The MIS Shipping Summit 2026 is just two weeks away, and we’re spotlighting the voices shaping the future of sustainable and digital shipping. Dr Anastasia Christodoulou, Assistant Professor of Sustainable Blue Economy at the University of Piraeus, shares how decarbonisation, digitalisation, and talent development are transforming operations and building resilience across the industry.
What strategic shifts should shipping companies prioritise to strengthen resilience and remain competitive?
First, shipping companies should embed decarbonisation into their core operations by adopting energy‑efficient practices, new technologies and low‑/zero‑carbon solutions, thereby reducing regulatory, fuel‑cost and reputational risks.
Second, they need to invest in digital transformation (real‑time data, analytics, automation) as a transversal capability that enhances transparency, service reliability and the capacity to adapt to supply‑chain disruptions.
Third, strategy should shift from a narrow, short‑term financial focus to resilient business models that explicitly link ESG performance to access to capital, cargoes and long‑term contracts (for example, through “green” supply chains and green corridors). Finally, human capital development (re‑skilling on new fuels, digital tools and evolving regulations) has to be treated as a strategic asset since the availability of appropriate skills is already a binding constraint for the sector.
How can the industry bridge the gap between innovation strategy and practical implementation across legacy systems?
The industry can narrow the strategy–implementation gap by following a phased, modular approach to upgrading legacy systems so that new digital tools can interoperate with existing onboard and shore‑based systems without disrupting operations. Building a robust “digital backbone” provides a common platform on which innovations can be piloted, evaluated and scaled with controlled risk.
In parallel, formal innovation governance is required: cross‑functional teams linking vessels, shore operations and IT and structured pilot cycles before fleet‑wide rollout. Close collaboration with classification societies, regulators and technology vendors is also essential so that system upgrades align with evolving regulatory frameworks and reduce the uncertainty that often delays implementation.
What concrete steps can the industry take to attract, retain, and develop the next generation of maritime professionals?
The sector needs a coherent “career narrative” that connects maritime professions with green transition, advanced digital technologies and international mobility, communicated through channels and formats that resonate with younger generations. Improving working and living conditions (work–life balance, mental health support, safety, connectivity at sea) is a prerequisite rather than an optional benefit for sustainable attraction and retention.
At the same time, structured education and career‑development pathways are required, including continuous upskilling in regulation, alternative fuels and digital competencies. Retention can be further strengthened through gender‑equality and diversity initiatives, mentoring schemes, innovative digital learning tools and strong partnerships with universities and training institutions, all contributing to a human‑centred culture of safety and continuous learning.
Dr Anastasia Christodoulou is an Assistant Professor of Sustainable Blue Economy at the Department of Maritime Studies at the University of Piraeus. She has worked as a Postdoctoral Researcher at Copenhagen Business School in Denmark and Gothenburg University in Sweden in the area of sustainable shipping and ports. She is also a Visiting Professor and former Research Associate of the World Maritime University, specialising in maritime energy management issues. She has published peer-reviewed academic articles in a number of well-established academic journals, and she is a member of the World Conference of Transport Research Society and the International Association of Maritime Economists.
