Alexander Prokopakis: Tackle decarbonisation with a human-centred approach
Executive director of the International Bunker Industry Association tells us what he would do if named CEO of global shipping
As chairman and CEO of the global shipping fleet, I would lead my team to address the challenge of decarbonisation while ensuring the human element remains central to the transition.
The global shipping industry is at a crossroads. On one side, we face mounting pressure to adopt low-carbon fuels and technologies to meet regulatory and societal expectations.
On the other, there is a growing shortage of skilled seafarers capable of navigating this increasingly complex landscape. Without skilled crew trained to handle alternative fuel systems like biofuels, LNG,
We would drive collaboration across the shipping ecosystem and invest in workforce development to ensure the transition benefits both the industry and its people by implementing a two-pronged approach:
Accelerating alternative fuel adoption
As the executive director of IBIA, I understand the critical role of bunkers in decarbonisation. Decarbonisation begins with the supply chain. My team would collaborate with suppliers, shipowners, industry bodies and regulators as it is essential to develop frameworks that make alternative fuels commercially viable and operationally seamless.
Establishing standardised global guidelines for bunkering operations would streamline the adoption of these fuels. We would also champion technological innovations that make fuel management safer and more efficient for seafarers. Aligning the supply chain ensures an effective and equitable transition.
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Empowering and supporting seafarers
Decarbonisation demands new technologies and competencies. We would prioritise global investment in education and training (a core focus for IBIA), partnering with maritime academies and industry bodies to equip seafarers with the skills to operate low-carbon fuel systems through globally recognised certifications focused on safety and efficiency. Improved working conditions and tools that reduce operational burdens would also be a focus, helping crews adapt and thrive.
Shipping has a unique opportunity to lead the energy transition while enhancing its role in global trade. By positioning shipping as a driver of decarbonisation, the sector can secure its reputation, attract new talent and create competitive advantages.
This matters because shipping carries nearly 90% of world trade and accounts for only 3% of global emissions. Acting now safeguards market confidence and reputation while supporting the seafarers who power global trade.
Addressing both the problem and opportunity ensures a resilient future for shipping, harmonising environmental goals with operational realities.
If I could name three individuals to my board, they would be:
Semiramis Paliou, chief executive of Diana Shipping. Her leadership in promoting sustainability through the Hellenic Marine Environment Protection Association showcases her commitment to advancing environmental initiatives in shipping.
Nina Ostergaard Borris, CEO of Bunker Holding. As the head of the world’s leading bunker player, her expertise would be invaluable in navigating the energy transition.
Timothy Cosulich, CEO of Fratelli Cosulich. With a strong background in shipping and bunkering, his proactive focus on decarbonisation, demonstrated by LNG and methanol bunker vessel projects, would be a tremendous asset.
This team would bring unparalleled insights to guide the industry towards a sustainable and innovative future.(Copyright)