ESPO Award 2025: Let us present the shortlisted projects: Shoreham Port

28 October 2025

Under the theme “Ports that have developed innovative policies and/or strategies that successfully attract more women to work in ports”, the ESPO Award 2025 will be handed over to the port managing body that actively promotes a supportive and inclusive work environment for female professionals, thereby advancing gender balance.

The four projects that are shortlisted for this year’s Award are the projects of: Port of Helsinki (Finland); Port of Lisbon (Portugal), Port of Rotterdam (the Netherlands) and Shoreham Port (United-Kingdom).

ESPO is proud to present the shortlisted projects ahead of the winner’s announcement during the traditional ESPO Award Ceremony and Dinner, which will take place on November 5 at the Hôtel des Douanes in Brussels. Find out more about the project of Shoreham Port.

Shoreham Port, United-Kingdom

Diversity & Inclusion Strategy

1.      Congratulations! You have been shortlisted for the ESPO Award 2025! Could you briefly describe your project?

Our Diversity and Inclusion Strategy is an innovative, values-led initiative that has transformed the organisation’s culture and structure to attract and retain women at all levels, particularly in senior roles. Launched in 2020 as part of a ten-year transformation, the strategy is embedded in the Port’s annual Masterplan, consistently prioritising diversity and inclusion. At the halfway point in 2025, we are delivering impressive results, setting an example of how inclusive leadership can drive cultural change and commercial success. We operate in a highly competitive short-sea shipping market; by integrating diversity goals into business planning, processes, and systems we have attracted more women enabling rapid growth and improved social integration of the port.

2.      Could you tell us more about how your project attracts more women to work in ports and creates a supportive work environment for female professionals in the port?

The strategy’s primary objective is to build a high performing inclusive environment, where everyone, especially women, can bring their whole selves to work and progress. This has involved redefining our core values which was undertaken through engagement with colleagues, partners, customers, and the wider community. Now established, our values guide recruitment, appraisals, induction, and decision-making. Every paper presented to our board is aligned against the values, ensuring inclusion is woven into strategic priorities at every level. Inclusive practices, such as diverse recruitment panels, female-specific PPE, free period products, flexible working, menopause awareness, and mental health support, have created a workplace which attracts and retains women. Research has confirmed that women recognise the values in all aspects of our external presence, creating a strong point of attraction. Once onboarded the multitude of strong leadership role models, supportive practices and open culture create an environment where female professionals thrive. As our confidence and capability in this area has grown we have started supporting other organisations with recruitment practices and mentoring schemes. Locally, a partnership with The Girls Network charity has created mentoring opportunities for young women, particularly in disadvantaged communities, helping them explore maritime careers. By engaging with our female leaders, the girls gain the confidence and skills to put themselves forward for opportunities.

3.      Could you describe the original and innovative character of your project?

The Diversity and Inclusion Strategy has been successful because it has been approached as an overarching cultural change, which we patiently consider will take around a decade to complete. Our work is innovative because it is not a ‘project’ it is considered an organisational systemic shift. Instead of being a project on the side of business planning, through our annual Masterplan process diversity and inclusion has been embedded as a key element. This innovative and committed approach has facilitated a very high level of commitment and engagement from the Board through to colleagues working at the Port.

 4.      Why do you think your project deserves to win the ESPO Award 2025?

Women now make up 50% of the Executive team and 55% of the Board, exceeding industry averages and inspiring other women across the organisation, the wider maritime sector and society. Broader perspectives and experiences at board level have been a catalyst for bold business diversification into new areas such as haulage, parking, and hospitality, generating income and strengthening our integration within the community. Since 2020, despite Brexit and post-pandemic challenges, revenues have increased 52%. We voluntarily undertake gender pay reporting and have reduced the mean hourly gap by 18% since 2019. As of 2024, the gap favours women by 3.74%, compared to the maritime industry’s average of 38.25% adverse for women. As the first UK port to achieve Women in Maritime Charter status, we are a founding member of the Diversity in Maritime Taskforce. This strategy has strengthened social integration by creating a diverse, inclusive workforce building strong community links. With visible leadership, innovative practices, and a bold long-term vision, we are shaping a more inclusive future for the maritime industry. The strategy is directly aligned with several of ESPOs ‘Priorities of Europe’s seaports for 2024-2029’ including ‘implementation’ (1), the activity is actually delivering an increasing number of women into Ports, especially at senior levels. This focus on implementation is enabling the subsequent improvements in organisational performance, evidence that the strategy is working. Furthermore, the strategy is a compelling example of ‘Ports are a resource for the city’ (9), driving effective cooperation between all stakeholders to attract new talent to the port and port city.  In 2021 the change was recognised by the Chartered Institute of Personnel and Development as the ‘Best People Management Initiative’, this was followed in 2023 by the Maritime UK ‘Diversity and Inclusion Champion Award’ and in 2024 the ‘Inclusive Workplace Award’ was presented by the British Ports Association. Winning the 17th edition of the European Sea Ports Organisation Award on Societal Integration of Ports would be the ultimate accolade encouraging us to continue to drive our ambitious strategy forward.

“We are proud of the progress we have made to improve gender balance at Executive and Board level, which is inspiring future generations of young womeon to choose roles in the maritime sector. Our commitment to integrate diversity goals into our organisational strategy has enabled a step change in business performance, delivering stronger outcomes for our customers, colleagues and the communities we serve.”

Catherine May, Chair