IMCA celebrates women working offshore for International Day for Women in Maritime

Every year, we like to mark International Day for Women in Maritime by asking some of our female Members, IMCA colleagues as well as colleagues from the offshore industry to talk about their career paths over the years and how their experiences might perhaps differ from the men in the industry, as well as any challenges they might have faced and how they have overcome them. 

The theme for 2026 is “From Policy to Practice: Advancing Gender Equality for Maritime Excellence,” so this year the women we spoke to, gave us their thoughts on what they thought could change to make women’s paths in the industry better.

Alexandra Thomson, Managing Director-Orcades Marine Management Consultants

I joined the maritime industry at 16, when I began my Deck Officer cadetship. After college, joined my first vessel in Singapore and I remember feeling excited rather than nervous. I was fortunate to work with a supportive crew and thoroughly enjoyed my time at sea, which laid the foundation for my career. I continued working in the maritime sector when I came ashore to work with Vessel Traffic Services while furthering my education, which allowed me to combine practical and academic experience. Today I work as a Marine Surveyor and Managing Director of a marine consultancy firm.

Ashley Milne, Business Development Manager-Unique Group

I joined the Oil & Gas industry when I was 21, initially as a Sales Coordinator at Dominion Gas (now Nippon Gases) in Aberdeen and worked my way up to Senior Account Manager. After nine years with Nippon Gases, I accepted a similar role in Dubai with Global Gases. I then joined Unique Group as the Business Development Manager for their Diving division. In addition, I am the first woman nominated and voted onto the IMCA Middle East and India Regional Committee and have recently been promoted to Vice Chair.

Bionda Van Roosendaal, HSE Manager-Heerema

I entered nautical college at 16 before stepping on board a P&O container vessel at 18, for my first six months of cadetship, an experience that firmly anchored my passion for this industry. After completing my cadetship and obtaining my Certificate of Competence, I completed my Bachelor's in Maritime Operations.

I later transitioned into shore-based roles and eventually into QHSE and HSE leadership which allowed me to combine my operational background with a strong focus on safety, people, and organisational culture. Working both onshore and offshore, and in truly global environments, has been an invaluable part of my professional development.

Camilla Da Costa, IMCA DP Committee Member-TechnipFMC

I joined the Brazilian Merchant Marine Academy through a pre-military preparatory program, and it was there that I had my first contact with ships and with the offshore industry. I started out on oil tankers and, a few years later, moved into the offshore sector where I worked on all types of vessels, including FPSOs, anchor handling vessels and pipe-lay support vessels. These experiences helped me build a strong operational background and a deep understanding of offshore operations. After having children I transitioned to onshore roles, working with dynamic positioning technical support and marine operations.

Debbi Garreffa, Chief Sustainability Officer Cyan Renewables

I started as a HSE Officer, working at the supply base which was instrumental in my understanding of the offshore industry. I then spent time in Singapore managing vessel mobilisations before moving into a commercial role which gave me a rich understanding of the drivers behind large-scale offshore operations. That helped me appreciate how operational performance, safety and client relationships ultimately connect to business outcomes. I later transitioned back into compliance, HSE and governance-related roles. Today my role brings together many of the experiences I've gained across operations, commercial management and compliance. My portfolio covers Sustainability, HSEQ, ICT, Supply Chain and Corporate Services across our global operations. It's a diverse set of responsibilities, but they all ensure the organisation operates safely, responsibly and efficiently while supporting the offshore sector's transition toward renewable energy.

Emma Watt, Project Marine Manager-SSE

Something that stands out to me from the beginning of my career was being a cadet and building a strong professional and friendly relationship with the bridge team which led to me being given more responsibilities than the average cadet would get. I remember the pride I felt with being trusted and I think that rewarding feeling of knowing my hard work had led me to that point gave me enough confidence to believe I could achieve whatever I wanted to in this industry if I worked hard enough. The maritime industry teaches you that competence and teamwork matter the most.

Laura Voulismas, Program Manager-DEME

I started 10 years ago with DEME in a project QHSE engineer function, working on renewable energy projects, both on- and offshore on our vessels, because I wanted to know what it is to work offshore and understand our projects better. After five years, I went back to an office function adding value by supporting the projects with our management system. After six years I was ready for a new opportunity and due to an affinity with environmental topics, I have been shifting roles to sustainability working in a coordinating role, where I currently lead a team of three people implementing our sustainability strategy.

Liz James, Group Environmental Director-Subsea7I trained as a commercial diver in Scotland in the 1980s. At the time, offshore diving was almost entirely male dominated and there were no clear pathways for women. Despite that, I funded my own training and in 1987 became the first British female commercial offshore diver working in the North Sea.

Working offshore was demanding but incredibly rewarding. Over the years my career evolved from diving to engineering, project management, and environmental leadership roles within the offshore energy industry. It has been an extraordinary journey, and I feel proud to have contributed to an industry that continues to innovate and develop.

Lucy Helena Silva de Jesus Monteiro, Corporate Occupational & Process Safety Manager-SBM Offshore

Throughout my career, I have worked in complex industries—including Chemical, Petrochemical, and Mining—before transitioning into the offshore sector. Across all these environments, I have seen that the challenges women face are remarkably consistent, regardless of the business or the role we hold. We remain few in number, yet we continue to pave the way for others. Today, I manage Occupational and Process Safety at Corporate level in SBM Offshore, being also a member of the IMCA Safety Committee. Looking back at my journey across such diverse industries, I can summarize my learning in one simple sentence: My gender does not define who I am. My attitude does.

Marni Zabarsky, HSEQ Manager-Aqueos Subsea

I began my career nearly three decades ago in the commercial diving industry, at a time when offshore and saturation diving were not environments where women were commonly seen, or expected to succeed. I entered the industry the same way everyone does, from the bottom, earning my place through training, performance, and persistence. Along the way, I was told more than once what I would never become, including that I would never be a saturation diver. I went on to spend over 1,500 days in saturation, becoming the first female saturation diver in the Gulf of Mexico. Today, my role has evolved from offshore execution to safety leadership as an HSEQ Manager, where I focus on building systems that support safe operations, and occasionally reminding people that rules exist for a reason. 

Renata Cortes Gomes, Company DP Authority-Grupo CBO

I started my career in the merchant marine at a very young age. Later, I joined anchor handling vessels, where I had the honour of becoming the first female Chief Officer. Throughout my journey, I had the privilege of working with outstanding Captains who recognised my potential and supported my development, helping prepare me for this milestone. Over time, my career path evolved, and I transitioned ashore to work with simulators and Dynamic Positioning. Today, I serve as the Company DP Authority.

The journey has not been without its challenges — and those challenges still exist. However, our industry continues to grow and evolve, creating new opportunities and paving the way for greater diversity and inclusion in the maritime sector.

Jennie Kristensen, Vice President-HSEQ Marine

My career at sea began in the Royal Swedish Navy, where I served in anti-submarine warfare. That experience was foundational; it gave me a deep understanding of the chain of command and provided my first glimpse into the high-stakes decision-making required of leaders.

I later transitioned to the commercial sector with A.P. Moller - Maersk as a dual cadet. I spent five years studying to become both a Master Mariner and a Marine Engineer, eventually sailing as an officer on tankers. Becoming a mother marked a significant pivot point in my journey so I transitioned shoreside to the Danish Maritime Authority, where I spent four years mastering maritime legislation and project managing the 'Come Fly the Danish Flag' initiative. In 2017, I joined Maersk Supply Service, progressing from a vetting role to Head of QA, and ultimately Head of HSSEQ. Today, I serve as VP of HSEQ Marine at DOF A/S, where I leverage my combined operational and regulatory experience to drive safety and excellence.

Alexandra Thomson, Orcades Marine Management Consultants

Because the industry remains largely male-dominated, women can sometimes feel they need to prove themselves more to their male peers, and I have experienced that feeling myself. It is not necessarily a reflection of others' behaviour, but when you are in the minority it can sometimes create a sense of imposter syndrome.

Ashley Milne, Unique Group

When I joined the industry 12 years ago, it was difficult to gain the trust and confidence of senior male clients. I lost count of how many times I would answer the phone, and clients would ask to talk to my male colleague instead. I also felt like I had to work harder than male colleagues to understand all the technical aspects of my role so I would never feel embarrassed for not being able to answer any questions.

Bionda Van Roosendaal, Heerema

One of the biggest challenges has been having to work twice as hard to be seen as equally capable. Often, I have been underestimated or had my expertise questioned in ways that my male colleagues did not.

This meant needing to prove myself repeatedly through preparation, consistency, and results before being granted the same level of trust or authority. Navigating these dynamics requires resilience and confidence, especially in environments where you may be the only woman in the room. While these experiences can be challenging, they have also strengthened my leadership style and determination.

Camilla Da Costa, TechnipFMC

One of the biggest challenges was often being the only woman on board. In many situations I felt that before my work could speak for itself, I first had to prove that I had the right to be there. It often meant working twice as hard, because there was always a level of doubt before my work was even seen. Over time I learned to deal with this by focusing on professionalism, competence and consistency.

Another challenge was returning to the job market after a pause for motherhood. Alongside interviews and questions that can carry bias, there is also the internal struggle — the guilt of leaving your child and the constant doubts about whether it is the right decision, when the right time is to come back, and how to balance both worlds. Rebuilding your professional space after this pause requires resilience and determination.

Debbi Garreffa, Cyan Renewables

When I started in the industry, the offshore sector was — and in many ways still is — very male dominated. Early in my career, particularly working on the supply base and around vessels, this was at times somewhat daunting. However, I was fortunate to work with many supportive colleagues and mentors, and can honestly say my experiences on the whole were very positive.

That said, the lack of visible role models early on was a challenge — when you don't see many women in senior operational or leadership roles, it can sometimes make it harder to picture the pathway ahead.

However, I think the industry has made meaningful progress. Today there are many more women across technical, operational and leadership roles, and that visibility is incredibly important for the next generation coming into the sector.

Emma Watt, SSE

The maritime industry has traditionally been a very male dominated environment, particularly at sea. That means that sometimes the challenges women face isn't just technical or operational, they can also be about perception, credibility or respect. There's an element of having to prove your competence before people would be comfortable trusting you.

One aspect of life at sea that might not be spoken about as openly is personal safety. On board, the crew live and work in very close quarters and often far from external support systems. For women, that can sometimes mean being more conscious of personal boundaries and safety in ways our male colleagues may not always have to consider for themselves. This is one of the reasons I became a volunteer for the charity Safer Waves. Safer Waves support seafarers who have experienced gender discrimination or sexual harassment at sea. Both gender discrimination and harassment are important issues that both men and women need to work together to fight against.

Creating safe spaces – whether on board or in corporate environments isn't only about inclusion, it's about trust. When people feel safe to speak up, report concerns and to support each other the entire safety culture becomes stronger.

Laura Voulismas, DEME

Having children makes balancing your responsibilities harder. Although recently there's more balance the biggest efforts still have to come from women. 

On top of that I experienced that especially in the early years of my career I had to prove myself more compared to men. Male voices in meetings are more difficult to overcome if you are a woman, having to make your point multiple times in different ways to be heard.

Liz James, Subsea7

Early in my career, one of the biggest challenges was simply being accepted in an environment where women were not expected to be. There were no facilities for women offshore and very few role models to follow.

At times it felt like I had to prove that I belonged there. But once people saw that you could do the job professionally and safely, attitudes quickly changed. Those experiences taught me resilience and confidence which are qualities that are essential in offshore and maritime careers.

Lucy Helena Silva de Jesus Monteiro, SBM Offshore

We often feel compelled to work harder to prove our value. This pressure is compounded by deeply personal dilemmas—such as postponing or even forgoing maternity—which can bring significant emotional pain. And for those of us who do become mothers, balancing professional responsibilities with family is an important challenge.

Marni Zabarsky, Aqueos Subsea

At the beginning of my career, establishing credibility often came before demonstrating actual ability, and I frequently received advice unrelated to my skills or work. Offshore systems and facilities weren't built with diversity as a priority, so adapting quickly became part of the routine. Still, many challenges weren't exclusive to women, they affected anyone who didn't fit the typical mould. Ultimately, strong performance and adaptability have a way of making an impression, especially in offshore environments.

Renata Cortes Gomes, Grupo CBO

One of the greatest challenges has been the constant need to prove yourself. It often requires remaining vigilant and consistently demonstrating your competence and resilience.

However, over time, as people come to know your work, your commitment, and your capabilities, that dynamic begins to change. Trust is built, respect grows, and the environment gradually becomes more supportive.

Jennie Kristensen, DOF 

The most persistent challenge has been the 'credibility tax.' As a woman in this field, there is an unspoken requirement to prove your technical competence before you are even granted a seat at the table. Whether on deck or in the engine room, I've often had to demonstrate my knowledge to earn the respect that is typically afforded to men by default.

Unfortunately, like many women in maritime, I have also faced sexual harassment and a lack of basic professional boundaries. Early in my career, I was once embarked on a vessel and were met on deck—before I'd even entered the superstructure—by a colleague asking about my relationship status purely to gauge if he could 'hit on me.' Beyond that, there is the subtler, yet constant, 'othering' by external parties—pilots taking photos of me without consent or asking to speak to the 'man in charge.'

I remember a specific flag state inspection in the ARA region where the skipper was initially dismissive, assuming I lacked vessel knowledge. By the end of the inspection, his attitude had completely shifted to one of warmth and respect, even offering me lunch. While those 'wins' are satisfying, the underlying reality is that women are often forced to audition for the professional respect we have already earned through our credentials.

Alexandra Thomson, Orcades Marine Management Consultants

Greater visibility and support at an early stage, particularly at school level, would make a real difference. There are already some excellent schemes that introduce young people to careers in the maritime and offshore industries and continuing to develop and expand these initiatives would be extremely valuable. Providing opportunities, mentorship and clear career pathways early on can help encourage more women to consider and pursue careers in the sector.

Ashley Milne, Unique Group

I am a firm believer in "you can't be what you can't see", and I've personally never had a female boss, which can be demotivating. I believe if women in senior positions were more visible and became mentors, this would really make a difference to other women's confidence in the early stages of their careers.

Bionda Van Roosendaal, Heerema

One of the most impactful changes would be greater visibility and accessibility of role models. Seeing women in technical, operational, and leadership roles makes a real difference it helps others to believe that these paths are achievable and that they belong in this industry. In addition, open conversations about career development, inclusive leadership, social safety and flexible pathways into offshore roles can further lower barriers. When organisations actively showcase diverse role models and create supportive environments, they not only attract more women they retain them.

Camilla Da Costa, TechnipFMC

What I would like to see change is not only more opportunities for women to enter the offshore industry, but also more support for them to stay and grow in their careers. Mentorship, visible role models, and leadership that genuinely values diversity can make a big difference in helping women feel that they belong and that their careers can progress in this environment.

I also believe that acknowledging the different life stages people go through and creating more understanding around career breaks would make the path easier. 

Debbi Garreffa, Cyan Renewables

One of the most important things we can continue to improve is visibility and opportunity early in careers. When women entering the industry can see clear pathways into operational, technical and leadership roles, it makes a huge difference.

I also think mentorship and sponsorship are critical. Having experienced people who actively support your development can be incredibly valuable.

Another area is ensuring that career development is based on capability and potential, and that people are encouraged to gain experience across different parts of the business — operations, commercial, compliance and leadership. That kind of cross-functional experience can be very powerful in building confidence and capability.

Emma Watt, SSE

We're doing a good job of improving visibility to young women that offshore/seafaring careers exist for them. Keeping women offshore is a different task however. A couple of areas that reinforced a feeling of being out of place for me at sea was a lack of sanitary facilities and PPE designed for women. This may sound small, but these areas make a big difference to making women feel like they belong on board. Companies should look at their maternity and paternity policies and consider if they're providing an even playing field. Having a diverse range of people involved in those types of reviews would mitigate against any unconsciously biased feedback. The goal isn't to create special pathways only for women, the goal is to remove barriers that prevent talented and hardworking people from entering and staying in offshore careers.

Laura Voulismas, DEME

It is important to voice female career paths to inspire younger generations that it is perfectly possible to combine a challenging job in the marine industry with a balanced life. Raise awareness to all workers in the marine industry on biases that would potentially exist.

Liz James, Subsea7

Visibility, mentorship and opportunity are important. I now actively support and mentor women entering the industry, because having guidance early in your career can make a real difference.

At the same time, it is important that opportunities are based on merit, professionalism and the ability to do the job safely and effectively. Offshore work demands high standards, and those standards should apply equally to everyone. The goal is not to lower the bar, but to ensure that talented people, regardless of gender, have the opportunity to reach it. The maritime and offshore sectors offer exciting and meaningful careers, and they benefit enormously from diverse perspectives and skills.

Lucy Helena Silva de Jesus Monteiro, SBM Offshore

At SBM Offshore, we are constantly learning from the experiences of our people working in our operations and using those insights to improve how we design workplaces and systems. Inclusion is part of that learning process.

A practical focus should be on improvements that benefit the entire workforce while naturally supporting greater inclusion. Ensuring adequate facilities offshore, such as appropriate changing rooms and sanitary conditions are fundamental to creating a better environment for everyone. Additionally, onboarding and mentoring programs can help new employees, including women, navigate technical roles and build confidence in a complex operational setting.

Finally, providing transparent career development structures, with clear expectations and equal access to training, allows talent to grow based on competence and potential.

Marni Zabarsky, Aqueos Subsea

I would like to see the industry move away from treating women as an exception and toward ensuring that pathways into offshore roles are clear, transparent, and operationally fair for capable individuals. Education, mentorship, and straightforward expectations do more to support inclusion than special initiatives ever will.

When leadership is consistent, diversity tends to take care of itself. The aim isn't to make offshore careers easier for women, but to make sure opportunity is tied to capability.

Renata Cortes Gomes, Grupo CBO

I strongly believe that increasing the presence of women in key positions can make a meaningful difference. Women in leadership roles can inspire others, serve as role models, and help support the next generation as they navigate their own paths in the industry.

Jennie Kristensen, DOF

We must modernise our approach to the 'working parent' model. To keep women in the industry, we need to accommodate those who give birth and return to work with conditions that actually support a dual-career household. The 1950s model—where a husband sails for months while a wife manages the home—is no longer the reality. Interestingly, many men would also benefit from these flexible, modernised rotations to be more present fathers. Furthermore, we need to rebrand the industry for the next generation. We should be connecting with today's youth by highlighting how their current skills translate to maritime roles. For example, why aren't we marketing ROV operator roles to gamers as 'playing for real'?

Finally, we need to showcase the unique lifestyle benefits of a maritime career with more nuance. It's an industry that offers global connections and a level of technical self-sufficiency you can't find anywhere else. By telling these stories with care and authenticity, we can show women that the offshore industry isn't just a place they can survive, but a place where they can lead, grow and show the way forward in a new way.