Arsenio Dominguez: We need “early movers” in the industry as well as forward-looking policymakers

The new IMO Secretary-General, Arsenio Dominguez, discusses the green agenda, tackling bullying and harassment in the shipping industry, and his plans to make the organisation more flexible, reactive and inclusive, in an interview in the May issue of GOLD magazine.

What are your primary objectives for your term as IMO Secretary-General?

I envision my term as Secretary-General as being an era of progression for IMO in four key areas: our work to deliver on IMO’s mandate, our support to Member States, our public image and our people. I am committed to making our organisation fit for purpose and able to respond effectively to global challenges such as climate change, geopolitical tensions and the rapid rise of new technology. We have the potential to transform one of the world’s oldest industries into one that sets the standard for transparency, diversity and inclusion, sustainability, digitalisation and international cooperation. So much of IMO’s work goes unrecognised by the wider public – especially outside the maritime sector – and I would like to work on raising awareness about what we do.

The conclusion of MEPC 81 marked a regulatory step forward, introducing a possible ‘IMO net-zero framework’, which would allow for a new global fuel standard and pricing mechanism. What are the anticipated characteristics of these new measures and what steps lie ahead for their implementation?

The 2023 IMO Strategy on the Reduction of GHG Emissions from Ships sets a clear course towards net zero shipping by or around 2050, along with short-term, mid-term and long-term measures to achieve this goal. Mid-term GHG reduction measures include (1) a global fuel standard regulating the phased reduction of marine fuel’s GHG intensity; and (2) a pricing mechanism for GHG emissions from ships. Proposals for what exactly these measures may look like are still under discussion by member states. A comprehensive assessment is currently being undertaken to assess the potential impact of the proposed measures, especially on developing economies. Results are due later this year. More importantly, we are on track to adopt these mid-term GHG reduction measures in late 2025.

Despite this heightened ambition, IMO’s emissions targets are misaligned with those of the EU and the Paris Agreement. Is that something you will be looking to address during your term?

IMO’s 2023 GHG strategy specifically refers to the Paris Agreement, including its long-term temperature goal. In line with this, IMO seeks to achieve net zero shipping by or around 2050 and aims to cut GHG emissions by at least 20% (striving for 30%) by 2030, compared to 2008 levels, and by at least 70% (striving for 80%) by 2040. This marks a significant rise in ambition since the previous version of the strategy in 2018. I’m very proud of what we have developed together with member states, the shipping industry, experts and other stakeholders. I am confident in the sector’s contribution to global climate commitments, and I encourage everyone to support IMO’s 2023 GHG Strategy.

On the other hand, this increased appetite has generated doubts within the industry regarding the achievability of the IMO’s 2030 and 2040 checkpoints. How do you intend to address these concerns and maintain industry confidence in meeting these goals?

The green transition is a challenge but also a significant opportunity. There are many elements to consider, including issues such as safety, pricing, infrastructural availability to deliver new fuels, lifecycle emissions, supply chain constraints, barriers to adoption and more. Seafarers will require training to be able to operate new technology safely. We need ‘early movers’ in the industry as well as forward-looking policymakers to take the necessary risks and secure the right investments that will stimulate long-term solutions for the sector. However, I am encouraged to see that the industry is ready to embrace the journey to net zero shipping.

Moving away from the green agenda, 2023 was marked with a record number of crew abandonment cases. What strategies does IMO intend to implement to stem this tide? Additionally, what revisions to the Standards of Training, Certification, and Watchkeeping (STCW) are on IMO’s agenda to address concerns related to seafarers?

We are always seeking to enhance our responsiveness to reports of abandonment. This can encourage more people to report cases when they happen. We continue to work closely with the International Labour Organisation (ILO) in this area. In 2023, IMO and ILO adopted guidelines for authorities on how to deal with seafarer abandonment cases. More recently, a new Task Force was established to enhance the joint ILO/IMO abandonment database and bring about swifter resolution of abandonment cases. IMO has begun a comprehensive review of the STCW Convention and Code. At least 22 specific areas will be reviewed, including training requirements for emerging technologies on ships, e-certification, mental health and gender sensitisation, among others. We are working hard to strengthen efforts to prevent and respond to bullying and harassment in the maritime sector, including sexual assault and sexual harassment. We have to ensure the training requirements match the need for training for seafarers on ships using alternative fuels in the future.

You have previously emphasised the need for IMO to be more flexible and quicker to react when facing challenges. Could you outline the internal reforms that you plan to implement to achieve this goal?

As any of my staff can tell you, I have a very hands-on approach to work. I like to get things done, efficiently and effectively. I am open to new ideas and having conversations to find solutions, whether with IMO Secretariat staff, member states or any other stakeholder. This is the type of work culture and attitude that I encourage. In a multicultural environment, working for 176 countries, I’m keen to communicate a clear vision of where we are heading and how everyone can contribute to achieving our shared goals together. At the Secretariat, I have already restructured the area of auditing, projects and partnerships, and technical cooperation to better utilise the information we have from member states in the analysis of the implementation of IMO instruments. This allows us to focus on a more structured and measurable approach to the assistance we provide, particularly to developing countries. This also enhances the knowledge and contribution of the IMO Secretariat to support the regulatory decision-making process.

Finally, you have also mentioned that you want the organisation to be more diverse and inclusive. What specific measures do you intend to introduce here? 

Gender diversity needs to be improved if we want to build an industry that is robust, inclusive and thriving. Globally, less than a third (29%) of the overall maritime workforce and only 2% of seafarers are women. To help close this gap, IMO offers gender-specific fellowships and high-level technical training for women in maritime, especially in developing countries, along with supporting career development initiatives and professional associations across the world. At the IMO Secretariat, I have appointed a gender-balanced senior management team while working on achieving gender parity among staff. Gender is mainstreamed in the delivery of all IMO projects and programmes. I refrain from participating in panels or events unless gender representation is respected. I encourage the maritime community to do the same.

(This article was first published in the May 2024 issue of GOLD magazine. To view it click here)