When the Silent Ones Leave: Addressing bullying, harassment and the hidden loss of talent at sea

For cadets, joining their first vessel should be the start of both an adventure and a lifelong career. The excitement of stepping onboard for the first time, the pride of wearing a uniform, and the opportunity to learn from experienced crew members should create a sense of belonging and ambition.

But for some, that dream ends far earlier than expected, not because of the work itself, but because of how they are treated onboard. The reality of bullying, harassment, and exclusion can quickly replace enthusiasm with disillusionment.

At MHSS, we have spoken to numerous cadets who made the difficult decision not to continue their maritime careers after their very first contract. Often, the reason isn’t physical hardship or the challenging work environment, it’s the repeated experiences of feeling undervalued, dismissed, or even targeted.

“It wasn’t the long hours that got to me, it was the way I was spoken to every day” shared one former cadet. 

“By the end of the contract, I knew I couldn’t spend my life in that kind of environment.”

The unspoken losses

When cadets walk away, the maritime industry loses more than a worker. It loses years of potential skill, leadership, and the diverse perspectives that drive progress.

This loss is especially significant when it affects women, people from minority backgrounds, and those with medical conditions such as chronic illnesses, disabilities, or mental health challenges - anything that can make seafaring more difficult or increase the risk of exclusion. Losing these voices not only impacts diversity but weakens the industry’s ability to adapt, innovate and thrive.

One cadet recalled:

“I was told I had to ‘toughen up’ and stop asking questions. But how do you learn if you can’t ask? I started staying silent, and that’s when I realised I wasn’t growing, I was just surviving.”

Even “big names” are not immune

Bullying and harassment issues can arise in any organisation, regardless of size or reputation. In fact, even well-established and respected shipping companies have faced challenges where crew felt unsafe or unsupported. A strong reputation should not lead to complacency - continuous focus and open communication are essential.

A female officer told us:

“People assume that because it’s a major company, nothing like that could happen. But it does. And sometimes the bigger the name, the harder it feels to speak up.”

The hidden link to safety

For an industry facing a skills shortage, the loss of junior crew is a significant setback. But the problem is not only about retention.

A hostile workplace also impacts vessel safety.

When crew feel intimidated, humiliated, or unsupported, they may hesitate to:

• Ask for help or clarification.
• Report mistakes or near misses.
• Speak up about unsafe practices.

In a safety-critical industry, this hesitation can have severe consequences. Psychological safety, the feeling that one can speak up without fear of ridicule or retaliation, is just as important as feeling physically safe.

Mental health consequences

Beyond operational risks, the human cost of bullying and harassment is severe. Cadets and junior crew who experience bullying and harassment often report:

• Anxiety and stress-related physical symptoms.
• Insomnia and constant hypervigilance.
• Depression and withdrawal from social interaction.
• Loss of confidence and self-esteem.

For some, these effects can persist long after they have left the vessel.

One woman who left the industry after her first year said:

“I used to be confident and outgoing. Now I’m second-guessing everything I say. It’s not just about the job, it changes who you are.”

What owners and managers can do

Creating a workplace culture where cadets, women, and underrepresented seafarers can thrive is not just about fairness, it’s about building a safer, stronger, and more sustainable industry.

We recommend:

• Pairing cadets with trained, supportive mentors.
• Intervening quickly when unprofessional behaviour is observed.
• Creating regular, structured opportunities for cadets to provide feedback during their contract.
• Publicly reinforcing zero tolerance for bullying and harassment, not only in policies, but in daily practice.
• Ensuring that diversity and inclusion are integrated into leadership training, not treated as optional add-ons.

One captain told us:

“When cadets feel welcome, they work harder, learn faster, and stay in the industry. That’s good for them, and it’s good for the ship.”

Final thoughts

Bullying at sea is not always loud or obvious. Sometimes it is the quiet sidelining of a young cadet, the daily dismissive remarks, or the silent agreement among crew not to speak up. But its effects are loud and lasting.

If the maritime industry truly wants to retain its brightest young talent, it must go beyond training cadets in navigation and seamanship. It must also train leaders to create safe, respectful, and inclusive environments where cadets, and all crew, can thrive.

Because when the dream ends too soon, we don’t just lose a cadet. We lose the future of the industry.

Investing in seafarers is a long term commitment, by the seafarer, by the company and by the industry. Let’s all pull together to make that commitment a successful one for everyone involved.