Ambassador Nancy W. Karigithu

Ambassador Nancy W. Karigithu is a distinguished Kenyan maritime expert with over three decades of experience in the maritime industry. She holds a Bachelor of Laws degree from the University of Nairobi and a Master’s in International Maritime Law from the IMO International Maritime Law Institute in Malta. Throughout her career, Amb. Karigithu has held pivotal roles, including serving as the Director General of the Kenya Maritime Authority for nine years, where she was instrumental in updating Kenya’s maritime legal framework and advising the government on maritime issues. She also served as the Principal Secretary in the State Department for Shipping and Maritime within Kenya’s Ministry of Transport, Infrastructure, Housing, Urban Development, and Public Works.

In addition to her national contributions, Amb. Karigithu has been actively involved in international maritime affairs. She has served as the Chair of the International Maritime Organization’s Technical Cooperation Committee for three terms and is a member of the Board of Governors of the World Maritime University in Malmö, Sweden. Her commitment to inclusivity and diversity is evident through her role in establishing the Association of Women in the Maritime Sector in Eastern & Southern Africa (WOMESA), where she served two terms as Chairperson and continues to sit on the governing council. In 2023, she was Kenya’s candidate for the position of Secretary-General of the International Maritime Organization, underscoring her dedication to advancing global maritime interests

Can you describe a typical day in your role?

My current day to day job involves providing advising the Executive Office of the President on key initiatives and policies best placed to  advance Kenya’s maritime sector so as to shape  the country’s  contributions to international shipping, Ocean Governance, sustainability, blue growth and related matters. By extension my advice shapes how the work of Government Departments and Ministries interacts with and impacts the maritime sector at national, regional and international for a. This helps bring to coherence, alignment and integration of maritime sub-sector policies into national development plans with a view towards ensuring a coordinated approach to development of the maritime and shipping sector.

Can you describe your primary responsibilities? How do you contribute to shaping global trade and shipping policies?

As indicated above, in my current role I provide support to the Government on a day-to-day basis towards building regional and international collaborative frameworks and networks relevant to the maritime sector. I also assist in the development and implementation of government-wide policies related to the maritime and blue economy sector.

My role therefore:-

• Provides technical support in the development of the national Maritime Spatial Planning;
• Provides technical support for enhanced maritime safety and security;
• Supports the development of national skills and capacity for the sector;
• Provide advice on external funding and resource mobilization strategies for the Blue Economy and maritime sector development;
• Assists in establishing effective stakeholder engagements for the private and public sector to ensure faster development and capacity building in the sector;
• Provides support in developing the value chains by promoting linkages between stakeholders to establish operational and self-driven resource mobilization hubs to increase sustainable use of biotechnology resources.

How did you reach your current position in the shipping industry?

I am a maritime lawyer by profession, holding a Bachelor’s degree in Law from the University of Nairobi, a Diploma in Law from the Kenya School of Law and a Master’s degree in international maritime law from the International Maritime Organization International Maritime Law Institute (IMO-IMLI), based in Malta.

I have built a life-long career in the maritime sector, from the low echelons of Government to rise up the professional ladder, gaining knowledge and experience along the way. This has grounded me in managing complex issues in both the private and public shipping from national, regional and global perspectives, growing as a person and professional, each stage providing me with the platform to launch into the next phase of a global maritime business and trends.

While I started my career as a Legal Assistant in a private law firm before moving to the State Law Office my dream job was to work at the Kenya Ports Authority (KPA), which I was fortunate to join as a young legal Officer. Six years into that job however, I felt the pull to do something outside what I had discovered was a  ‘run-of-the-mill’ job at the time. In 1995 therefore, I resigned from formal employment to start a private legal practice (Karigithu & Company Advocates). It is in this position that I entered on the Roll of IMO Consultants, which gave me the platform to work with IMO member states in Africa on the establishment/strengthening of their national maritime administrations. I also consulted for the United Nations Economic Commission for Africa, the East African Community and the African Union Commission, where I helped formulate maritime legal frameworks for several African States.

As an IMO Consultant however and working with other African Governments to strengthen maritime administrations it disturbed me that my own country was lagging behind in this area. In the year 2000 Kenyan seafarers lost their jobs on board foreign-going ships when the International Convention on Training, Certification & Watchkeeping for Seafarers, (STCW,1978) came into force and Kenya failed to qualify for entry into the initial IMO White-List as national maritime education was no longer internationally recognised. While I was busy helping fix other African States’ maritime administrations, Kenya remained woefully behind and World Maritime Day would be marked with loud protests by seafarers petitioning Government to put in place the necessary measures for Kenya to be Whitelisted to enable them resume work. Their desperation motivated me to close my law firm with a drastic pay cut to do my bit to save the industry. I therefore became the first Director General of the Kenya Maritime Authority when it was formed in 2004, a position I served until May 2015.

After a stint as a Short Term Legal Expert for the European Union Critical Maritime Routes between June – December 2015, I was appointed as the Principal Secretary for the then newly created State Department of Shipping and Maritime Affairs in January 2016, a position I held until December 2023.

In 2023 and with my Governments nomination and support I declared my candidature for the post of Secretary General of the International Maritime Organization, becoming the first female from Africa to take that bold step. I may not have been successful in that endeavor, but the campaign came with many valuable lessons, the poignant one being that while the IMO ceiling may not have cracked for me or indeed for women in maritime, today it bears a bullet hole with my name on it. It is after the IMO elections in July 2023 that I assumed my current role.

What key experiences and decisions shaped your career path? What is your greatest career achievement or highlight?

Leaving formal employment at the Kenya Ports Authority and setting up a  legal practice was a leap of faith into the unknown, a bold decision that ended up transforming my life and career. Eleven years later, I closed what had become a thriving law firm in order to set up the KMA as a going concern. It is in this role that I spearheaded the review and establishment of national legal frameworks to support delivery of Kenya’s international maritime obligations, and based on which Kenya was able to attain the elusive White list status. This allowed local maritime education, training and certificates to become internationally recognized and enabled Kenyan seafarers to finally get the qualifications to resume employment on board foreign-going ships once more.

During my term at KMA I became the foremost and consummate diplomat for Kenya’s maritime industry both locally and abroad, as a result of which I was elected to serve as Chairperson of the IMO Technical Cooperation Committee (a first for Kenya), one of the five working Committees through which the Organisation executes its mandate. I have carried the vision of the socio-economic potential of the maritime training in the country, seeing the opportunity for Kenya to become an exporter of skilled labour to international shipping under Vision 2030, Kenya’s blueprint for national development. The first ever university degree course in marine engineering is a result of such efforts, creating a new career path for Kenyan youth.

In December 2007, I partnered with the IMO in setting up and launch of the Association for Women in the Maritime Sector in Eastern & Southern Africa (WOMESA), thereafter serving two terms as the Chairperson. WOMESA is the first regional body to champion and encourage the participation of women at senior management level in the maritime sector, bringing together women maritime professionals in 24 countries in Eastern and Southern Africa.

In February 2015, I led Kenya in hosting the international maritime community for the first ever National Maritime Conference, in order to bring out at national level, the economic benefits that can draw from a well-coordinated and integrated sector development approach. One of the outcomes of that conference was the re-structuring of Government in December 2015 with the creation, for the first time in Kenya’s history, of a creation of a dedicated State Department for Shipping & Maritime Affairs which I was appointed to head in January 2016.

In true North-South cooperation I led the Government of Kenya in co-hostship with the Government of Portugal, of the first ever global Sustainable Blue Economy Conference (SBEC), bringing together world leaders, Government and decision makers in discussions on the need to integrate strategic integration of blue economy with the implementation of the United Nations Development Sustainable Developments Goals. In preparation for this conference, I was one of the co-chairs spearheading the mobilization of various stakeholders within the global maritime sector, drawing participants engaged in conversations around production and sustainability of the blue economy sector. This resulted in several commitments centred around sustainable development of the blue economy. The cross-cutting issues discussed under the sub-themes highlighted above were:-

• new technologies and innovations;
• opportunities, priorities and challenges;
• partnerships, financing the blue economy; and
• integrating women youth and people in vulnerable situations in the various sectors of the blue economy.

The SBEC paved the way to the 2nd Ocean Conference held in Lisbon, Portugal in 2022, where in the true spirit of multilateralism, the integration of the sustainable development initiatives for developing the blue economy took centre stage.

During the Covid-19 pandemic, I proposed and led initiatives that resulted in Kenya being the first African country to open up her ports for crew change through allowing shore-leave, transfer and transit of seafarers through Kenyan ports and airports and also availing free corvid-19 vaccines for transiting foreign seafarers.

Being a champion of decarbonization of the maritime and shipping industry I led Kenya’s successful bid to host the Maritime Technology Cooperation Centre for Africa, (MTCC-Africa), one of five regional institutions established by the IMO with funding from the European Union, with the aim of building capacity for mitigating climate change and reduction of Greenhouse Gas emissions (GHG) from the continents maritime shipping industry. In this regard I Chaired the MTCC-Africa’s Project Steering Committee, the top governance organ responsible for guiding the implementation of various regional/continental projects aimed at mitigation of climate change from Africa’s shipping & maritime sector.

When the world went into shut down under covid-19 pandemic, I led a global initiative for the protection of wildlife that resulted in the successful finalization and adoption of the Guidelines for the Prevention & Suppression of the Smuggling of Wildlife on Ships engaged in International Maritime Traffic,  during the 46^th session of the IMO FAL Committee sitting in May 2022. The Guidelines entered into force in 2023.

Other current engagements include:

1. Sea Ambassador – the International Seafarers Welfare & Assistance Network (ISWAN);
2. Co-Chair, Africa-Europe Strategy Group on Ocean Governance;
3. Member of the Board of Governors, IMO International Maritime Law Institute, Malta; and
4. Member – Diversity & Inclusion Advisory Committee, MSC Cruises, SA.

What specific skills and qualities do you believe are essential for success in a leadership role within the shipping industry?

Working in the maritime industry can be demanding and challenging, with a unique set of obstacles and gender biases. In addition to professional training and skills, my experience has shown me that one needs a combination of personal qualities, soft skills, and unique strategies to succeed in the maritime industry, especially as a female leader. At the forefront is the need for resilience and tenacity, strength, determination, and adaptability which are useful if one is to overcome the unique challenges of working in a traditionally male-dominated field.

Also important is learning how to create, build and develop teams; navigate and bond with diverse stakeholders within the public and private sectors, build good-will and support for the mission at hand, earn support locally, in the region as well as on the  global front.

Resilience has helped me navigate challenges, bounce back from setbacks, and maintain determination and focus. This has come through always maintaining a positive mindset, adapting to change, learning from failures, and bouncing back stronger. Most important has been the ability to acknowledge and accept that challenges and setbacks are inevitable while working in the maritime industry, but equally important is that how I choose to respond to them is what really matters.

What educational background and professional experiences are important for someone looking to advance into your roles(s) in your field(s)?

Education is the cornerstone of career development in any field, and maritime jobs are no exception and therefore, someone aspiring to enter the maritime industry should focus on acquiring relevant academic qualifications and professional training.

There is a multiplicity of disciplines that one can study and succeed in the maritime sector, but whatever the training, passion for the chosen job will help to build the resilience that one needs in order to succeed. In this regard it has really helped me to dearly love what I do, and to build the courage to face the challenges that come with it. I remain buoyed by the milestones that I have helped spearhead as part of my contribution to the local and global shipping industry.

How does your work influence global trade and economic development? Can you provide examples of recent initiatives or projects that have made a significant impact?

As the first DG of KMA, I provided stellar leadership to the Authority and the national maritime sector, nurturing and overseeing the growth of the maritime and shipping industry.

I oversaw the formulation and rolling out of maritime security programs aimed at keeping the lanes of navigation in the Western Indian Ocean, open and safe especially during the height of piracy in waters off the coast of Somalia. In this regard, I played a key role in regional maritime security initiatives including the development of the Djibouti Code of Conduct on the Repression of Piracy in waters off the Coast of Somalia, including the Jeddah Amendments to the Code that were adopted in IMO in 2017. This Code has remained pivotal in keeping maritime security and other offences in the

Towards improving port efficiency and performance, under my watch the Mombasa Port Community initiative brought together service providers to formulate a Port Charter in which they all committed to minimum standards of service delivery aimed at  improving trade

facilitation through Mombasa Port. This has helped Kenya maintain a strong focus on implementing the Convention on the Facilitation of Maritime Traffic (FAL), and further set the pace for the implementation of Kenya’s obligations under the Trade Facilitation Agreement within the World Trade Organization framework.

I also steered the operationalization of the Mombasa Regional Maritime Rescue Coordination Center, as both a search and rescue centre as well as a Piracy Information Sharing Centre, the establishment of National Maritime Security Committees, the development and the drafting and adoption of a National Oil Spill Contingence Plan, The Oil Spill Environmental Sensitivity mapping for Coastal areas, as well as other policy documents necessary to secure the safety and security of international shipping as well as the preservation of the marine environment.

I oversaw and spearheaded the formulation and enactment of the legal framework through which Kenya meets her national and international obligations particularly under various international maritime conventions that the country has ratified. These are incorporated in the Merchant Shipping Act, and subsidiary maritime regulations. The legal framework provides the legal mechanism for enforcing national standards and requirements related to shipping and maritime transport, in line with international standards for safety, security, maritime education & training, marine pollution control and sustainability.

In 2007, I championed the creation of the Association for African Maritime Administrations, a platform for building consensus on maritime related issues within the continent.

I spearheaded Kenya’s ratification and implementation of various international maritime conventions especially those relating to the welfare of seafarers, including the Maritime Labour Convention (MLC,2006), as well as other related conventions, including drafting guidelines for recruitment and placement of seafarers on board ships and national Guidelines for the Accreditation of Maritime Training Institutions.

My experience as Chairperson of IMO’s Technical Cooperation   Committee (TC) for four terms provided me with invaluable insight and experience in consensus building in a multilateral environment which IMO typifies

I also served as part of the Taskforce established to oversee Financial Sustainability of the World Maritime University, (WMU) in 2013.

I led initiatives in having Kenyan and parts of Tanzania’s waters being released from and redesignated from being a High Risk Area forcing ships either to re-route or take anti-piracy security measures at heavy costs from high insurance premiums while transiting a piracy prone area.

During the Covid-19 pandemic ensured that Kenya remained open for crew change and free vaccinations for seafarers.

Sustainability is becoming increasingly important in trade logistics. What steps should be taken to promote sustainable trade practices and reduce the environmental impact of global shipping?

Promoting sustainable trade practices and reducing the environmental impact of global shipping has become increasingly important in addressing the impact of climate change and securing the sustainability of shipping. In this context, IMO Member states have committed to take urgent action in support of the UN Sustainable Development Goal 13, in order to combat climate change and its impacts and in July 2023 (during MEPC 80), members adopted the 2023 IMO Strategy on Reduction of GHG Emissions. The strategy envisages a raft of measures whose implementation will ensure the reduction of carbon intensity in international shipping.  Click her for more information. 

Can you share an example of a crisis or significant disruption you’ve managed? What were the key steps you took to navigate through it?

At the peak of Somali piracy incidents, Kenya faced a maritime security crisis that threatened not only the safety of vessels but also the stability of its trade lifelines. The port of Mombasa, serving a hinterland of over 400 million people, relied on secure shipping routes to sustain the flow of essential goods, from food and medicines to agricultural exports. Without a dedicated coastguard at the time, reassuring global shipping lines of safe passage was paramount. As the head of Kenya’s maritime administration, I led a coordinated response, forming a crisis management committee with key government and industry stakeholders. This multi-agency team swiftly developed a structured approach—establishing maritime security zones, implementing crisis communication protocols, and facilitating safe access for vessels with privately contracted armed security personnel (PCASPs). These actions not only mitigated the immediate threat but also restored confidence in Kenya’s maritime trade corridors.

Beyond piracy, Kenya’s maritime sector has consistently demonstrated resilience in times of crisis. During the COVID-19 pandemic, when global crew change was heavily restricted, we prioritized seafarers as essential workers, enabling safe crew changes at Mombasa port through a dedicated multi-agency committee. Stakeholder engagement has been at the core of these efforts, recognizing that Kenya’s maritime governance spans over 21 ministries and numerous private sector entities. Effective coordination, transparent communication, and a commitment to shared interests—whether through security initiatives, policy reforms, or capacity-building programs—have been instrumental in aligning national strategies with industry needs. By fostering trust and collaboration, we ensure that Kenya’s maritime industry remains agile, responsive, and a key player in global shipping.

What’s your approach to leading and managing diverse teams, particularly in a dynamic and often high-pressure environment?

I enjoy nurturing and bringing the best in teams working under me in the firm belief that every member of staff has and important role to play. In this respect, I run an open-door policy in a non- hierarchical and open culture environment, to encourage transparency and accessibility, to allow people and ideas complete freedom to interact (ingredients I believe are vital for collaboration and innovation). Because a work environment that helps bring out the best in people and promotes their professional growth, is something that must be nurtured

I also believe in mentoring and supporting my teams towards self-growth and improvement, in the firm belief that with the right support, everybody can be a better version of themselves.

I don’t believe or encourage flexing power and authority – in the firm believe that power in leadership is not about control, but strength, and thus the need to share that strength to others. As a team leader I believe in sharing my strength to my teams so that they may have the confidence and conviction to stand on their own and deliver on their duties. A leadership lesson I learnt early and have applied to those around me, is that when you empower, enable and energize those around you, you enrich their lives and help them achieve their potential. I believe that leaders do not have all the answers and it is therefore important to combine and harness the power of each team member because that enables the team to become far more powerful and inspired. A manifestation of this philosophy is visible in the promising next generation of maritime professionals I have encouraged and mentored and are now confidently charting the course ahead.

I also believe in the benefits of mentorship and coaching and that that the most eloquent form of training and mentorship is not in the words that I speak, but by the example I set. In this regard therefore, A leadership lesson I learnt and have always applied to those around me, is that when you empower, enable and energize those around you, you enrich their lives and help them achieve their potential. A manifestation of this philosophy is visible in the promising next generation of maritime professionals I have nurtured and who are confidently charting the course ahead.

I am always clear in my stand for integrity, hard work and perseverance.

Over time I have learnt to be cool and calm, even in the face provocation, as sometimes happens on occasions depending on the group think. Mastering the subject matter of my work and being able to discuss issues from many different perspectives helps to instill confidence in my teams.

My motto – One day at a time. This helps me and my teams not to spend too much time on today’s disappointments a tomorrow presents another opportunity to win todays battles and also improve on today’s achievements. Tomorrow brings new perspectives and reminds me that nothing is permanent, not the good and neither the bad. As I always impressed on my teams, the true definition of failure is to accept mediocrity – when greatness is possible.  And so we always strive to be anything but mediocre.

How do you stay current with industry trends and continuously develop your skills and knowledge in such a rapidly evolving sector?

Staying current with maritime industry trends and continuously developing skills in this rapidly evolving sector requires a proactive approach. In this regard therefore I follow industry news and publications, journals, magazines and maritime publications such as the Lloyd’s List, Maritime Insights for the latest news and analysis. Also online news platforms like gCaptain and ShippingWatch offer timely updates on industry developments.

I also engage with Professional Associations like Women In Shipping & Trade Association, the International Chamber of Shipping (ICS), ISWAN, as well as local maritime associations (Association of Maritime Practitioners in Kenya, Association for Women in the Maritime Sector), as they often provide resources, networking opportunities, and industry insights.

I frequently attend industry conferences and seminars, webinars, and workshops where I get to learn from experts and network with peers and also leverage social media and Online Forums like LinkedIn and  X (formerly Twitter), where I am able to follow industry leaders and organizations  and engage in discussions on emerging issues with relevant groups. I also use the platforms to follow maritime hashtags and participate in discussions to gain diverse perspectives.

To stay informed on technological advances I participate in events focusing on maritime technology, such as automation, AI, and blockchain, in order to understand how these innovations are reshaping the industry. I also seek out mentors in the industry who so I can tap into their knowledge and wisdom while seeking their guidance, and recommendations on resources for professional development. I attend and participate in local and international networking events to connect with professionals and exchange knowledge.

Engaging in community-based maritime projects or sustainability initiatives, provides me with practical experience and insights into current issues. In this regard I take advantage of opportunities to volunteer  in mentorship initiatives, like IMO-Gender and UNESCO-STEM.

Actively engaging in the above activities, helps me to stay informed about the latest trends, technologies, and practices in the maritime industry, as well as ensure that my skills and knowledge remain relevant in this dynamic field.

What trends or developments in the shipping or port industry are you currently most excited about, and how do you see these shaping the future of the sector?

Since the late 18th century, humanity has experienced several industrial revolutions, Shipping has not escaped the impact, in fact we could say shipping has enjoyed positive impact; starting with water – and steam-powered machines that accelerated manufacturing; then we had technological developments from which the maritime industry benefitted through improved ship designs and with mass production came increased international trade – hence a boom for shipping. With computers and automation, shipping has significantly increased its volume of cargoes and the opportunities of maritime careers, including at sea- and shore-based jobs. But we find that in each industrial revolution, some jobs are created while others are lost

• textile manufacturers weavers lost jobs;
• agriculture mechanization farmers);
• while in shipping, new roles emerged  and some skills have also changed over time, for example – radio officers; and
• carpentersevaporated, and new roles like administrative officer and electrio- technical officers and ratings – so new roles have emerged while some  exist in the past came into being.

Today we are at the cusp of yet another revolution – new technology, digitalisation and cyber security, autonomous ships, maritime security, autonomous ships, Mass Autonomous Surface Ships, alternative fuels,  ship & shore connectivity – all of which are crucial to improving and ensuring the sustainability of the shipping industry. In this Context two issues that will affect the seafarers and need urgent attention are Digitalization and the De-carbonization of the shipping industry to ensure that it remains as carbon neutral as possible through the reduction of emissions in the sector.

The maritime industry is on the cusp of a major transition to cleaner fuels. Decarbonization requires a complete transformation of society from production to distribution and consumption in a global supply chain. The shipping and port industry is undergoing significant transformations driven by various trends and technological advancements. Some of the most exciting developments that are shaping the future of the maritime sector include the following:

1. Sustainability and Decarbonization, driven by emission reduction targets are prompting the shipping industry to adopt cleaner fuels and technologies. Alternative fuels such as LNG, hydrogen, and ammonia and vessels powered by these fuels are now under development as well as the complementary infrastructure for refueling.
2. Digitalization and Automation: Ports  are going smart, with increased implementation of Internet of Things, AI, and big data analytics to enhance efficiency, improve logistics, and reduce turnaround times, including automated cargo handling and real-time tracking systems. The development of autonomous ships is also gaining momentum, with several pilot projects underway. This could lead to reduced labor costs and enhanced safety.
3. Blockchain and Supply Chain Transparency : This technology is being adopted to improve transparency and security in shipping contracts, cargo tracking, and documentation processes. When fully rolled out, it can lead to reduced fraud and enhance trust among  maritime and shipping stakeholders.
4. Resilience and Risk Management: The COVID-19 pandemic highlighted vulnerabilities in global supply chains with lessons for companies to focus on diversifying suppliers and enhancing risk management strategies to mitigate future disruptions.
5. Regulations and Compliance: New regulations aimed at reducing pollution and protecting marine environments are leading to higher compliance costs but also driving innovation in cleaner technologies.
6. Cybersecurity: As the maritime industry becomes more digitalized, the risk of cyberattacks increases, leading to Companies prioritizing cybersecurity measures to protect sensitive data and infrastructure.
7. Diversity and Workforce Development: With the industry facing workforce challenges, this has prompted  initiatives to attract a more diverse workforce and enhanced training programs, particularly in technology and sustainability.

The future implications from the above trends are a more efficient, sustainable, and resilient a maritime industry. The integration of advanced technologies will no doubt enhance operational efficiencies and reduce environmental impact and as global trade dynamics evolve, ports that adapt to these changes will be better positioned to thrive, ensuring that they remain vital hubs in the global economy.

Overall, the interplay between technological innovation, regulatory pressures, and market demands will define the future landscape of the maritime industry, driving it towards greater sustainability and efficiency.

What do you see as the major opportunities and challenges for the shipping and port industry in the next few years?

The shipping and port industry is at a pivotal moment, brimming with substantial opportunities while simultaneously grappling with a range of challenges that will shape its future in the coming years.

Opportunities:

• Technological Advancements – The integration of cutting-edge technologies such as automation, artificial intelligence, and the Internet of Things (IoT) presents a transformative opportunity significantly enhance operational efficiency, optimize resource allocation, reduce operational costs, and elevate safety standards in both shipping and port management.
• Sustainability Initiatives – In light of increasing environmental awareness, there is a robust shift toward sustainable shipping practices. Companies investing in greener technologies—such as alternative fuels, hybrid vessels, and energy-efficient port operations—will likely find a substantial competitive advantage, meeting the demands of eco-conscious consumers and regulations alike.
• E-commerce Growth – As the e-commerce sector continues its meteoric rise, the demand for efficient and reliable shipping services is surging. Ports that can adeptly handle increased container volumes and implement streamlined logistics solutions are well-positioned to reap substantial benefits.
• Infrastructure Investments – Governments around the world are recognizing the importance of bolstering port infrastructure to enhance capacity and efficiency. These investments create exciting opportunities for ports to modernize their facilities, adopt advanced technologies, and significantly improve service delivery.
• Digitalization – The transition towards digital platforms for managing logistics and supply chains enables smoother operations and greater transparency. This digital shift opens a plethora of innovative opportunities for the industry, allowing for real-time tracking, predictive analytics, and enhanced customer service.

Challenges:

• Supply Chain Disruptions-The industry continues to face persistent disruptions in supply chains, fueled by geopolitical tensions, pandemics, and logistical bottlenecks. These issues can result in delays and increased shipping costs, challenging operators to maintain efficiency.
• Regulatory Compliance – The introduction of stringent environmental regulations mandates shipping companies to invest heavily in compliance measures, which can prove to be a substantial burden and may necessitate the overhaul of existing practices.
• Future labor shortages – Technological growth and the transition are driving the shipping and port sector to experience a significant shortage of skilled labor, Addressing this shortfall will be crucial for future growth.
• Cybersecurity Threats – As the industry embraces digital transformation, it also becomes more vulnerable to cyberattacks. The growing threat landscape underscores the necessity for comprehensive cybersecurity protocols to safeguard critical information and operations.
• Climate Change –As stakeholders push for reduced greenhouse gas emissions, companies must adapt to the realities of climate impacts, such as rising sea levels, and invest in sustainable practices.

From the foregoing, the shipping and port industry stands on the brink of significant growth, propelled by technological advancements and an evolving market environment. However, to fully leverage these opportunities, industry players must develop strategic approaches to navigate the multifaceted challenges ahead, ensuring resilience and sustainability in their operations.

Reflecting on your career, what achievements are you most proud of in your role, and what impact do you hope to continue making in the field of maritime?

I closed a thriving private legal practice to resume public service in 2006, by which time I had been an IMO Consultant working with other African Governments to strengthen maritime administrations.  But while I was busy assisting other countries modernise their maritime sector I was disturbed by the fact that my own country was lagging behind in this area.

In the year 2000, Kenyan seafarers had lost their jobs on board foreign-going ships en masse when the country failed to make the IMO White List. The World Maritime Day would be marked by seafarers in noisy petition to the Government to help them get back to work. It is this sorry state that motivated me to close down my law firm and take a drastic pay cut to join the Kenya Maritime Authority as its first Director General. ‘‘There are some things in life that money cannot buy’’, my husband told me when I hesitated on the salary on offer. And so it was that I took over the reins of KMA, a nascent institution and in doing so joined the few women then at that high level of decision making in the public sector, embracing the opportunity to be the change I wanted to see.

I am privileged to have been entrusted with incremental responsibility over time by the Government. I thus made a conscious decision to use each stage of my professional  life and every waking  opportunity to make a hallmark, make a positive impact in the shipping industry, that has surprisingly now been considered  a legacy. I spent many years at the operational level of the industry before being entrusted to offer my expertise at the policy making level. This has been rewarding and at times humbling as evidenced by the

Being the first substantive Director General of Kenya Maritime Authority (KMA) was a steep learning curve but very fulfilling experience. When I took over the reins at the KMA, I had already gained wide experience working as an International Maritime Organization consultant advising Governments in Africa in setting up and strengthening their national maritime administrations. I had also served as a Maritime Transport Expert at the African Union Commission. I was grounded in my technical knowledge on how to run a national maritime administration, taking lead of a small team of twenty staff seconded from the Kenya Ports Authority.

What I had not been prepared for was the politics that came with the job. As the first female at the helm of the maritime sector, it was thrown in my face that I didn’t have the credentials of my predecessors (all Ship Captains), a presumption made to insinuate ‘what makes   you believe you can achieve anything in this industry when you have had no technical experience at sea?’.

Indeed during one live media interview, a male caller actually asked me why I had taken a job for which I did not even the slightest skill or experience for. In his words, having never sailed on board any ship, I had no qualification to work even as a ship’s “spanner boy”, so what did I hope to achieve? His question and comments translated into a motivating factor for me.

I also found out very quickly that in addition to the professional training and skills I already had, I needed a far more important skills set. How to create, build and develop teams, keep them motivated to deliver no matter with limited resources. I needed to learn how to navigate and bond with many diverse stakeholders within the public and private sector, build good-will and support for the institution, earn support nationally, regionally and globally. Leading the review and enactment of the national maritime laws was one of the most challenging exercises I ever undertook, due to the requirements of having to deal with a multiplicity and complex array of stakeholders.

In those early days my small team and I battled many challenges – lack of adequate office space and equipment, doubling up in many roles – working early mornings and late nights including weekends, while we developed the structures needed to support a fully-fledged Authority. One of the most poignant memories of the first three months on the job was during a board meeting, when without notice or preamble, the discussion turned into a fully-fledged motion  on “poor” performance. That incident taught me that whatever the situation I and I alone held the key to my reaction. It also firmly sowed the seeds for mentorship of girls and women in the maritime sector.

I learnt not to hold any grudges, to ignore negative voices and instead, to relentlessly forge ahead and focus on the goal at hand. Having a support system at home and in the workplace helped a lot. Most important, being and remaining consistent is very important so as to gain trust and support.

The nine years I spent working at KMA fulfilled as many of my career and life ambitions better than any other job I could imagine.

How do you maintain a healthy balance between your professional and personal life?

It wasn’t always very easy especially when the job required a lot of travelling. I love spending time with family. I am a wife mother and recently a grandmother;  nature walks (my favourite is the beach in the morning when I am home). I enjoy reading as well.

Throughout your career, what are the most valuable lessons you’ve learned in your executive role?

1. There is no substitute for being more than adequately prepared. This calls for one to read, read and read some more on the subjects coming up for discussion in meetings. Being knowledgeable helped me gain the respect of colleagues and avoid the “flower girl” mien.
2. You can’t make omelets without breaking eggs – so one has to embrace the difficult roads as well – they can lead to beautiful destinations. So bringing the right attitude to the job is key.
3. Lead by example, be a role model demonstrating integrity, courage, and perseverance. Inspiring and motivating the teams through ones actions and achievements; being a visible role model inspires others to believe in themselves and their potential.
4. One day at a time… tomorrow presents another opportunity to improve on today’s achievements, and to win todays battles. Tomorrow brings new perspectives and reminds me that nothing is permanent, not the good and neither the bad.

What drives your passion for the shipping, and how do you stay motivated in such a demanding role?

The maritime sector is one of the least understood sectors in Kenya which has challenged me to be innovative in sending home the messages, particularly in the initial days of setting up the KMA. I wanted the opportunity to be the change I wanted to see, and to open up the opportunities for wealth and job creation that the country so much needs.

What one piece of advice would you offer to young professionals who aspire to work in shipping? How can they best position themselves for success?

That in life, it is important to not be afraid to put yourself out there, win or lose and that one has to be ready to face challenges with the goal of realizing their highest potential. As Maya Angelou said, “You may encounter many defeats, but you must not be defeated.”

Confidence in one’s chosen subject helps them to be assertive in a non-threatening manner, especially as female at the helm.

Emotional intelligence – No matter the provocation one being cool and calm, helps maintain authority. Knowing the subject matter well and therefore being able to hold discussions on emerging issues from different perspectives is also a huge advantage to gain respect and avoid the stereotype bias.

Continuous Learning: One must invest in continuous learning and professional development in order to stay updated on industry trends, regulations, and technological advancements. Seeking opportunities to expand knowledge and skills through training programs, workshops, conferences, and networking events.

Looking back, what advice would you give to your younger self or someone just starting their career in the maritime industry?

Develop and build self-confidence in your abilities and expertise; believe in yourself and your capacity to lead; don’t be afraid to speak up and contribute your ideas and opinions; cultivate a positive mindset: and focus on opportunities rather than obstacles.

Develop a habit of reframing challenges as learning experiences and opportunities for growth. Most important – Surround yourself with positivity and seek out inspiring stories of resilience in your chosen field.