Do we listen to the voices at sea? Addressing bullying and harassment onboard

Many seafarers describe the ship not only as their workplace, but also as their home. Yet, a growing number of research shows that this “home” is too often a place where colleagues experience intimidation, humiliation or discrimination. The maritime profession is uniquely exposed. Seafarers already contend with long working hours, separation from family, social isolation, precarious contracts and harsh living conditions that intensify fatigue and stress (Sampson et al., 2017; Tang and Zhang, 2021; Tang et al., 2022). When bullying or harassment is added, the psychological toll becomes unbearable. Many professionals, despite years of training, abandon their careers (Caesar et al., 2020). And unlike shore-based workers, seafarers cannot “escape” toxic environments during a voyage.

Recent research on French seafarers revealed that almost a quarter of respondents had suffered verbal aggression during the previous 12 months, with women reporting such abuse nearly twice as often as men (Sanz-Trepiana, 2024). About 1 in 5 seafarers in the same study experienced sexual harassment, with more than two thirds of the female responders and over a third of the male respondents having experienced sexual harassment at some point in their careers. Similar research by the Seafarers’ International Union of Canada (2024) revealed that 33% of the respondents have been subjected to harassment in the last four years and 46% have been subjected to harassment at some point in their career as seafarers.

These figures point to a deeper issue and echo a wider “State of the Industry” snapshot, where active seafarers were up to ten times more likely to experience bullying and harassment than those who have never been at sea and 67% of LGBTQ+ seafarers reported being bullied or harassed (Sailor’s Society, 2025). Generally, minority groups such as women, migrants, younger seafarers, are disproportionately exposed to harassment (Österman & Boström, 2022).

We can’t label such instances of abuse as just interpersonal conflicts or an “unfortunate event”; they represent structural risks that undermine seafarers’ wellbeing and the maritime industry’s sustainability. Harassment can quickly erode confidence, cause severe stress, and in extreme cases, lead to nervous breakdowns or even suicide (McMahon, 2000). In other words, bullying and harassment are psychosocial hazards.

How bullying and harassment affect wellbeing and retention onboard

Employment wellbeing is multi-dimensional, encompassing mental, physical, and social domains (Mäkikangas et al., 2016; WHO, 2022). Poor wellbeing, marked by fatigue, stress, or intimidation, is directly linked to lower productivity, disengagement, emotional exhaustion and resignation (Sanz-Trepiana, 2024; Cropanzano and Wright, 2001). In addition, peer-reviewed studies show that exposure to bullying might in extreme cases lead to self-harm (Sanz-Trepiana, 2024). Conversely, when employees feel supported, they are more productive and less likely to leave their jobs (Bellet, De Neve and Ward, 2019).

Studies confirm that seafarers often resign not because of pay, but due to non-wage factors such as lack of rest, social exclusion, and harassment (Chamberlain and Hodson, 2010; Sampson and Ellis, 2021; Shan et al., 2024; Svetina et al., 2024; Seafarers’ International Union of Canada, 2024). With the maritime sector already facing a projected officer shortfall (Caesar et al., 2020), addressing wellbeing is critical for workforce sustainability.

A closer look at the scale of abuse

Before we unpack the scale of this issue and the different forms it can take, let’s define what bullying and harassment are. Although a plethora of definitions exist, we can define bullying as “repeated, unreasonable behaviour directed towards a seafarer or a group of seafarers that creates a risk to health and safety” (International Chamber of Shipping & International Transport Workers’ Federation, 2016, p. 5). Harassment, on the other hand, is defined as “unwanted conduct that has the purpose or effect of violating the dignity of a person, or creating an intimidating, hostile, degrading, humiliating or offensive environment” (Österman & Boström, 2022)

Research identifies multiple forms of workplace harassment onboard:

• Racial and religious harassment: discrimination based on nationality, skin colour, or beliefs (Branch, Ramsay and Barker, 2013). According to a survey conducted by the Danish Maritime Authority (2023) on Danish-flagged vessels, the single largest factor that bullying and harassment was related to was race, which was reported by 21%, religion or faith and cultural background both accounted for 10% each.

• Gender-based and sexual harassment: disproportionately affecting women, with 41% of female seafarers reporting sexual harassment and 55% facing gender-based discrimination (Theotokas, 2019). Other studies reveal that the problem affects over half of women, yet remains underreported due to fear of retaliation (Seafarers’ International Union of Canada, 2024; Sailor’s Society, 2025)

• Age-based harassment: Age discrimination is also called age-ism and can occur in various stages of a seafarer’s career span, from recruitment, to pay, to promotion or training (International Chamber of Shipping, 2020). And age-related harassment can mainly affect younger seafarers, with the Danish Maritime Authority (2023) reporting that harassing behaviour is most frequent against younger employees (14%) and junior officers (17%). The same report highlighted that it was primarily senior officers who offend younger seafarers, pointing out that hierarchical structures and asymmetric power make it difficult for young seafarers to stop the harassment.

• Psychological harassment: humiliation, exclusion, or intimidation that degrades self-worth (Branch, Ramsay and Barker, 2013). It can be overt, like public humiliation, or concealed, like exclusion from activities.

  The most frequently reported experiences of psychological harassment were being treated with contempt (8.0%) and having their work go unacknowledged (7.1%), with the vast majority of this behavior coming from men (79.1%) (Sanz-Trepiana, 2024).

The regulatory turning point: STCW 2026 amendments

A major step forward comes with the 2026 amendments to the STCW Convention, which explicitly address bullying and harassment for the first time. Effective from 1 January 2026, these amendments mark recognition that psychosocial risks are also safety risks. They introduce mandatory training on violence and harassment in the maritime sector and require seafarers to understand how to identify, prevent and respond to misconduct. Updated Table A‑VI/1‑4 (Specification of minimum standard of competence in personal safety and social responsibilities) of the STCW Code will include knowledge of the causes of violence and harassment, means of reporting incidents, and trauma‑informed responses. Training providers must adopt these standards and shipping companies must revise their Safety Management Systems to include anti‑harassment policies, confidential reporting mechanisms and access to support services.

Of course, these amendments mark a regulatory turning point, but they are only a baseline. We should not wait for the 2026 amendments to act. We should, however, treat those amendments as a catalyst for broader cultural change.

What companies must do now

To protect seafarers and retain valuable skills, companies must take a proactive, multi‑layered approach:

Cultivate a zero‑tolerance culture – Integrate anti‑harassment commitments into Safety Management Systems and make clear that abuse will not be tolerated. Messaging should come from senior leaders and be reinforced through shipboard discussions and briefings.

Design confidential reporting mechanisms – Fear of retaliation is a major reason seafarers do not report abuse (Nautilus International, 2025). Anonymous hotlines, digital reporting apps and third‑party ombudspersons can encourage reporting. Data should be used to address systemic issues rather than to punish victims.

Offer regular wellbeing surveys and support services – Routine surveys on fatigue, morale and psychosocial health allow early detection of issues. Evidence‑based mental health programmes (including resilience training and access to counselling) can mitigate the harmful impacts of bullying (National Academies of Sciences, Engineering, and Medicine, 2016)

Provide inclusive leadership training – Supervisors should be trained in trauma‑informed approaches, cultural competence and fair performance management.

Improve social wellbeing and onboard environment – Investment in recreational spaces, reliable internet access and social activities strengthens community and reduces loneliness.

Ensure gender and diversity representation – The maritime workforce remains overwhelmingly male. Representation of women, LGBTQ+ seafarers and minority groups in leadership roles reduces “othering” and helps create a culture of respect.

Prepare for STCW 2026 training requirements – From 1 January 2026, the amended STCW Code (MSC.560(108)) makes it mandatory for seafarers to be trained in preventing and responding to violence, harassment, bullying and sexual assault. Companies should act now by embedding this training into existing training matrices, while training providers should be updating courseware and ensuring instructors are equipped to deliver sensitive, scenario-based modules. Proactive compliance will not only safeguard wellbeing but also protect organisations from reputational and regulatory risk.

Safeguarding the future workforce

Bullying and harassment at sea are pervasive and deeply damaging. The consequences of inaction are clear: higher turnover, worsening skills shortages, and erosion of the safety culture essential for effective operations. Conversely, tackling bullying and harassment improves retention, strengthens safety records, and enhances reputation.

For seafarers, feeling respected and valued often determines whether they remain in the profession. For companies, it means safeguarding institutional knowledge, maintaining operational continuity, and building resilience.

The STCW 2026 amendments provide a regulatory foundation, but eliminating harassment requires cultural change and proactive leadership. Ships must remain not only operationally sound but also humane workplaces where seafarers can thrive.

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