My Harassment-Free Ship: Creating a Culture of Respect and Safety at Sea

The global maritime industry, the lifeblood of international trade, is facing a powerful call to action: creating a workplace that is free of harassment and bullying.The “My Harassment Free Ship” campaign (#MyHarassmentFreeShip) launched by the International Maritime Organization (IMO) on June 25 for Seafarers’ Day is not only a commemorative event but also a declaration of the need for cultural change, ensuring every seafarer feels safe, respected, and protected. This article aims to deeply analyze the campaign while providing convincing arguments and communication strategies, calling for the cooperation of seafarers, shipowners, and crew management companies to realize this vision.

I. Call to Action: IMO’s “My Harassment-Free Ship” Campaign

The “My Harassment-Free Ship” campaign was born as a necessary response to the persistent challenges facing the seafaring community. To better understand the meaning and impact of the campaign, it is necessary to consider the actual context of harassment in the industry, as well as the goals and tools that IMO has been implementing.

A. Urgent Context: Current Situation of Harassment and Bullying in the Maritime Industry

Seafarers, the unsung heroes who operate 90% of global trade, make an indispensable contribution to the world economy and social life. However, they often face harsh working conditions, in which harassment and bullying are painful problems, seriously affecting their mental health, physical health and career.

Studies and reports have shown an alarming picture. More than 50% of female seafarers and a significant proportion of male seafarers have experienced forms of harassment at sea. A Canadian survey found that 46% of seafarers had experienced harassment or bullying during their careers, and this figure increased to 69% for female seafarers. More worryingly, 35% of female seafarers have experienced sexual harassment. Data from ISWAN’s SeafarerHelp helpline also shows that 15% of seafarers contacted in 2022 reported being abused, bullied or harassed. This situation is not limited to a geographical area or a specific type of ship, but is global and diverse.

Harassment and bullying on board ships takes many forms, from obvious behaviors such as verbal abuse, physical threats, rude comments, discrimination based on gender or race, to more subtle forms such as isolation, inappropriate work assignments, unreasonable criticism, spreading malicious rumors, or cyberbullying. These behaviors often stem from abuse of power, especially when the perpetrator is a superior (67% of cases according to one study), isolated work environments, chronic stress, and sometimes a lack of awareness of the impact of behavior.

The consequences of harassment and bullying are extremely severe. They not only cause stress, anxiety, depression, feelings of isolation, and even suicidal thoughts for victims, but also negatively affect maritime safety. A mentally damaged seafarer has difficulty concentrating on completing tasks, increasing the risk of an accident. Research shows that people who have been bullied are nearly twice as likely to have a serious accident. Furthermore, this toxic culture is also a major barrier to attracting and retaining talent, especially women, in the maritime industry.

The complexity of the problem is compounded by a lack of reporting. Many seafarers fear retaliation, losing their jobs, being labeled “troublemakers”, or do not trust the existing reporting system. This creates a vicious cycle, causing the problem to continue to exist and spread. Therefore, strong and comprehensive interventions from the international community, such as the IMO campaign, are extremely necessary to break this vicious cycle and protect the legitimate rights of seafarers. The fact that organizations such as IMO and the International Labor Organization (ILO) are working together to address this issue, including by amending key conventions and initiating awareness campaigns, represents a positive change in the industry’s approach.

B. Decoding the Campaign: Objectives, Key Messages and Tools

The “My Harassment-Free Ship” campaign was launched by IMO on Seafarers’ Day, 25 June, with the core objective of promoting a culture of respect and zero tolerance for bullying and harassment at sea.3 This is a bold initiative, designed to solve a problem that is deeply rooted in the maritime industry.

Specific campaign goals include:

• Raise awareness: Shedding light on harassment and bullying at sea, helping people better understand its prevalence and negative impacts.
• Drive proactive action from industry: Encourage shipping companies, shipowners and stakeholders to implement strong and effective zero-tolerance policies.
• Encourage reporting and accountability: Facilitate and encourage reporting of incidents through safe, accessible channels, while ensuring accountability of stakeholders.
• Provide resources and support: Provide seafarers with the tools, information and support they need to protect themselves and respond to harassment.

The main messages of the campaign revolve around the following points:

• The solidarity of the global maritime community in observing Seafarers’ Day and supporting the “My Harassment Free Ship” initiative.
• Acknowledging the backbone role of seafarers in global trade, while also addressing the challenges they face such as bullying, harassment and discrimination, which impact on safety, mental health and career development.
• Emphasize the importance of building a safe, inclusive and harassment-free work environment in the maritime industry.
• Call for an industry-wide commitment to eliminating harassment and promoting safer working environments, as echoed by the IMO Secretary-General’s message.
• Aiming to change maritime culture, where every seafarer feels safe, valued and protected.

To achieve these goals, IMO has implemented a series of initiatives Diverse communication tools and initiatives:

• Video message from the IMO Secretary General: Mr. Arsenio Dominguez will have a special message, emphasizing the need for industry-wide commitment.
• Videos from social media influencers who are seafarers: Experienced maritime vloggers, industry advocates and seafarers with large online followings will share video messages about the importance of creating a harassment-free workplace and how to join the movement.
• Interaction on social networks: The campaign will focus on social media platforms such as X (Twitter), Facebook, Instagram and LinkedIn, with the official hashtag being #MyHarassmentFreeShip.
• Campaign documents: Logos, posters and visual branding materials will be provided, with a digital board coming soon.

The call to action is made very clearly, targeting specific audiences:

• All stakeholders: Share your commitment to a harassment-free workplace using the hashtag #MyHarassmentFreeShip. Share experiences and insights, highlight good practices and corporate initiatives that promote inclusion, and encourage open discussions and accountability across the industry.
• Crew members: Share your story and become part of the movement.
• Shipping companies: Strengthen policies and increase training on ships.
• Maritime organizations: Support and protect seafarers’ rights.

A key element of IMO’s understanding of how to communicate effectively in the digital age is the incorporation of a multi-layered communications strategy. The campaign not only relies on mainstream, top-down communication channels like the Secretary General’s message, but also leverages the power of modern, peer-to-peer methods through social media seafarer influencers, and community engagement through the use of hashtags and sharing personal stories. This approach recognizes that it is difficult for a single channel or style of communication to effectively reach all target audiences, from seafarers of different ages and nationalities to company executives and regulatory agencies. A message from the IMO Secretary General brings official endorsement and credibility, attracting industry leaders and organizations. Meanwhile, social media influencers provide a direct, approachable and potentially more trustworthy channel to reach working seafarers, especially young people. The hashtag #MyHarassmentFreeShip and the call to share stories encourage active participation and user-generated content, promoting a sense of community and collective ownership of the issue. This layered approach increases the ability of a campaign’s message to penetrate different “echo chambers” in the maritime world. The communications activities developed from this report should therefore reflect this combined strategy, recommending appropriate materials for formal channels as well as content ideas for informal, peer-to-peer dissemination.

Below is a summary of the core elements of the IMO’s “My Harassment-Free Ship” campaign:

Table 1: IMO’s “My Harassment-Free Ship” Campaign – Core Components

Ingredient	Detail	Reference Source
Campaign Name	My Harassment-Free Ship	3
Launch Date	Seafarers’ Day, June 25	3
Host Organization	International Maritime Organization (IMO)	3
Main Objective	Raise awareness about harassment; Drive proactive action from industry to implement a zero-tolerance policy; Encourage reporting & accountability through secure channels; Provide resources/support for seafarers.	3
Key Message	Efforts of the global maritime community; Seafarers are the backbone of trade but face harassment; Urgent need for safe & inclusive workplaces; Industry-wide commitment to zero tolerance; Drive cultural change for safety, value and protection.	3
Initiative/Main Document	Video message from the IMO Secretary General; Videos from influencers who are seafarers on social networks; Social media campaign on X, Facebook, Instagram, LinkedIn (Hashtag: #MyHarassmentFreeShip); Logos, posters, brand identity documents, digital boards; Interactive World Map.	3
Call to Action	Crew members: Share stories, join the movement. Company: Strengthen policies and increase training. Organization: Support/protect seafarers’ rights. All: Commit through hashtags, share insights, highlight good practice, encourage discussion, use maps/documents.	3

This summary provides a clear and complete overview of the IMO campaign, serving as an essential quick reference, ensuring that communications strategies are well-informed and aligned with the IMO global campaign framework.

C. Assistive Navigation: The Role of Interactive World Maps

One of the important and innovative highlights of the 2025 “My No Harassment Ship” campaign is the launch of the Interactive World Map. This tool is expected to play a key role in supporting seafarers in dealing with harassment and bullying.

Main purpose of the Interactive World Map is to highlight available resources by flag state to assist seafarers in reporting and resolving issues related to harassment at sea. Specifically, the map will provide important information about:

• Policy: Regulations and policies related to the prevention of harassment and bullying are applied by each flag state.
• Support system: Information on organizations, hotlines, consulting services and other forms of support for seafarers.
• Reporting mechanism: Detailed instructions on procedures and reporting channels when harassment incidents occur.

Target: The purpose of developing this tool is to empower seafarers, making it easier for them to seek help and access necessary resources wherever they are in the world.

The Interactive World Map is more than just a directory of resources. It also has the potential to be a powerful catalyst for transparency and accountability across the maritime industry. By publicizing available resources by flag state, this map unintentionally highlights the disparity in levels of support between countries. This could create positive pressure, encouraging countries that are weak in providing support measures to improve and enhance their regulations.

Making this information public will lead to comparisons between flag states. Countries with comprehensive support systems will be recognized positively. Conversely, countries with few or no listed resources may face scrutiny or pressure from seafarers’ organizations, trade unions, or even from responsible shipowners who want to ensure their seafarers have access to support regardless of the flag of the ship. This transparency could act as an incentive for flag states that have not met the requirement to develop or improve their anti-harassment frameworks and support systems to avoid negative reviews on the international stage.

Communications activities should therefore promote this map not only to seafarers but also to flag state regulators and industry organisations, positioning it as a tool to measure and continuously improve seafarer welfare standards globally. The success of this tool will depend greatly on the accuracy, comprehensiveness and continuous updating of the data it contains. (Note: Documents 18 and 19 is a list of OSINT resources and does not contain specific information about the development of or contributions to the IMO Interactive World Map).

II. Building Persuasive Narratives: A Multi-Audience Communication Strategy

In order for the “My No Harassment Ship” campaign to achieve maximum effectiveness, it is extremely important to build appropriate, highly persuasive communication messages and target each specific audience. Key stakeholders include seafarers, shipowners, crew management and supply companies. While each group has unique concerns and responsibilities, all messages need to be built on common persuasive pillars.

A. For Seafarers: A Message of Empowerment, Solidarity, and Available Support

For seafarers, who directly face the risk of harassment and bullying, messaging needs to focus on empowerment, building solidarity and providing clear information about support systems.

• Empowerment through knowledge: Seafarers’ rights under international conventions such as the Maritime Labor Convention (MLC) 2006, ILO Convention C190, as well as specific company policies, should be clearly communicated. Particular emphasis is placed on the right to work in an environment free from violence and harassment. This knowledge is the first tool for seafarers to protect themselves.
• Unite and share experiences: Encourage story sharing (anonymously if desired) to break down the isolation that victims often feel. Using videos from influential seafarers on social media will help effectively convey messages of support and empathy from colleagues. When seafarers see that they are not alone, they will have more courage to speak up.
• Easy-to-access support system: Provide clear, understandable and accessible information about reporting channels (both on board and ashore, including confidential hotlines such as ISWAN’s SeafarerHelp) and support services (psychological counselling, union support). IMO’s Interactive World Map will be a key tool in this, helping seafarers locate support resources by geographical location and flag state.
• Reporting is an act of courage: It is necessary to change perceptions, viewing reporting not as a disruptive act but as a courageous act, a step towards the safety and well-being of the whole group. This helps reduce the fear and stigma associated with speaking up.

An important element of communication to seafarers is the normalization of seeking help when experiencing harassment and actively promoting bystander intervention as a collective responsibility to maintain an environment of respect. A culture of silence and fear of retaliation often prevents both victims and witnesses from taking action. Therefore, empowering bystanders to take action (e.g., report, support the victim, or safely challenge the behavior) can significantly change the dynamics of a situation and reduce the burden on the victim alone. In parallel, the normalization of seeking help (e.g., “it’s okay when you’re not okay,” “seeking support is a sign of strength”) counters the “tough guy” culture in the maritime industry that may discourage it. The messages provide safe, concrete ways for bystanders to intervene and emphasize the positive impact that collective action can foster a more proactive and supportive shipboard community. Therefore, campaign materials for seafarers should include specific, practical guidance on how to be an effective bystander and how to approach support without feeling embarrassed, reinforcing that everyone has a role to play in creating a #MyHarassmentFreeShip.

B. For Shipowners: Emphasizing Responsibility, Moral Imperatives and the Business Benefits of Action

Shipowners play a key role in shaping the working culture on board ships. The message to them should emphasize legal and ethical responsibilities, while also pointing out the practical business benefits of building a harassment-free work environment.

• Ethical and moral responsibilities: Creating a safe and respectful work environment is a moral imperative. Protecting the dignity and welfare of seafarers is paramount. This is the basic foundation of a responsible business.
• Legal and regulatory obligations: Compliance with international conventions (MLC, STCW, SOLAS/ISM, ILO C190) and national laws is mandatory. Failure to comply will result in significant legal and financial risks, including fines, litigation and reputational damage.
• Compelling business benefits:

• • Enhance safety: Minimizing harassment contributes to minimizing accidents and improving safety culture on board ships.4 A seafarer working in a psychologically safe environment will focus more on work, minimizing errors.
  • Improve crew retention and attraction: A positive working environment helps retain experienced seafarers and attract new talent, especially women.12 This helps reduce recruitment and retraining costs.
  • Increase productivity and efficiency: Mentally healthy and respected seafarers will work more focused and productively.
  • Reduce costs: Reducing incidents of harassment means reducing the costs of investigations, legal fees, and potential settlements. Although a direct reduction in P&I premiums is not specified, overall risk reduction is an important factor.
  • Reputation benefits: Being known as a responsible employer helps enhance brand image and strengthen the trust of stakeholders, including customers and investors.

• Call to action: Shipowners need to strengthen policies, invest in comprehensive training, ensure robust reporting and investigation mechanisms, and demonstrate clear leadership in driving change.

It is important to view anti-harassment measures not just as a compliance cost but as a strategic investment. Companies tend to view HR and compliance initiatives primarily through the lens of cost. However, the data clearly shows the negative operational and financial impacts of harassment (accidents, high turnover, low productivity). Conversely, proactive anti-harassment measures can mitigate these negatives and promote the positives (safer operations, higher employee retention, better morale and productivity). The International Labor Organization (ILO) also asserts that addressing violence and harassment improves business performance. Therefore, spending on strong policies, training and support systems should be seen as an investment that protects assets (human and physical), enhances operational performance and minimizes long-term liabilities. Communications materials (e.g., fact sheets, case study outlines) should clarify or quantify the return on investment (ROI) of anti-harassment programs, shifting the conversation from mere moral obligation to strategic business advantage.

C. For Seafarer Management and Supply Companies: Highlighting Their Role in Proactive Prevention and Seafarer Welfare

Crew management and supply companies (hereinafter referred to as crew supply companies) act as an important bridge between crew members and ship owners. The message for them needs to focus on their key role in ensuring the welfare and protection of seafarers right from the recruitment stage and throughout the employment process.

• Gatekeepers of quality and welfare: Emphasize their important role in the recruitment and placement process, ensuring seafarers are sent to work on ships with clear anti-harassment policies and supportive working environments.
• Duty of Care: Highlight their responsibilities in preparing seafarers for boarding, including providing information about the shipowner’s rights, anti-harassment policies, and available reporting mechanisms.
• Ship owner appraisal (Principals): Encourage seafaring companies to evaluate the anti-harassment policies and work cultures of the shipowners they work with. This helps ensure that they do not unintentionally expose seafarers to hazardous work environments.
• Potential support channels: Position them as a trusted channel for seafarers to report concerns, especially if onboard reporting channels are compromised or if seafarers fear reporting directly to the shipowner.
• Cooperation with ship owners: Foster partnerships between crewing companies and shipowners to ensure consistent messaging and effective implementation of anti-harassment measures.

Although the role of seafaring companies in combating harassment has not been addressed in detail in the literature, they are an important, often overlooked, anchor for driving industry-wide improvements in seafarer welfare and safety standards. Seafarer supply companies are the main interface for a large number of seafarers entering employment. They have commercial relationships with many shipowners. If major seafaring companies uniformly adopt standards to validate shipowners’ anti-harassment policies or require basic awareness training for seafarers before boarding a ship, this could create significant pressure on shipowners to comply and raise standards across the industry. They can also act as an alternative, potentially more reliable reporting line for seafarers hesitant to use internal company systems. IMO’s campaign and related communications should therefore develop messages and guidance targeting seafaring companies, highlighting their potential contributions and responsibilities in creating harassment-free ships, thereby enabling them to become key partners in this initiative. Document refers to the shipowner/manager’s responsibilities towards foreign seafarers, implicitly implying the involvement of supplier companies in their recruitment.

D. Core Pillars of Persuasion: Safety, Dignity, Respect, Professionalism and Intolerance

These five pillars should be the foundation of all media narratives, consistently reinforced across all audiences and materials:

• Safety: Harassment is a safety issue, affecting both personal welfare and operational safety. A psychologically unsafe work environment will lead to physical safety risks.
• Dignity: Every seafarer has the right to be treated with dignity. Harassment is an affront to human dignity.
• Respect: A culture of respect is the foundation for a healthy workplace. Respecting each individual’s differences and contributions is essential.
• Professionalism: Harassment is unprofessional behavior and has no place in a professional maritime environment. Professionalism requires respect and proper conduct.
• Zero Tolerance: This must be a clear, unambiguous position and actively enforced. Any form of harassment will not be tolerated.

These pillars are not independent values ​​but they link and reinforce each other. A focus on professionalism supports respect; Respect fosters dignity; dignity and respect are prerequisites for safety; and a zero-tolerance policy underpins all of that. Achieving a “harassment-free ship” is not just about eliminating negative behaviors but also about cultivating a positive culture instead. This positive culture is built on these interconnected pillars. For example, if professionalism is emphasized, behaviors that constitute harassment (which are inherently unprofessional) will be less likely to be tolerated. If respect is a core value, actions that undermine dignity will be challenged. A safe environment (both psychologically and physically) allows individuals to maintain these values ​​without fear. Zero tolerance policies provide clear boundaries and enforcement mechanisms that protect these values. Communications should therefore not treat this as a list of buzzwords but rather integrate them into a coherent narrative, illustrating how they work together to define the desired maritime culture. For example: “A truly professional maritime environment is where every seafarer is treated with dignity and respect, ensuring their safety and wellbeing. That’s why we have a zero tolerance policy towards harassment.”

III. Building a Stronghold Against Harassment: An Industrywide Framework for Action

For the “My Harassment Free Ship” campaign to truly create sustainable change, a clear and comprehensive framework for action, supported by international regulations and best practices, is needed. This framework must define responsibilities and specific steps for each stakeholder, especially shipping companies.

A. Legal Guide: International Conventions (MLC, STCW, C190) and National Legal Obligations

The foundation for any anti-harassment action in the maritime industry must be based on international conventions and applicable national laws. Understanding and complying with these regulations is a fundamental responsibility of all parties.

• Maritime Labor Convention, 2006 (MLC, 2006): This Convention establishes the rights of seafarers to decent working and living conditions. Although initially not as explicitly focused on harassment as the newer instruments, the MLC 2006 requires member states to ensure that their laws respect the fundamental right to eliminate discrimination in employment. The Convention mandates on-board and shore-based complaints procedures, which can be used for harassment complaints. Later amendments have incorporated health and safety aspects, now explicitly including ‘matters arising from harassment and bullying’. Document also noted that the MLC 2006 contained clear guidelines against harassment, sexual harassment, bullying and discrimination against women.
• International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW): This is an important legal tool. Amendments to the STCW Code (Table A-VI/1-4) were adopted at MSC 108 to prevent and respond to violence and harassment, including sexual harassment, bullying and sexual assault. These amendments equip seafarers with knowledge and understanding of these issues and how to prevent/respond. These amendments are expected to take effect on January 1, 2026. A proposal to introduce a requirement in Regulation I/5 of the STCW (National Regulations) to take action in cases of sexual assault, with the potential to revoke the certificates of convicted offenders, is being considered.
• ILO Violence and Harassment Convention, 2019 (No. 190) and Recommendation No. 206 (R206): This Convention recognizes the right of everyone to work in a world free of violence and harassment, including gender-based violence and harassment. It applies to all industries, including maritime. The Convention places the onus on companies to develop policies to eliminate violence and harassment. It also gives unions and seafarers the obligation to help ensure inappropriate behavior does not occur, as well as the right to report and be protected from retaliation.
• International Safety Management Code (ISM Code) (according to SOLAS): Although not directly about harassment, the ISM Code requires companies to establish a safety management system (SMS). Measures to address violence and harassment (policies, procedures for prevention, reporting, response, victim care, protection against retaliation) can and should be integrated into SMS. This directly links harassment prevention to ship safety. Chapter V of SOLAS also requires governments to ensure that ships are adequately and efficiently staffed for safety, and Chapter IX mandates compliance with the ISM Code.
• National Legal Obligations (Example: Vietnam): The Vietnam Labor Code (2019, effective from 2021) defines sexual harassment and prohibits this behavior. Decree 145/2020/ND-CP explains in more detail, including verbal, non-verbal, physical and electronic harassment. Employers must develop and implement measures to prevent sexual harassment and prescribe disciplinary measures, including dismissal. There are regulations regarding statutes of limitations and disciplinary procedures. Discrimination and harassment in the workplace (bullying, intimidation) are also covered, and failure to address them is an offence.

An important point to note is the growing convergence between safety and anti-harassment regulations. There is an increasingly widespread recognition, reflected in regulatory updates (STCW, ISM guidance), that harassment is not just an HR or welfare issue but is also a fundamental safety concern. The ISM Code is a well-established, mandatory framework for ship safety management. Companies are familiar with their audit and compliance requirements. Harassment has been shown to have a negative impact on safety. By recommending the inclusion of anti-harassment measures in the Safety Management System (SMS), regulators are leveraging a robust, existing system to ensure these measures are implemented, monitored, and audited with the same level of rigor as other safety protocols. This reframes harassment prevention as a core component of ship safety, rather than an optional add-on, and facilitates more systematic implementation and monitoring. The upcoming STCW amendments (January 2026) provide a hard deadline and further impetus. Communications messages to companies should therefore emphasize this integrated roadmap, showing them how to leverage their existing SMS to effectively achieve their anti-harassment goals.

B. Blueprint for Shipping Companies: A Phased Approach

To realize a “non-harassment ship”, shipping companies need a specific, structured course of action. Although there is no single document that explicitly provides a “phased approach,” the essential elements for such a plan can be compiled from best practices and international recommendations. Below is a suggested framework, presented as a detailed action plan:

Table 2: Action Plan: Key Elements of a Corporate Anti-Harassment Program

Stage/Area	Action Items	Specific Details	Reference Source
I. Policy Platform & Leadership Commitment	1. Commitment from senior leadership	Publicly support the zero-tolerance policy from the CEO/Board of Management.	8
	2. Develop/Update policies	Written policy: clear definition (all forms of harassment), specific examples, non-retaliation statement, guarantee of confidentiality. Use the harmonized term “violence and harassment, including sexual harassment, bullying and sexual assault”.	8
	3. Policy accessibility	The policy is translated and accessible to all seafarers in their native language.	10
	4. Policy integration	The policy is integrated into the Safety Management System (SMS).	14
	5. Policy review	Periodic policy review schedule.	23
II. Awareness Raising, Training & Culture Building	6. Comprehensive & continuous training	Compulsory for all seafarers of all ranks and shore personnel associated with seafarers.	23
	7. Training content	Company policies, legal rights/responsibilities, recognizing forms of harassment/bullying, impact of harassment, bystander intervention skills, conflict resolution, gender sensitivity, cultural diversity, communication skills.	7
	8. Training methods	Interactive, scenario-based, role-playing, not just passive learning. Regular refresher courses, not one-time training sessions.	40
	9. Specialized training	Specialized training for Captains, officers and managers on their responsibilities in prevention, reporting and investigation.	3
	10. Leadership involvement	Leaders participate in training to demonstrate commitment.	46
	11. Awareness campaign	Use posters, videos, and regular communications to reinforce the message. Promote #MyHarassmentFreeShip.	10
III. Implement Reporting & Response Mechanism	12. Establish a reliable reporting channel	Multiple options: Designated onshore person (DPA), immediate supervisor (if not involved), hotline/email/anonymous digital platform, third-party reporting.	3
	13. Communication about reporting channels	Ensure accessibility and clear communication of these channels during onboarding and regularly thereafter.	23
	14. Prompt, fair & thorough investigation	Establish a clear, documented investigation process.	8
	15. Investigators are trained and impartial	Appoint trained, impartial investigators (internal or external). Avoid conflicts of interest.	23
	16. Confidentiality in investigation	Ensure confidentiality for all parties throughout the process.	8
IV. Support, Accountability & Continuous Improvement	17. Comprehensive support for victims	Immediate safety measures if necessary. Access to medical care (including mental health services), counselling, welfare staff, peer support.	7
	18. Information about external support sources	Provide information about external sources of support (hotlines, legal advice).	23
	19. Accountability of violators	Apply consistent and fair disciplinary measures, according to policy, if the allegation is substantiated. Can range from warning to dismissal. Consider rehabilitating the violator if appropriate, in addition to disciplinary action.	8
	20. Monitor, review & improve	Regularly review the effectiveness of policies and procedures. Collect feedback from seafarers (e.g. anonymous surveys, exit interviews). Monitor incident data (with appropriate security protections) to identify trends and areas for improvement. Adjust program based on feedback and changing needs/regulations.	23

This action plan emphasizes the need for a “systems approach” rather than individual interventions. Effective anti-harassment programs are not just a set of individual policies or training sessions, but an integrated system in which each component supports and strengthens the others. Leadership, policy, training, reporting, investigations, support and accountability must work in unison. A strong policy is useless if not communicated through training. Training will not be effective without reliable reporting channels. Reporting channels will fail if investigations are unfair or if there is no protection from retaliation. Investigations that lead to conclusions are meaningless without accountability for offenders or support for victims. None of this works without real commitment from leadership that underpins the entire system. Therefore, a fragmented approach (e.g., just conducting training without a robust reporting system) is likely to fail. Success depends on comprehensive, systematic implementation. Companies should be encouraged to adopt this integrated, systems approach, avoiding a “check-the-box” mentality to comply.

C. Empowering Seafarers: Protecting Rights, Encouraging Reporting and Promoting Bystander Intervention

Seafarers are not only subjects in need of protection but also active agents in building a harassment-free culture. Empowering them is a key factor.

• Know your rights: Educate seafarers about their rights under international law (MLC, C190), flag state laws and specific company policies. This knowledge is the first weapon for self-protection.
• Speak Up & Report: Encourage timely reporting of any harassment they experience or witness, using available channels. They should be reassured about security and anti-retaliation measures.
• Record the problem: Advise seafarers to record details of incidents (date, time, location, what was said/done, witnesses) if it is safe to do so, as this may be vital to investigations.
• Bystander Intervention / Allyship: Provide training and encourage seafarers to act as active bystanders:

• • Recognize early warning signs of bullying/harassment in co-workers (changes in behavior, isolation, low morale).
  • Safely intervene or assist the victim.
  • Report witnessed incidents.
  • Nurturing “crew courage” and allyship.

• Find support: Encourage the use of onboard and external support networks (welfare organizations, trade unions, hotlines).

Empowering seafarers goes beyond informing them about their rights and support systems, and equips and encourages them to be active participants in creating and maintaining a respectful work culture, including through safe bystander interventions. A purely top-down approach to culture change has limitations. Engaging seafarers themselves as change agents can create a broader and more sustainable impact. This includes moving beyond being just a potential victim or passive recipient of policies. By providing knowledge (rights), tools (reporting mechanisms, documentation advice) and encouragement (bystander intervention, allyship), seafarers can actively contribute to preventing harassment and supporting affected colleagues. This promotes a sense of collective responsibility and ownership of the environment on board. Communication materials for seafarers should therefore be empowering in tone and content, offering practical, actionable steps they can take to protect themselves and contribute to a positive culture.

D. Rudder of Change: The Indispensable Role of Leadership (Captain, Senior Officer, Executive Director)

Real cultural change in the maritime industry can only happen with strong commitment and action from leadership. From company CEOs to Captains and senior officers on board, their role is indispensable.

• Setting “Tone from the Top”: Leaders at all levels – from company CEOs to Captains and senior ship officers – must publicly and strongly support a zero-tolerance policy and a culture of respect.
• Set an example: Leaders must set an example with respectful behavior and challenge any instances of harassment or bullying they witness. Their actions have a greater impact than words.
• Ensuring effective policy implementation: Managers and supervisors are responsible for ensuring anti-harassment policies are understood and followed within their area of ​​responsibility. This includes promoting training and supporting the reporting process.
• Resource allocation: Leadership must ensure adequate resources (time, budget, personnel) are allocated to training, investigations, and effective support mechanisms.
• Forcing violators to take responsibility: Leadership must ensure that complaints are taken seriously and appropriate action, including disciplinary measures, is taken when harassment is substantiated, regardless of the violator’s rank.
• Promote open communication: Foster an environment where seafarers feel safe to voice concerns without fear of retaliation.

Leadership is the decisive factor for cultural transformation. If leadership is not truly committed and actively involved, even the best-crafted policies and training programs will fail. Conversely, strong, principled leadership can drive significant cultural change. High rate of harassment caused by superiors (67% according to 6) makes leadership reform especially important. Leaders (especially on ships, such as Captains and Chief Engineers/Chief Officers) hold significant power and influence over the shipboard environment. Their behavior sets the standard for what is acceptable. If leaders tolerate, ignore, or commit harassment, it signals to the rest of the crew that such behavior is permitted, undermining any official policy. Word statistics Showing that supervisors are often the perpetrators of harassment is a clear indicator of this problem. Therefore, any successful anti-harassment strategy Right starting with ensuring real buy-in, accountability and behavioral change from leadership levels. A key component of the communications strategy must target leaders, emphasizing their personal and professional responsibilities, the risks of inaction (including personal liability in some jurisdictions), and the benefits of proactive leadership. Leadership training should be a core component of any company program.

IV. Overcoming Challenges: Breaking Barriers Toward a Culture of Harassment Free

Implementing anti-harassment measures and promoting cultural change in a unique industry like maritime is not easy. Many psychological, cultural and structural barriers need to be identified and overcome.

A. Breaking the Silence: Strategies for Addressing Underreporting and Building Trust

One of the biggest challenges is the lack of reporting of incidents of harassment and bullying. The main barrier is fear – fear of retaliation, isolation, losing your job, being labeled a troublemaker, or not being trusted. Lack of trust in existing reporting systems and uncertainty about the process also contribute to this situation. As many as 48% of people who experienced harassment did not report inappropriate behavior to their employers.

To build trust and encourage reporting, the following strategies should be applied:

• Strong anti-retaliation policy: Clearly state and strictly enforce policies that protect complainants and witnesses from all forms of retaliation. This must be widely communicated and become an unbreakable company commitment.
• Confidential and anonymous reporting channel: Provide multiple reporting options, including channels that allow for anonymity (e.g., third-party hotlines, digital platforms, direct mail to Designated Person onshore – DPA). This helps reduce the fear of having your identity revealed.
• Clear support from leadership: Leadership must publicly support reporting and ensure that all complaints are taken seriously and investigated fairly. This commitment must be expressed through concrete actions, not just words.
• Transparent (but still secure) process: While maintaining confidentiality for individuals, the overall process for handling complaints must be transparent and clearly communicated so that seafarers understand what to expect when they report an incident. This helps reduce uncertainty and anxiety.
• Training on reporting processes: Ensure seafarers are trained on how and where to report, as well as what they can expect during the investigation.
• Feedback and follow-up: Provide feedback to the complainant (to the extent permitted by confidentiality) on the progress and results of the investigation. This shows that their complaints are taken seriously.

Building trust is a continuous process, requiring perseverance and consistency on the part of the company. When seafarers see that reporting leads to fair and effective action, and that they are protected, the culture of silence will gradually be broken.

B. Overcoming Cultural and Psychological Barriers: Building a Respectful Multicultural Environment

The working environment on board ships often has a diversity of nationalities and cultures, which can lead to misunderstandings, prejudices and conflicts if not managed well. Cultural and psychological barriers can exacerbate harassment and make reporting difficult.

• Cultural barriers:

• • Differences in behavioral awareness: What is considered acceptable in one culture may be considered harassment in another.
  • Language: Language barriers can cause communication difficulties, misunderstandings and even incident reporting.
  • Rigid hierarchical structure: In some cultures, challenging or reporting to superiors is unthinkable.
  • Gender and racial prejudice: These stereotypes can lead to discrimination and harassment.
• Psychological barriers:
  • Fear of isolation: In a closed environment on a ship, becoming an “outsider” after reporting is a big fear.
  • Feelings of shame or self-blame: The victim may feel ashamed or consider themselves at fault.
  • Normalize bad behavior: Sometimes, some harassment is considered “normal” or “just joking” in a harsh work environment.
  • Lack of confidence or coping skills: Especially for shy, introverted seafarers, confrontation or reporting can be difficult.

Strategies to overcome these barriers:

• Cultural diversity and gender sensitivity training: Help seafarers understand and respect cultural differences, recognize and avoid behavior that may cause offense or misunderstanding. Gender sensitivity training helps break down stereotypes and promote equality.
• Promote open and respectful communication: Encourage dialogue, listening and understanding among crew members. Regular meetings where seafarers can express concerns can create a more inclusive atmosphere.
• Team building and engagement activities: Social activities on board can help build good relationships and mutual understanding between seafarers of different cultures.
• Buddy System: Pair seafarers, especially those who are new or from a minority group, with a more experienced colleague to support integration and conflict resolution.
• Language support: Provide materials in multiple languages, use translation apps when necessary, and encourage learning basic phrases in the lingua franca on the ship.
• Leading by example: Captains and officers should show respect for all cultures and intervene when there are signs of misunderstanding or cultural conflict.
• Provide psychological support resources: Ensure seafarers can access counseling services and mental health hotlines to address personal issues and stress caused by the working environment.

Creating a truly respectful multicultural work environment requires constant effort and participation from everyone. When mutual understanding and respect are promoted, the risk of harassment due to cultural differences is significantly reduced.

C. Technology as an Ally: Technical Solutions to Support Prevention and Reporting

Technology can play an important role in supporting harassment prevention and reporting efforts in the maritime industry, especially in isolated and highly mobile work environments such as on ships.

• Anonymous digital reporting platform:

• • Mobile applications or web platforms allow seafarers to report incidents confidentially or anonymously, anytime, anywhere. This is especially useful when traditional reporting channels are unavailable or unreliable.
  • These systems can be designed to collect detailed information about the incident, including time, location, description, and evidence (if available), while ensuring confidentiality for the reporter.

• Hotline and online support service:

• • Welfare organizations such as ISWAN offer a 24/7, multilingual SeafarerHelp hotline, accessible via phone, email, online chat, WhatsApp.
  • Online psychological counseling services are also increasingly popular, helping seafarers access professional support without having to meet face to face.

• Online training tools (E-learning):

• • Online courses on harassment prevention, cultural diversity, and communication skills can be deployed in a flexible and cost-effective manner, allowing seafarers to learn at their own pace.
  • Interactive, scenario-based modules can help improve training effectiveness.

• Translation and communication applications:

• • Translation apps can help overcome language barriers in reporting or seeking help.
  • Secure onboard communication platforms (if properly provided and managed) can facilitate information exchange and community building.

• Data monitoring and analysis system (with privacy considerations):

• • Collecting and analyzing anonymous data on harassment incidents (e.g., through anonymous reports) can help companies identify trends, high-risk areas, and evaluate the effectiveness of interventions. However, this must be done carefully to ensure privacy and avoid data misuse.

• IMO Interactive World Map: As mentioned, this tool will use technology to provide information about support resources by each flag country, making it easier for seafarers to seek help.

While technology offers much potential, implementing these solutions needs to be accompanied by clear policies, adequate training and commitment from leadership. It is necessary to ensure that technology tools are easy to use and accessible (especially when it comes to internet connectivity at sea) and actually serves the purpose of protecting seafarers.

D. Sustained Commitment: A Long-Term Strategy for Comprehensive Cultural Change

Cultural change is a long-term process, requiring sustained commitment and comprehensive strategies, not just short-term measures.

• Leadership commits and sets a continuous example: Cultural change must originate at the top and be sustained consistently. Leaders not only make policies but also must actively implement, monitor and adjust.
• Integration into Safety Management System (SMS): Including harassment prevention measures in company SMS ensures that they are taken as seriously as other safety issues, audited and continuously improved. This creates a structural framework for sustainable change.
• Periodic and continuous training and awareness raising: Training should not be a one-time event but must be repeated, updated and adjusted to fit the real situation and maintain vigilance.
• Measure, evaluate and continuously improve:

• • Conduct periodic (anonymous) surveys on work culture, crew satisfaction and perceptions of harassment.
  • Monitor data on reported incidents (ensuring confidentiality) to identify trends and evaluate the effectiveness of interventions.
  • Use feedback from seafarers to improve policies and programs.

• Promoting diversity and inclusion (D&I): A diverse workforce and an inclusive work environment, where everyone feels respected and appreciated, is less likely to have harassment. D&I programs need to be invested in and developed.
• Industry-wide cooperation: Share best practices, lessons learned and resources among companies, industry organizations, unions and regulators to create a stronger, coordinated effort.
• Changing awareness from the roots: Address underlying factors that cause harassment, such as excessive work stress, power imbalances, and toxic cultural norms. This may include reviewing work structures, resource allocation and management style.
• Creating “Crew Courage”: Encourage and enable seafarers to recognize worrying situations and take action to assist victims, even when others do not intervene. This requires building a shared sense of responsibility and clear workplace norms.

Cultural change is not a goal that can be achieved overnight. It requires patience, ongoing investment and engagement from all levels of the organization and industry. The “My No Harassment Ship” campaign is an important first step, but to maintain momentum and achieve sustainable results, long-term strategies and an unwavering commitment are needed.

V. Conclusion and Recommendations: Working Together towards a Safer and Respectful Maritime Industry

The International Maritime Organization’s “My Harassment-Free Ship” campaign is a powerful and timely call, reflecting the urgent need to tackle the harassment and bullying that undermines the foundation of the maritime industry – the seafarers themselves. The above analysis has revealed the severity of the problem, the campaign goals and tools, as well as the communication strategies and actions needed from all stakeholders.

Key points that need to be emphasized:

1. Harassment and bullying are an alarming reality: It causes serious harm to the mental health, physical health, careers of seafarers and overall maritime safety.
2. The IMO campaign provides an important framework: With clear goals, strong messaging and supporting tools like the Interactive World Map, the campaign creates a platform for the maritime community to take action.
3. Multi-audience communication is key: There needs to be appropriate, convincing messages aimed at seafarers, shipowners and crew supply companies, based on the core pillars of Safety, Dignity, Respect, Professionalism and Zero Tolerance.
4. Corporate-level action is fundamental: Shipping companies must lead the way by developing and enforcing strong anti-harassment policies, investing in training, establishing reliable reporting channels and ensuring accountability. Integrating these measures into the Safety Management System (SMS) is a strategic move.
5. The role of leadership is indispensable: Commitment and setting an example from the highest levels of leadership to officers on board is the deciding factor in the success of any culture change effort.
6. Overcoming barriers requires comprehensive efforts: Specific strategies are needed to address underreporting, cultural and psychological barriers, and leverage technology as an enabler.
7. Cultural change is a long-term commitment: There is no quick solution; It takes perseverance, continued investment and industry-wide cooperation.

For the “My No Harassment Ship” campaign to truly create a lasting legacy, the following recommendations need to be seriously considered and implemented:

For crew members:

• Actively learn and protect your rights: Stay informed about company policies and international conventions.
• Courage to speak up: Report harassment and bullying you experience or witness. Use available reporting channels.
• Become an active ally: Support your colleagues, safely intervene when you witness inappropriate behavior, and help build a respectful work environment.
• Use support resources: Don’t hesitate to seek help from welfare organizations, trade unions, or consulting services when needed.

For ship owners and crew management/supply companies:

• Strong commitment from the highest level of leadership: Publicly declare and demonstrate through action a zero-tolerance policy toward all forms of harassment and bullying.
• Develop and implement comprehensive policies:

• • Refer to Table 2: Action Plan to ensure key elements are included.
  • Ensure policies are easy to understand, accessible in the crew’s native language and integrated into SMS.

• Invest in high quality and continuous training: Training must be interactive, based on real-life situations and periodically reinforced for all seafarers and relevant staff. Special attention is paid to training for managers and officers.
• Establish a diverse, confidential and reliable reporting system: Ensure seafarers have multiple options to report safely and are protected from retaliation.
• Ensuring a fair, quick and thorough investigation process: Handle all complaints seriously and professionally.
• Provide comprehensive support to victims: Includes medical, psychological and legal support if needed.
• Promote a culture of diversity, inclusion and respect: Consider this a core element of business operations.
• Cooperate with crew supply companies (for ship owners) and appraise ship owners (for supply companies): Ensure anti-harassment standards are maintained throughout the labor supply chain.
• Continuous measurement and improvement: Regularly evaluate the effectiveness of programs and adjust as necessary based on feedback and data.

For industry organisations, trade unions and regulatory bodies (including IMO):

• Continue to promote and monitor the implementation of international conventions: In particular MLC 2006, STCW (with new amendments) and ILO C190.
• Support the development and dissemination of guidance, training and best practice materials.
• Develop and maintain Interactive World Map: Ensure the accuracy, comprehensiveness and up-to-dateness of data so that it is truly a useful tool for seafarers.
• Encourage research and data collection: To better understand the nature and scale of the problem, as well as the effectiveness of interventions.
• Facilitate dialogue and collaboration between all stakeholders.

The “My No Harassment Ship” campaign is more than just a slogan. It is a commitment towards a profound and necessary change. By working together, with determination and perseverance, the global maritime community can make the vision of truly safe, respectful and harassment-free ships a reality, for a better future for all those who dedicate their lives to the seas.

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