth maritime summer camp. The WIMAC Barbados Chapter also coordinated professional development initiatives including a Webinar on Enhancing the Future of Maritime Safety featuring the World Maritime University, UK Hydrographic Office, and the Barbados Maritime Ship Registry; and a full‑day “Mobilizing Networks for Gender Equality Workshop”, which offered skills‑building sessions on communication, network mapping, and strategic action planning, alongside leadership engagements with the Director of Maritime Affairs and the Secretary General of the Caribbean Tourism Organization. WIMAC is also poised to host a webinar under the theme “From Policy to Practice: Advancing Gender Equality for Maritime Excellence” in observation of International Day for Women in Maritime 2026. The session will feature a keynote on gender mainstreaming, a panel on translating commitments into measurable results, a practical demonstration of diversity‑implementation tools, and a regional action‑mapping exercise. This type of structured professional‑development programming for women in the maritime sector reflects the region’s shift from policy adoption to practical steps to increase the presence and performance of women in the maritime sector. 
 
Women’s International Shipping & Trading Association (WISTA) has similarly championed women’s leadership in shipping, logistics, and maritime trade. Both WIMAC and WISTA have highlighted the need for institutional reforms, safe workplaces, and gender‑responsive policies. However, progress depends on the willingness and capacity of institutions to implement the commitments they have made. Advocacy alone cannot close the implementation gap; institutions must build the systems required to operationalise gender equality.

The Legislative Landscape: Strong Norms, Weak Implementation

Caribbean States have demonstrated regional commitment to gender equality through ministerial‑level engagement in the development of the CARICOM Gender Equality Strategy, sustained consultations across all Member States, and the Strategy’s alignment with SDG 5 and global gender‑equality frameworks. Several states have enacted national gender policies, equal opportunity legislation, and labour laws that prohibit discrimination. Many CARICOM States have ratified CEDAW, the MLC 2006, and the ILO Violence and Harassment Convention.
 
Yet the existence of policy commitments and does not guarantee implementation. International assessments by UN Women, the ILO, the IMO, and CARICOM consistently show that while gender‑equality policies exist across the region, implementation remains uneven. Common gaps include outdated HR manuals, SOPs that do not reflect gender obligations, unclear reporting mechanisms, limited gender‑disaggregated data, insufficient training, and weak governance structures. These findings underscore that policy adoption is only the first step; effective implementation requires supporting systems, tools, and institutional capability.
 
This implementation gap is not unique to the Caribbean. However, the Caribbean’s institutional context, characterised by small administrations, limited resources, and overlapping mandates, makes implementation particularly complex. Many maritime institutions operate with lean staffing, high workloads, and limited technical capacity. Gender equality is often perceived as an “add‑on” rather than an integral component of operational excellence.

Why Implementation Matters: Gender Equality as a Pillar of Maritime Excellence

The IMO’s shift toward implementation provides an opportunity for the Caribbean to reframe gender equality as a core component of maritime excellence. Implementation should be considered a strategic investment in institutional resilience, workforce capability, and operational integrity. Gender‑responsive institutions are better equipped to attract and retain talent, respond to emerging challenges, and meet international standards. They are also better positioned to demonstrate compliance with global conventions, participate in international initiatives, and contribute to regional maritime development.
 
As the maritime sector becomes more globally interconnected, the need for diverse perspectives, inclusive leadership, and equitable workforce structures becomes even more critical. Gender equality strengthens these foundations by improving decision‑making, enhancing organisational culture, and supporting safer, more effective operations. It is central to the sector’s ability to innovate, adapt, and excel.

From Policy to Practice: A Systems‑Based Approach to Implementation

To move from policy to practice, Caribbean maritime institutions must adopt a systems‑based approach to implementation. This requires more than formulating or updating a policy document; it demands the construction of an institutional ecosystem that supports gender equality at every level.
 
STEP 1
The first step is to assess the current system. Institutions must understand how their existing processes, workflows, and documentation either support or hinder implementation. This includes mapping recruitment, promotion, training, reporting, and grievance processes; auditing HR manuals and SOPs; identifying gaps in data systems; and examining cultural norms that influence behaviour.
 
STEP 2
The second step is to establish governance and accountability. Policies fail when responsibility is unclear. Institutions must assign policy ownership, designate implementation leads, establish committees or working groups, and define reporting lines and decision‑making pathways. Governance structures must be documented, communicated, and integrated into institutional workflows.
 
STEP 3
The third step is to embed obligations into institutional frameworks. This is where implementation becomes operational. HR manuals, SOPs, workflows, and reporting procedures must be updated to reflect policy requirements. Templates, forms, checklists, and guidance materials must be created. Onboarding and training programmes must be revised. Staff must know what the policy requires, how to act, and where to report concerns.
 
STEP 4
The fourth step is to strengthen systems, capability, and compliance culture. Institutions must build monitoring and evaluation systems, develop KPIs, create data‑collection tools, and establish record‑keeping protocols. Training programmes must be designed to build capability across all levels of the organisation. Compliance culture must be reinforced through leadership messaging, performance management, and continuous learning.
 
STEP 5
The fifth step is to establish continuous review and improvement. Implementation is not a one‑time exercise; it is an ongoing process. Institutions must create review cycles, audit tools, feedback mechanisms, and reporting templates. They must update procedures based on evidence, maintain version control, and ensure that policies remain relevant and effective.

Conclusion: The Future of Maritime Excellence Depends on Implementation

The Caribbean maritime sector stands at a critical juncture. The global direction is clear: implementation is the new frontier of maritime excellence. The region has the frameworks, the organisations, and the political commitments required to advance gender equality. What is needed now is institutional capability, particularly the systems, structures, and processes that translate policy into practice.
 
As the IMO continues to emphasise implementation, the Caribbean has an opportunity to lead by example. Institutions that invest in gender‑responsive systems will position themselves as leaders in maritime governance, safety, and excellence while meeting international standards. This is the pathway to maritime excellence, and the region is well‑placed to achieve it.

A Practical Pathway Forward: Altus Regional’s Implementation Course

For institutions seeking to build this capability, Altus Regional has developed a comprehensive training programme, Implementing Gender Equality Policies in the Maritime Sector. This four‑module course provides the tools, frameworks, and practical guidance required to assess current systems, design governance structures, embed obligations into institutional frameworks, strengthen monitoring and capability systems, and establish continuous review mechanisms. The course culminates in a full implementation simulation based on the One Caribbean Port case, enabling participants to apply the entire framework in a realistic institutional scenario. As the maritime sector moves decisively toward implementation, this programme offers a practical pathway for institutions committed to translating policy into operational reality.

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