Claudia Paschkewitz, the director of sustainability, inclusion, and diversity at Columbia Group, emphasizes that diversity should encompass more than just gender. While discussions in the maritime industry often start with gender due to its visible imbalance, it’s crucial to broaden the scope to include nationality, language, culture, age, and neurodiversity. These factors significantly influence who feels included and how individuals communicate, yet they are frequently overlooked, leaving many talented individuals marginalized.
Language and nationality play a pivotal role in inclusion, as confidence and opportunities can hinge on one’s ability to express themselves effectively in English or align with conventional communication styles. Similarly, neurodiversity is vital; many individuals possess exceptional technical skills, but traditional environments may not accommodate diverse working styles. Leadership development should embrace these varied strengths rather than conforming to a singular definition of leadership.
Generational differences also provide an opportunity for learning. Younger professionals often prioritize collaboration and flexibility, while seasoned colleagues value structure and discipline. Recognizing these differences can foster a more inclusive atmosphere. Additionally, backgrounds, education, and disabilities influence access to leadership roles, as many positions are filled through established networks, making it challenging for those with non-traditional paths to be acknowledged.
To create a truly inclusive maritime sector, the understanding of diversity must be expanded. A leadership team that appears balanced yet shares similar perspectives is not genuinely diverse. True inclusion requires self-awareness and honest reflection on who is absent from discussions. By broadening conversations to reflect the full spectrum of individuals in the industry, the maritime sector can cultivate a leadership culture that genuinely represents the global community it serves by 2030.
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