Vasiliki Vlachantoni, Chief Financial Officer of Langlois Grain Group, responds to Anny Zade’s questionnaire in a very straightforward way setting an example for all. For her, substantial knowledge, dynamism and determination is the name of the game for the Shipping industry and rightly so! Viewers can read here below this short interview which covers all aspects of our demanding industry today:
Anny Zade/Allaboutshipping: I understand that you have no connections or experience with traditional shipping companies. When and what influenced you to pursue a career in the shipping industry?
Vasiliki Vlachantoni: To be honest, in Pyrgos – off Ancient Olympia, where I grew up, there wasn’t a single person from my family or friends who had anything to do with shipping. But ever since I was a kid, I have been fascinated by the sea, and I’m still hooked. I’ve always been impressed by how dynamic and useful this industry is, especially since it’s so closely linked to our country. Right from the start of my studies at the University of Piraeus, I was sure I’d made the right choice. I have always been highly motivated and have always sought to learn more. I entered the job market while I was still a student and I quickly became aware of the importance of ocean shipping and its contribution to people’s well-being. If you think this is just an ordinary office job, you’re mistaken! The word “routine” doesn’t really apply to this job. This is because every day is different. Also, in many situations, you will need to demonstrate leadership skills and provide effective solutions promptly, even when working to a time limit.
AZ/AAS: With the plethora of statutory regulations continuously coming into force, how do you perceive your role in helping shipowners to meet these challenges?
VV: I am aware that my role is becoming more and more demanding and is of increasing importance for the functioning of the shipowning company and the ships themselves. It requires dedication to the objective, constant updating of the international regulatory framework and continuous training in relation to developments in a sector that is undergoing rapid change. The role entails significant responsibilities, including the strategic management of financial and fiscal processes within a complex organisational structure.
That’s why I make sure I set clear priorities and organise my time well. These include managing operating costs, liaising with financial institutions and keeping shareholders informed. I must make swift and accurate decisions when problems arise, have fast reflexes and effectively manage human resources. I consider substantial knowledge, dynamism and determination to be the three traits that anyone in my position must possess, in an international context that is constantly changing and is judged by efficiency. In short, one must have the characteristics of a leader.
AZ/AAS: The majority of shipmanagement companies seem to be male dominated at the higher management level with onboard ship service experience. Have you noticed any misogynistic behaviour? Do you see this is a problem in the industry?
VV: Undeniably, shipping is a tough business, but I don’t talk about misogyny easily. It’s pretty obvious that, like a lot of other industries, shipping was male-dominated for a long time. However, the so-called ‘glass ceiling’ has been broken in shipping for some years now. Women have attained positions of responsibility and ascended the hierarchical ladder. Of course there is still a lot of work to be done and we women still need to work harder to demonstrate our value to everyone. What I’m saying is, some attitudes and so-called “invisible barriers” might keep on going, but it’s obvious that things are moving forward. For instance, I have been asked on numerous occasions how I managed to build a career while raising two children. This question has never been posed to a male colleague in a similar position. Nevertheless, it is imperative to recognize the steps that have been taken. Shipping is increasingly trusting women. Women in shipping have shown that we can be leaders, that we can be highly effective under pressure, making important decisions. We can manage human resources by being dynamic, professional and empathetic. Personally, I think things are changing and gender is becoming less important for professional success.
and finally,
AZ/AAS: Recent geopolitical events have adversely affected shipping operations (Ukraine/Middle East, Russian Embargo, Somalia Pirates etc.). How do you foresee the future and its impact on shipping trade?
VV: It is clear that the shipping industry has recently been operating in a highly volatile environment, due to successive and often intertwined crises at the geopolitical level. The Russian invasion of Ukraine has had a significant impact on exports and energy prices in Europe, while the European Union’s embargo on Russia has predictably had a considerable effect on trade. Sanctions have created very strict regulations on transportation and it is imperative the day to day co-operation with the legal department for the corporate checks. The procurement of comprehensive documentation and a formal legal opinion has thus become paramount. All of these necessitate a thorough and methodical approach to decision-making, involving comprehensive information gathering, detailed analysis, effective cooperation, and rigorous scrutiny.
The crisis in the Middle East has made things even more complicated, given that it’s a major shipping route. The risk of a generalised conflict, in combination with the issue of piracy, has resulted in significant turbulence within the shipping industry. This has led to major companies being compelled to modify their routes, adopting safer alternatives for the transportation of their products. The impact of the Houthi attacks in the Red Sea, for instance, is substantial for international trade, as shipping companies are compelled to circumnavigate Africa. Consequently, this results in an increase in delivery times for cargoes and associated costs.
So, shipping has to be able to adapt to global risks and international uncertainties, and find the tools to keep doing its job. I believe that the future of shipping lies in a combination of business flexibility and leadership that is receptive to new ideas. In times of turbulence, fostering trusting relationships with customers is a valuable strategy. From a personal perspective, I am optimistic about the industry’s ability to adapt to new circumstances arising from geopolitical conditions or political decisions, as shipping has a proven track record of doing so.
However, we must acknowledge that the responsibility for resolving this issue does not lie exclusively with our industry. State and transnational organisations must also play their part in creating a secure business environment, taking all the necessary initiatives to boost entrepreneurship, remove bureaucratic obstacles and speed up the administration of justice.
Thank you Mrs. Vlachantoni; wish you, your company and family all the very best for 2025 and the years ahead with good Health above all and success in this shipping adventure of yours.
