WOMEN’S representation in maritime may finally be inching upward, but for outgoing Wista International president Elpi Petraki, the industry remains far from where it needs to be.

As she prepares to step down at the organisation’s annual general meeting in Malaysia this October, Petraki says she leaves behind “a stronger, more structured, and more globally connected Wista than ever before”.

Her four‑year tenure has unfolded amid heightened scrutiny of gender imbalance at sea and ashore. Despite years of advocacy, the proportion of women in seafaring roles remains stubbornly low.

“The previous numbers were below 2%,” she said, citing the latest Seafarer Workforce Report from BIMCO and the International Chamber of Shipping.

Early indications from the forthcoming update, due June 25, “look a bit more optimistic”. But progress is uneven. Some European countries report 8%–11% female participation, while others — including parts of Latin America — show little change.

Greece, she notes, is an exception. The country’s deep maritime roots and growing number of women in senior roles can create the false impression that gender imbalance is no longer an issue. “People here might not understand the necessity,” she said. “But go to any other conference and there’s only a handful of women.”

Building a stronger Wista

Petraki’s presidency has centred on shifting Wista from a volunteer‑driven network to a more professional, structured organisation. When she took office, operations were dispersed and reliant on personal connections. Today, Wista has a staffed office, dedicated communications support and a more resilient administrative framework.

“Now there is an office with staff who can work, who can communicate, who can go out and speak for us,” she said. She sees this as the foundation for Wista’s long‑term influence.

Membership has more than doubled, from around 3,000 to over 6,400, across 61 national associations. But growth, she stresses, was never the goal in itself. Several inactive chapters were suspended to ensure each national body meets organisational standards. “I don’t want to be known just because I grow Wista in numbers,” she said. “I want them to be real countries with people who do the work.”

Collaboration has also been a hallmark of her leadership. Wista’s partnerships with the International Maritime Organization, ICS, BIMCO, UNCTAD, port authorities and labour bodies such as the ITF have deepened, helping embed gender considerations into mainstream maritime policy. One tangible result is the IMO’s move toward requiring gender‑balanced participation in capacity‑building programmes — a shift Petraki attributes to years of dialogue. “Everybody’s making an effort,” she said.

Visibility is improving — but parity is still distant

Board‑level representation has improved, helped by ESG pressures, but Petraki warns that the “glass ceiling” remains intact in many regions. The next challenge, she argues, is strengthening the pipeline of women in middle management.

Wista, the IMO and the World Maritime University have launched a leadership programme to equip both women and men with the confidence and skills to advance. “We need to make professional women who already have the knowledge as strong as men, and give them the leadership skills to grow and face any barriers.”

Encouragingly, enrolment so far is evenly split between men and women.

Yet one of the most persistent obstacles, she says, is convincing some stakeholders that inequality still exists. “Sometimes people tell you, ‘You have so‑and‑so as head of a big organisation’. For me that is a tough one.”

Her advice to young women entering the industry is shaped by her daughter’s early experiences in shipping, including dismissive behaviour from shipbrokers and frequent microaggressions such as being called “young lady”. Her message: be strong, don’t let offensive behaviour derail you, and don’t allow outdated assumptions about motherhood to limit your career.

She still hears the argument that women will “have a family and then they will go”, but calls it short‑sighted. “A family is just nine months’ pregnancy, and then maternity leave depending on where you come from. And now we have paternity leave as well. It is just for a short time. Don’t let companies lose talent because of that.”

Preparing for transition

Petraki will step down in October, ending a term she describes as both rewarding and demanding. She cites the pressures of running her own business as the reason for not seeking re‑election, though she will continue supporting Wista and assisting the IMO on ongoing survey projects.

She is chartering, operations and business development manager at Greece‑based product tanker operator Enea Management, which specialises in small clean and chemical tankers, and vice‑president of the Hellenic Shortsea Shipowners’ Association.

Her advice to her successor is measured: “Take it slow… let things settle in.” New leaders, she says, must resist the urge to react instantly and instead take time to understand Wista’s internal dynamics.

“There are a lot of projects and ideas. Some people are very passionate, others are not. You need time to digest everything and find your own way of approaching things,” she said. “And don’t forget, there is a board behind us. It is not a one‑man show or a one‑woman show. You need time to find your way of working together.”

Above all, she insists, the next president must maintain a steady, unwavering voice on diversity. “Don’t let anyone tell you what is important when it comes to diversity, and don’t let any backlash stop you from having a voice. That voice doesn’t need to be aggressive. You just need to be kind and make people aware of the situation that maybe they don’t realise.”

As she prepares to hand over the presidency, Petraki leaves behind a more structured, more visible and more globally connected Wista — but she is clear the work is far from finished.

“We need a voice,” she said.