Bullying and Harassment at Sea: Prevalence, Impact and Solutions

Life at sea is often romanticised as adventurous and liberating, but for many seafarers the reality can be far harsher. Long months away from home, working in tight quarters with the same colleagues, and a strict hierarchy onboard can create fertile ground for workplace bullying and harassment. Reports from across the maritime industry indicate that bullying and harassment at sea are persistent, widespread problems. Such behaviour not only harms individual seafarers’ wellbeing but can also jeopardise safety and drive experienced crew away from the profession. This blog provides a detailed look at the scale of the issue, why it often goes unreported, who is most affected, and what is being done (and what more can be done) to combat bullying and harassment in the maritime world.

Prevalence of Bullying and Harassment at Sea

This in-depth analysis was again produced by ChatGPT o4-mini Deep Research.

How common are bullying and harassment among seafarers? Recent research and industry surveys paint an alarming picture. A comprehensive literature review published in 2022 found that between 8% and 25% of all seafarers have experienced workplace bullying or harassment, a figure that climbs to over 50% for women seafarersseatrade-maritime.com. In other words, up to one in every four maritime workers – and more than one in two women at sea – report being bullied or harassed on the job. These findings are echoed by specific industry surveys. For example, a 2023 survey by the Seafarers’ International Union of Canada (SIU) revealed that 46% of seafarers had faced harassment or bullying at some point in their career, with the rate rising to 69% among female seafarerssafety4sea.com. This means over two-thirds of women in the Canadian maritime sector have been harassed during their working life – a sobering statistic that likely reflects global trends.

Harassment takes many forms. Verbal abuse is the most commonly reported form of bullying at sea, but physical intimidation and sexual harassment also occur. A 2024 study of seafarers in France found that in just the past 12 months, about 24.5% of seafarers had been victims of verbal aggression at work. Women in that study were about twice as likely as men to suffer verbal abuse (41.0% of women vs 21.1% of men)journals.viamedica.pl. Physical assaults were less frequent but not unheard of – around 3% of seafarers reported physical aggression in the past year – and women were again targeted more often than menjournals.viamedica.pl. Alarming levels of sexual harassment were also documented: 20% of seafarers surveyed in the French study said they had experienced sexual harassment in the last yearjournals.viamedica.pl. Over the course of their careers, nearly two-thirds (65.5%) of women seafarers in that sample, and 38.2% of men, reported encountering sexual harassment at workjournals.viamedica.pl. These figures reinforce that sexual misconduct is a serious problem in the seafaring profession, disproportionately affecting women but by no means sparing men.

Different sectors, similar issues: Bullying and harassment are reported across all types of vessels and operations. Seafarers on merchant cargo ships, cruise ships, fishing vessels, and even superyachts have all described mistreatment. In fact, seafarer welfare organisations note an increase in reports of “insulting, violent or sexist behaviour” from those working at sea in recent yearsjournals.viamedica.pl. Whether one works on a small coastal trawler or a massive intercontinental tanker, the risk of encountering an abusive shipmate or superior is a reality. The consistency of findings – multiple studies in different countries all indicating high levels of bullying – suggests this is a global maritime issue, not confined to any single region or fleet.

The Problem of Underreporting

Despite the troubling prevalence, experts agree that the true scale of bullying and harassment at sea is likely even greater than what statistics show. Underreporting is a major concern. Many seafarers suffer in silence, choosing not to formally report incidents. The SIU Canada survey found that nearly half (48%) of seafarers who experienced harassment did not report the offending behaviour to their employersafety4sea.com. This underreporting has several causes unique to the seafaring environment:

• Fear of Retaliation or Career Impact: On a ship, the chain of command is strict. Often the bully may be a direct superior or someone who can influence the victim’s next job contract. It is telling that in the Canadian survey, 67% of harassed seafarers said the perpetrator was a superior officersafety4sea.com. Crew who fear retaliation, bad performance reviews, or even being blacklisted from future jobs may decide it’s safer to stay quiet.

• Lack of Trust in Reporting Channels: Even when reporting mechanisms exist, seafarers may doubt that their complaint will be taken seriously or handled impartially. In one survey of women seafarers, 73% said they felt in theory comfortable raising concerns to senior officers, yet only 13% actually did so, and a mere 7% were satisfied with the outcome of reportingiims.org.uk. Many seafarers are unsure what action (if any) will result from reporting, leading to cynicism and reluctance to come forward.

• Practical Difficulties at Sea: Unlike an office worker, a mariner cannot easily escape a bully – they live with them for the duration of the voyage. Filing a complaint might require going through the very command structure that is part of the problem. There is often no HR department onboard, and communication with shore-side management might be infrequent. These obstacles can discourage reporting in the moment, and by the time a ship reaches port or the voyage ends, the incident might be brushed aside as “in the past”.

Challenges in documentation and response: Because of underreporting, shipping companies and maritime authorities may only see the tip of the iceberg. Official incident reports seldom reflect the day-to-day reality experienced by seafarers. When incidents are reported, evidence can be hard to gather – there are rarely independent witnesses on a ship besides crewmates, who might be reluctant to speak up. Documentation often relies on the victim’s word against the offender’s, unless serious physical harm occurred. Furthermore, responses can be inconsistent. Some companies have robust procedures and will investigate and discipline offenders, but others might prefer to transfer a crew member off the ship quietly or, worse, dismiss complaints as personality clashes. This inconsistency adds to seafarers’ perception that reporting won’t result in justice. Indeed, 60% of seafarers in the SIU survey said they did not feel their employer was doing enough to protect them from harassment at worksafety4sea.com. Underreporting thus creates a vicious cycle: because relatively few cases surface formally, the industry’s sense of urgency to tackle the issue may remain low in some quarters – which in turn leaves victims feeling unsupported and even less likely to report.

It’s worth noting that external helplines and seafarer welfare organisations have seen a rise in people seeking help for bullying, which hints at both growing awareness and the gap in onboard reporting. The International Seafarers’ Welfare and Assistance Network (ISWAN), which runs a free 24/7 helpline for mariners, reported that in 2022 some 15% of seafarers contacting their helpline with mental health issues cited experiences of abuse, bullying, harassment or discrimination – nearly double the proportion (8%) from the year beforeiswan.org.uk. ISWAN staff have handled multiple calls from junior crew members who were bullied, threatened, or verbally abused by their superiors, and even cases of serious physical assaultiswan.org.uk. These seafarers turned to an anonymous helpline, perhaps as a last resort when internal avenues failed or felt unsafe. The increase in such reports suggests more victims are reaching out for help, yet it also reinforces how many cases never make it into official company statistics.

Causes: Why the Maritime Environment Breeds Bullying

Working at sea presents a set of conditions that can exacerbate interpersonal frictions and enable bullying in ways not seen in typical shore-based workplaces. Several unique factors contribute to the problem:

• Isolation and Confinement: Seafarers live and work in the same enclosed environment for weeks or months at a stretch. There is no going home at the end of the workday to escape a toxic colleague; conflict and tension are inescapable onboard. This confinement means a bully can torment the target virtually 24/7, whether on duty or off. The lack of privacy and personal space amplifies the stress of any abuse. As one analysis noted, seafarers must “live within the confines of the place of work” for long periodsseatrade-maritime.com, blurring any line between workplace stress and personal life. In such an environment, even minor slights can fester, and sustained bullying can feel overwhelming.

• High-Stress, Hazardous Work: The maritime industry is demanding and sometimes dangerous. Crew often face long hours, shifting time zones, extreme weather, and the pressure to operate efficiently and safely at all timesseatrade-maritime.com. These stressful working conditions can fray tempers and lower tolerance, occasionally leading to outbursts or aggressive behaviour. While stress is never an excuse for bullying, it is a contributing factor – an already overstretched officer, for instance, might lose patience and start berating subordinates. Additionally, an industry culture that historically prized toughness and stoicism can sometimes encourage a “rough” management style, inadvertently normalising harsh reprimands or hazing as just part of seafaring life.

• Rigid Hierarchies and Power Imbalance: Ships operate under a strict chain of command. The captain and officers wield significant authority, and orders are expected to be followed without question. This hierarchy can create a power imbalance ripe for abuse: a superior who is inclined to bully has near-total control over a subordinate’s work assignments, evaluations, and general quality of life onboard. Junior crew members, cadets, and ratings (unlicensed crew) are especially vulnerable – indeed, a majority of seafarers who reported being harassed said the abuser was someone above them in ranksafety4sea.com. The hierarchical nature of ships can make victims feel that complaining is futile or even dangerous, as it might be seen as insubordination. In some cases, senior officers may not even realise their “tough” management crosses into bullying due to a normalisation of authoritarian leadership styles at sea.

• Multicultural and Diverse Crews: Ships today are often crewed by seafarers from many nationalities and backgrounds. A typical merchant vessel might have, for example, a mix of Filipino, Indian, Eastern European, and Western European crew, all working together. While diversity can be a strength, it can also lead to misunderstandings or prejudices if not managed well. Language barriers and cultural differences in communication may inadvertently cause friction. Unfortunately, there are cases where seafarers from a minority nationality on board feel isolated or targeted by a majority group, or where racist jokes and discrimination occur. Likewise, differences in gender, religion, or sexual orientation can become a basis for harassment if a ship’s culture is intolerant. In the worst cases, cliques can form along national or cultural lines, ostracising those who don’t “fit in”. As the authors of the 2022 literature review observed, it’s vital to safeguard the wellbeing of “all people at sea regardless of age, gender, ethnicity or sexual orientation.”seatrade-maritime.com This statement underscores that any aspect of personal identity can unfortunately become a pretext for bullying in an unhealthy onboard culture.

• Blurred Work-Life Boundaries: On land, an employee can usually separate work time and personal time. At sea, however, seafarers eat, sleep, socialise, and work with the same colleagues in a self-contained world. The “fuzzy boundaries between work and private life on ships” mean that a conflict at work carries over into leisure hours with no respiteseatrade-maritime.com. If a crew member is being harassed, they cannot retreat to the comfort of family or an outside social circle in the evenings; they are stuck in the same communal spaces as the harasser. This constant proximity can intensify the psychological impact of bullying and also makes it easier for harassment to pervade every aspect of life on board (for example, excluding someone from social activities on top of mistreating them at work).

In short, the very characteristics that make seafaring unique – the tight-knit community on board, the challenging conditions, and the diversity of the crew – can, without proper leadership and safeguards, lead to a toxic environment. Maritime psychologists have pointed out that “insecure employment” (the contract-based nature of crewing), “high workloads”, and “living within the confines of the workplace” all heighten the risk of workplace bullying at seaseatrade-maritime.com. It’s a sobering reality that the maritime industry must acknowledge in order to address it effectively.

Who Is Affected: Demographics and At-Risk Groups

Bullying and harassment at sea can affect anyone, but certain groups of seafarers are particularly vulnerable or frequently targeted according to the data:

• Gender: Women seafarers, though still a minority in the industry, report disproportionately high levels of harassment. Multiple surveys indicate that over half of all women working at sea have experienced bullying or harassment. The 2022 joint survey by WISTA International (Women’s International Shipping & Trading Association) and others found that 66% of female seafarers had witnessed or endured intimidation and harassment from male co-workersrivieramm.com. Furthermore, 25% of women in that survey said sexual harassment and unwelcome physical contact were common on boardrivieramm.com. Female crew members often face not just gender-based insults but also unwanted advances, with some reporting intrusive questions or being invited to a cabin privately as forms of harassmentiims.org.uk. Even more troubling, women are often reluctant to report these incidents: the same survey noted that although most women knew their company had an anti-harassment policy, nearly 60% still experienced harassment and many were “unsure of what to do” when it happenediims.org.uk. This highlights the need for better support for women at sea. Gender-based bullying can range from belittling comments (“this is no place for a woman”) to outright sexual assault, making it a significant barrier to attracting and retaining women in the maritime workforce.

• Rank and Experience: Junior crew and those lower in the hierarchy – such as trainees, cadets, ordinary seamen, or junior engineers – are frequently on the receiving end of bullying by senior crew. As mentioned, 67% of seafarers who reported harassment said the perpetrator was a superiorsafety4sea.com. Newcomers on board may also face a form of hazing: being given the worst tasks, teased relentlessly, or not taken seriously due to their lack of experience. Younger seafarers may have less confidence to speak up, and those on temporary contracts might fear that complaining will ruin their chance of being rehired. Conversely, there can be cases of a lone senior officer being bullied by a clique of other officers or crew, but such instances are less commonly reported. The prevalent dynamic is abuse of power from the top down. In some crew cultures, there is an old-school mentality that junior staff must be “toughened up” – a mindset that can cross into abuse. This makes mentorship and training on leadership especially important to break the cycle.

• Nationality and Ethnicity: While quantitative data on this aspect is scarcer, anecdotal evidence and some reports suggest that seafarers who are in a minority ethnic or national group among the crew can feel targeted or isolated. Racial slurs, derogatory nicknames, or exclusion from social groups on board have been reported. For example, a crew dominated by one nationality might consistently pick on those from another country, or a lone Black or Asian seafarer in a mostly white crew might experience subtle or overt discrimination. Such harassment might not always be recognised by perpetrators as “bullying” – they may dismiss it as banter – but to the victim it is alienating and harmful. The maritime workforce being so multicultural means companies must promote cross-cultural respect. Indeed, maritime guidelines emphasise respect for all regardless of “ethnicity” or cultural backgroundseatrade-maritime.com, implying that racial or national harassment is an issue that needs attention. We should also note that language ability plays a role: a seafarer not fluent in the working language on board could be mocked for mistakes or left out of conversations, which can amount to workplace bullying.

• Other Factors: Any seafarer who doesn’t conform to what’s “typical” on a given ship could become a target. This includes not just gender or nationality, but also religion (e.g., harassment of a crew member for their dietary restrictions or prayer practices), or sexual orientation (e.g., homophobic bullying of LGBT seafarers). Age can sometimes be a factor too – an older seafarer in a very young crew might be harassed or vice versa, though this is less documented than other factors. Essentially, bullies often single out those who seem different or whom they perceive as weaker. It’s worth noting that even a generally well-liked crew member can fall victim to bullying if, for instance, a new superior onboard simply takes a dislike to them or decides to assert dominance.

In summary, women and junior-ranking crew emerge as particularly at-risk demographics for harassment at sea based on available data. But bullying is not limited to them – it can touch any demographic. A common thread is power imbalance: those with less power (due to rank, gender minority status, etc.) face higher risk. Recognising who is most vulnerable helps in tailoring prevention and support measures, such as mentorship programs for new joiners or safe reporting channels specifically aimed at female crew. Everyone on board must be part of the solution, but targeted efforts can help protect those most likely to be victimised.

Consequences: Why It Matters – From Mental Health to Tragedy

Bullying and harassment are not “harmless” pranks or personality conflicts; they have serious consequences for both individual seafarers and the maritime industry as a whole. The effects range from immediate distress to long-term psychological trauma, and in the worst cases, they can be life-threatening.

Mental health impacts: Seafarers who are bullied or harassed commonly suffer from elevated stress, anxiety, and depression. The ship environment – isolated from family and usual support networks – can turn these mental health impacts into severe cases. Victims often report persistent feelings of fear and helplessness. According to ISWAN’s helpline data, seafarers experiencing abuse described feeling “depressed, hopeless, [and] lacking in confidence,” and some even mentioned living in fear while on boardiswan.org.uk. It is not unusual for a bullied individual to dread each day’s work, leading to insomnia, loss of appetite, or physical symptoms like headaches and fatigue. Over time, chronic anxiety and depression can develop. In the French study on seafarer aggression, nearly 39% of those surveyed had experienced at least one traumatic event in the previous yearjournals.viamedica.pl – a figure that likely includes many bullying incidents and indicates the psychological toll such experiences have. Seafarers may carry these mental scars long after they leave the ship; some develop post-traumatic stress symptoms, especially if the harassment was extreme or sustained.

Performance and safety: A less discussed but critical consequence of onboard bullying is its impact on safety. A crew member who is anxious or distracted due to harassment may be less alert on duty, potentially leading to accidents. Maritime safety relies on teamwork and trust – yet bullying destroys trust within a team. Crew may become unwilling to communicate or cooperate (for fear of mockery or reprisal), which is dangerous in emergency situations. The overall morale of a ship can plummet if bullying is rampant, creating a toxic atmosphere where people withdraw and just “go through the motions.” This undermines the effectiveness of safety drills and the reporting of hazards (someone might hesitate to point out a mistake by a bully, for example, even if it’s a safety issue). In essence, a bullied crew is not a safe crew. Maritime regulators recognise this link, which is one reason the issue has gained attention as a safety and welfare concern, not merely an HR matter.

Career attrition: For the maritime industry, one tangible outcome of unchecked bullying is the loss of talent. Seafaring is a tough career to begin with; add bullying and many will choose to leave the sea for good. There are numerous accounts of young seafarers who quit after a few bad experiences on their initial voyages. Even seasoned mariners may opt for early retirement or shore-based jobs if the shipboard culture becomes unbearable. At a time when the industry faces a shortage of skilled crew, this avoidable attrition is a serious problem. As the authors of the Marine Policy review pointed out, protecting seafarers from bullying is crucial for “retain[ing] existing staff” and attracting new talent to an industry in need of peopleseatrade-maritime.com. A reputation for an unsafe or uncaring work environment will drive potential recruits away.

Extreme outcomes – self-harm and suicide: Tragically, there have been cases where the relentless pressure of harassment at sea has contributed to seafarers taking their own lives. While exact numbers are difficult to ascertain (and suicides are sometimes underreported or misclassified in the maritime world), there is evidence suggesting a significant proportion of seafarer deaths are due to suicide. The UK P&I Club, a marine insurer, noted that suicide was the leading cause of seafarer fatalities, accounting for 15% of all deaths at seaseatrade-maritime.com. This striking statistic, reported a few years ago, underscores the severity of mental health strains in this occupation. Of course, not all those suicides are directly linked to bullying – factors like isolation, family issues, or fatigue also play a role. However, bullying can be a major precipitating factor or the “last straw” for someone already struggling. ISWAN has reported cases of callers feeling suicidal as a result of the abuse they endured onboardiswan.org.uk. Being trapped in a workplace where one is constantly belittled or threatened, far from any external help, can push a person into despair.

Even short of suicide, self-harm or destructive behaviour can occur. Some seafarers may turn to alcohol or substance misuse (when available) to cope with harassment. Others might deliberately injure themselves or feign illness just to get signed off a ship where they are suffering abuse. Each such case is a human tragedy and highlights a failure in the system to protect that individual.

The ripple effect: For every victim of bullying, there is often a ripple effect on others onboard. Colleagues who witness harassment can experience guilt or fear, and the overall crew cohesion deteriorates. Moreover, when news of incidents spreads (as it increasingly does through social media or word of mouth), it damages the industry’s image. This places pressure on shipping companies and regulators to act, but if responses are seen as inadequate, it further erodes trust.

In summary, bullying and harassment at sea are corrosive not only to individual mental health but to the foundations of safe and efficient ship operations. From daily misery to the most grave outcomes like suicide, the spectrum of harm is wide. This is why maritime organisations now emphasise that a safe workplace is not just about lifejackets and alarms, but also about a culture of respect. As one seafarer welfare expert aptly put it, mental wellbeing should be treated as seriously as physical safety – both are paramount to “a safe and harassment-free work environment” at seasafety4sea.com.

Strategies and Solutions: Preventing Bullying Onboard

Confronting bullying and harassment in the maritime sector requires a multi-faceted approach, combining policy, education, and a change in culture. In recent years, there have been encouraging steps by industry bodies, unions, and companies to shine a spotlight on the issue. Here, we outline practical, research-based recommendations and initiatives that are helping to foster safer and more respectful ships:

1. Strong Policies and Enforcement: Clear anti-bullying and anti-harassment policies are now mandatory on most vessels, especially since amendments to the Maritime Labour Convention (MLC) in 2018. These international regulations explicitly require that seafarers have the right to an environment free from harassment and bullying. Shipping companies should have a published policy stating zero tolerance for such behaviour, with definitions and examples so that everyone understands what is unacceptable. However, a policy is only as good as its implementation. It’s notable that 97% of women in one survey said their company had a harassment policy, yet many still experienced bullyingiims.org.uk, indicating a gap between paper and practice. To bridge this gap, companies must enforce policies rigorously: investigate all complaints thoroughly and confidentially, and take appropriate disciplinary action against perpetrators when allegations are substantiated. Crew need to see that violations have consequences – whether it’s retraining, demotion, dismissal, or legal action in severe cases. Consistent enforcement builds trust that the policy is not just lip service. Some operators have begun using anonymous reporting tools (drop boxes on board or digital hotlines) to encourage reporting without fear. The industry is also exploring the use of external “ombudsman” services, where seafarers can report issues to a third party who can mediate or escalate the matter appropriately, bypassing any conflicted interests on the ship.

2. Training and Awareness Programs: Education is key to prevention. Many maritime organisations are rolling out training modules that address not only the what of bullying but the why – explaining its detrimental impact on safety and crew wellbeing. This includes training at all levels: from cadet induction courses that set expectations for respectful behaviour, to leadership training for officers on how to manage crew without crossing into bullying. In fact, research highlights that “well-functioning leadership and interpersonal relationships” on board are crucial to averting bullyingseatrade-maritime.com. Courses in cultural sensitivity and teamwork can help crews appreciate diversity and avoid misunderstandings in multicultural teams. Additionally, companies and unions have developed campaigns and materials (posters, videos, workshops) to raise awareness. For instance, the International Chamber of Shipping (ICS) and the International Transport Workers’ Federation (ITF) jointly issued Guidance on Eliminating Shipboard Harassment and Bullying, a practical booklet for vessels worldwidesciencedirect.com. In Europe, a partnership between the European Community Shipowners’ Associations (ECSA) and the European Transport Workers’ Federation (ETF) launched training initiatives to tackle harassment, indicating a collaborative effort between employers and labour representatives. Regular refresher training and inclusion of anti-harassment content in pre-departure briefings can keep the topic fresh in everyone’s mind.

3. Support Systems and Reporting Avenues: Providing seafarers with safe, accessible ways to seek help is vital. As part of the solution, confidential helplines (such as ISWAN’s SeafarerHelp) and mental health support services should be promoted and made readily available to crew. When a seafarer knows they can call or WhatsApp a 24/7 helpline in their own language, it can be a lifesaver – literally. Shipping companies can also consider Employee Assistance Programmes (EAPs) that offer counselling by phone or online for their staff at sea. One innovative idea piloted on some vessels is assigning a trained crew member as a “welfare officer” or having shoreside counsellors whom crew can contact during port calls. The goal is that a seafarer facing bullying doesn’t feel completely alone and helpless. Additionally, robust onboard reporting procedures should be in place: for example, a designated person (other than one’s direct superior) to whom harassment can be reported, or the ability to report to shore management or the company DPA (Designated Person Ashore under the safety management system) for intervention. It’s also crucial that when someone reports an issue, they receive feedback and protection from retaliation. Whistleblower protections – guaranteeing that reporters will not face negative consequences – should be explicit in company policies. If crew see that complaints lead to positive change (like a problem crew member being removed or behaviour improving after intervention), confidence in reporting will grow.

4. Fostering a Culture of Respect and Inclusion: Beyond rules and procedures, the ultimate solution lies in changing the onboard culture to one of respect, professionalism, and camaraderie. This cultural shift needs to be driven by leadership example – the captain and officers must set the tone by treating all crew with respect and promptly nipping any bullying in the bud. Senior officers who practice open communication, fairness, and approachability create an environment where bullying is less likely to flourish. Teams that engage in regular social activities inclusive of everyone can help break down cliques and integrate diverse crew members. Celebrating cultural differences (for example, recognising different national holidays or food preferences) can turn diversity into a source of bonding rather than division. Some ships have introduced peer support groups or designated “buddies” for new crew to ensure they are welcomed rather than hazed. Awareness campaigns by organisations like the IMO and maritime charities reinforce these cultural values. For instance, the IMO has worked jointly with the ILO on guidelines to address violence and harassment at sea, signalling top-level commitment to changeilo.org. Industry associations have also formulated high-level principles – the ICS recently laid out a set of principles and best practices for shipping companies to combat harassment and bullying, which cover everything from company commitment to monitoring and transparency in dealing with incidentsics-shipping.org. Moreover, unions and welfare bodies often run poster campaigns with messages like “Say No to Bullying” and information on how to get help, keeping the issue visible.

5. Successful Interventions and Examples: While the fight is ongoing, there have been success stories. Some shipping companies report improved workplace atmosphere after introducing anti-bullying training and establishing anonymous reporting lines – crew surveys have shown reductions in incidents and higher job satisfaction. In the cruise industry (which, as noted, employs many women), certain lines have implemented strict policies and seen a notable decrease in harassment claims once employees understood that one strike could mean termination. The SIU Canada’s proactive approach in publishing their survey and vowing to work with shipowners and government is another positive stepsafety4sea.com – by publicly recognising the issue, they are encouraging an industry-wide conversation and collaborative solutions. Another example is the “Diversity Handbook” published in 2022 as a result of the WISTA/ICS survey, which not only highlighted problems but gave recommendations to shipping companies on how to improve conditions for women and other minorities on boardrivieramm.comrivieramm.com. Such resources help companies benchmark their policies and practices against industry standards. In addition, some flag States (national maritime administrations) have issued their own guidelines and mandatory requirements for vessel owners to address onboard harassment, conducting inspections or audits that include checking for compliance with anti-bullying measures as part of the Maritime Labour Convention enforcement.

6. Mental Health Initiatives: Given the mental toll of bullying, improving mental health support onboard indirectly helps address the issue. Training crew in basic mental health first aid, encouraging an onboard environment where it’s okay to talk about stress or ask for a break, and providing recreation and communication facilities (like internet access to contact loved ones) all contribute to resilience. A crew that is well-rested, heard, and supported is less likely to either perpetrate or fall victim to bullying. Some vessels now carry pamphlets or have sessions on coping with stress, recognising signs of depression, etc. While these are general wellbeing measures, they create a more empathetic community on board where bullying is less tolerated.

In implementing these strategies, continuous evaluation is important. Shipping companies and captains should monitor the ship’s social climate – via anonymous surveys or by direct observation – and address tensions before they escalate. It’s also critical that when a bullying incident occurs, the response is not merely to resolve that single case, but to learn from it and improve preventative measures to avoid repetition.

Conclusion and Looking Ahead

Bullying and harassment at sea represent a complex challenge rooted in the very nature of maritime work. Yet, the industry today is more aware of this challenge than ever before. Where once these issues might have been swept under the rug or tacitly accepted as “part of the job,” there is now a growing recognition that they have no place in a modern, professional maritime sector. The recent data and trends are a mixed bag: on one hand, high percentages of seafarers, especially women and junior crew, continue to report distressing experiences; on the other hand, the increase in reporting and the surge of initiatives to combat the problem are hopeful signs that the culture can change.

It is clear that incidents of harassment have been historically underreported, but as awareness grows, more seafarers are finding the courage to speak up – whether through surveys, helplines, or trusted mentors. This transparency is crucial, as it forces companies and regulators to confront the issue. Notably, there are signs that the industry’s efforts are making a difference. The SIU Canada survey noted some encouraging indications that harassment is “less of an issue now than it has been in the past,” even if it remains far too prevalentsafety4sea.com. Awareness training, new policies, and a generational shift in attitudes are slowly chipping away at the old hierarchies of abuse.

Moving forward, a nuanced approach is needed. Maritime organisations must recognise that bullying at sea can stem from various sources – be it individual malice, stressful conditions, or systemic power imbalances – and thus solutions must tackle all these facets. There is no one-size-fits-all fix; a small fishing boat in the developing world might need a different approach (perhaps community-based education and basic enforcement of labour standards) compared to a large international shipping company (which might focus on corporate policies and training). However, the core principles remain universal: respect, empathy, and accountability.

For the maritime community, addressing bullying and harassment is not just about morality or legality, it’s about the sustainability of the profession. If seafaring is to attract the bright, diverse talent needed in the 21st century, ships must be seen as safe workplaces in every sense – physically, psychologically, and emotionally. A workplace where everyone is treated with dignity is one where people can perform at their best and go home safe and healthy. Achieving that ideal in the unique world of ships is challenging, but with concerted effort it is attainable. As seafarers often say, a happy ship is a safe ship. Eliminating bullying and harassment is therefore integral to not only improving individual lives but also to enhancing safety and efficiency at sea.

In conclusion, while the battle against bullying and harassment at sea is far from over, it is heartening to see it being brought out of the shadows. Through reliable reporting of the problem, rigorous enforcement of protections, and a collective commitment to cultural change, the maritime industry can navigate toward a future where every seafarer – regardless of rank, gender, or background – can do their essential work free from abuse. The journey may be long, but it is one voyage that the industry must undertake for the sake of its people and its own future. Safe seas and fair winds should apply not only to navigation, but to the daily interactions of those who call the sea their workplace.

References and Sources

• Österman, C., & Boström, M. (2022). Workplace bullying and harassment at sea: A structured literature review. Marine Policy – as summarised by Seatrade Maritime Newsseatrade-maritime.comseatrade-maritime.com. This study reviewed decades of research and found 8–25% of seafarers experience bullying (over 50% of women seafarers), highlighting enduring problems since the 1990s.

• Seatrade Maritime News (Feb 15, 2022). Over 50% of women seafarers suffer bullying and harassment: studyseatrade-maritime.comseatrade-maritime.com. Reports findings of the above literature review and discusses why the maritime industry is at particular risk (long voyages, confined living/work spaces, etc.).

• International Maritime Health (2024), 75(2):121-134. Sanz-Trepiana et al., Aggression, psychological violence and sexual harassment in seafarers in Francejournals.viamedica.pljournals.viamedica.pl. Presents recent statistics: e.g. 24.5% faced verbal aggression in last 12 months, 20% faced sexual harassment, with women far more affected than men.

• SAFETY4SEA (Feb 6, 2024). SIU reveals alarming levels of workplace harassment in marine sectorsafety4sea.comsafety4sea.com. Summarises a 2023 survey by Seafarers’ International Union of Canada: 46% of seafarers experienced harassment in their career (69% of females), 67% of harassers were superiors, and 48% of victims did not report the incidents. Underscores underreporting and the need for better protection.

• ISWAN – International Seafarers’ Welfare and Assistance Network (Oct 2022). Abuse and harassment among key challenges to seafarers’ mental healthiswan.org.ukiswan.org.uk. Shares helpline data: in 2022, 15% of mental health-related contacts to SeafarerHelp involved bullying/harassment (up from 8% in 2021). Describes cases of junior crew being bullied by superiors, and notes impacts like depression and suicidal feelings among victims.

• WISTA International et al. (2022). Survey on gender discrimination and harassment at sea – as reported by Riviera Maritime Mediarivieramm.com and IIMSiims.org.ukiims.org.uk. Covered 1,128 female seafarers worldwide: 66% observed harassment by male colleagues, 25% say sexual harassment is common, 29% experienced bullying themselves. Also revealed only 13% of women reported incidents to superiors and just 7% were satisfied with outcomes, despite most companies having anti-harassment policies.

• UK P&I Club (2018). Data highlighted by Seatrade Maritime Newsseatrade-maritime.com showing suicide as 15% of seafarer deaths, making it the leading cause of onboard fatalities. Used to emphasise the extreme consequence of poor mental health and by extension the potential link to severe workplace stressors like bullying.

• International Chamber of Shipping / ITF (2016). Guidance on Eliminating Shipboard Harassment and Bullyingsciencedirect.com. An industry guideline developed by shipowners and unions, providing best practices for companies and crews to prevent and respond to harassment. It influenced amendments to the Maritime Labour Convention.

• Maritime Labour Convention, 2006 (as amended 2018). Not directly quoted above, but it is the regulatory framework under which ship operators are required to have measures against harassment and bullying (per amended Code, Regulation 4.3). This convention is enforced by flag States and port State control, providing a legal basis for seafarers’ right to a workplace free of harassment.

• Joint ILO-IMO initiatives (2021-2023). High-level working groups and resolutions by the International Labour Organization and International Maritime Organization focusing on violence and harassment in the maritime sector, reflecting a coordinated global effort to address these issues through both regulation and guidanceilo.org. These efforts signify that the problem is being tackled not just at company level but internationally.