Harassment and Bullying Onboard Ships: Stop It Now

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Category: Enseñanzas náuticas, formación, cursos

Published on Friday, 10 April 2026 04:56

Written by Administrator2

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QUICK ANSWER: WHY HARASSMENT AND BULLYING ONBOARD MUST BE PREVENTED

Harassment and bullying are not just personal disputes — they are recognized occupational health and safety hazards with direct consequences for vessel safety, crew performance, and individual mental health. On a ship, there is no exit at the end of the working day. What follows you into the mess room, the cabin, and the watch is the full weight of an unaddressed hostile environment.

Five things to carry with you:
• Every seafarer has the right to work without harassment or bullying — this is not optional or circumstantial
• Both behaviors are covered under the Maritime Labour Convention (MLC 2006), as amended in 2016
• Unintentional conduct can still qualify as harassment — what matters is the effect on the recipient
• Reporting is protected — you cannot be penalized for making a genuine complaint
• Prevention is a shared duty shared by company, officers, and every crew member

❕ Important: These behaviors are classified at the same level as physical workplace hazards. The regulatory system treats them accordingly — and so should you.

HARASSMENT VS BULLYING: WHAT'S THE ACTUAL DIFFERENCE?

The two terms get used interchangeably, but they are not identical. Both are serious, both are covered by the same regulatory framework, and both cause real harm — but understanding the distinction helps you describe what is happening accurately.

Harassment is any conduct — whether deliberate or not — that violates a person's dignity and creates an environment that is intimidating, hostile, degrading, humiliating, or offensive. It is a form of discrimination and typically relates to personal characteristics such as gender, race, nationality, religion, disability, or sexual orientation.

Bullying is a specific form of harassment. It involves hostile or vindictive behavior aimed at making another person feel threatened or intimidated. It is often persistent, unpredictable, and may involve a deliberate misuse of rank or position.

❔ Did you know? Sexual harassment may be deemed to have occurred even when the perpetrator insists it was not their intention. The determining factor is the effect on the person receiving the behavior — not what the other party claims they meant by it.

WHAT COUNTS AS HARASSMENT? SPOT IT FROM DAY ONE

Harassment rarely arrives in an obvious package. Some forms are loud and visible; others are subtle and easy to dismiss as "nothing". What makes conduct harassment is not how dramatic it looks to an observer — it is what it does to the person on the receiving end. If it creates feelings of humiliation, discomfort, fear, or embarrassment, it qualifies.

Verbal, written and social forms

• Mockery, lewd jokes, or remarks targeting race, gender, religion, disability, or sexual orientation
• Offensive language when describing or making fun of someone with a disability
• Comments about physical appearance or personal character that cause distress or embarrassment
• Persistent intrusive questions about marital status, personal life, sexual interests, religion, or ethnic background
• Spreading malicious rumors about someone's personal characteristics or background

Physical and attention-based forms

• Leering, rude gestures, or unnecessary physical contact — touching, grabbing, patting, or brushing up against someone
• Stalking, pestering, spying, or overly familiar behavior that the recipient has not welcomed
• Unwelcome sexual advances or repeated requests for dates
• Any suggestion that career progress depends on providing sexual favors — or that refusing will have consequences
• Threats related to a person's personal characteristics

Digital and electronic forms

• Unsolicited sexually suggestive, hostile, or personally intrusive messages via phone, email, or social media
• Sharing or circulating offensive, suggestive, or threatening material through any channel
• Unwanted contact across digital platforms — persistent messaging after being told to stop

✔ Tip: When in doubt, apply this test: would a reasonable person in the same position find the behavior offensive, humiliating, or intimidating? That standard — not intention — is what regulators and investigators use.

WHAT COUNTS AS BULLYING? MORE THAN RAISED VOICES

The stereotype of the shouting senior officer is easy to recognize. What is harder to spot — and just as damaging — is the systematic kind. The officer who never invites one crew member to briefings. The repeated criticism of work that is objectively fine. The tasks that are below the person's role and clearly intended to demean. Bullying wears many faces onboard, and knowing all of them is the starting point.

Common forms of bullying onboard ships:
• Verbal abuse — shouting, swearing, or using derogatory language, in private or in front of the crew
• Personal insults or belittling of a person's abilities, either privately or in front of others
• Sudden, disproportionate outbursts frequently triggered by minor or trivial matters
• Persistent and unjustified criticism with no constructive or safety-related basis
• Unreasonable task demands — workloads set at levels known to be impossible to meet
• Assigning demeaning or menial tasks that are clearly inappropriate to the person's rank or role
• Removing responsibilities from an individual without any legitimate reason — a way of sidelining someone
• Excluding an individual from team meetings, social events, collective decisions, or planning
• Threatening language or inappropriate comments about appraisals, job security, or career prospects
• Shunning a crew member who is trying to integrate — refusing to acknowledge or include them

❕ Important: A senior officer who uses rank to intimidate a subordinate is not being a tough leader — they are bullying. Rank does not grant authority over another person's dignity.

✔ Remember: Bullying can also happen without any intention to harm. A person who is unaware of the effect their behavior has on others is still responsible for that behavior. Unawareness is not an exemption — it is a starting point for correction.

HIDDEN BULLYING: WHEN ABUSE WEARS A PROFESSIONAL MASK

Shipboard culture has a long history of tough environments and hierarchical communication styles. That history is sometimes used as cover for outright abuse. The most insidious bullying doesn't announce itself — it comes with a plausible explanation attached. Learning to recognize these cover stories is one of the most practical skills a seafarer can develop.

✔ Tip: If the same person repeatedly ends up on the receiving end of these explanations, that pattern is the evidence. One difficult day is not bullying. A pattern of targeting the same individual — is.

✘ Do not accept any framing that redirects the focus from the behavior to the victim's character. That shift is itself a red flag, not a resolution.

CYBERBULLYING ONBOARD: THE SAME DAMAGE THROUGH A DIFFERENT CHANNEL

As connectivity onboard improved, harassment found new pathways. Cyberbullying uses the same platforms that allow seafarers to stay in touch with their families as tools against their colleagues. The digital medium changes nothing about the harm — it just makes it easier to deliver and harder to escape.

What cyberbullying looks like onboard:
• Threatening or abusive emails sent through vessel communication systems
• Unsolicited, suggestive, or harassing messages through personal messaging apps
• Offensive posts on social networks targeting a crew member by name or implication
• Deliberate exclusion from crew group chats or digital team channels without justification
• Forwarding private messages, photos, or personal information to others without consent

❕ Important: Using the ship's communication equipment to harass any crew member is a serious breach of the company code of conduct. This is not a grey area — it results in disciplinary action. The same standard applies to personal devices used during the contracted period of employment.

✔ Tip: Document every digital incident — screenshots, message threads, email chains. Timestamps and dates are critical evidence when making a formal report.

THE SHIP AS A CLOSED WORLD: WHY THIS HITS HARDER THAN ON LAND

A shore worker who experiences harassment can walk out of the building at the end of the shift and physically separate themselves from the problem. A seafarer cannot. The ship is the workplace, the dining room, the recreation space, and the bedroom — all rolled into one — for months at a time. When harassment or bullying takes hold in that environment, it does not stay at work. It follows the victim everywhere on board, around the clock.

This is what regulators call the "closed system" effect, and it is why maritime law treats these issues with the same urgency as physical safety hazards. Industry research consistently shows that interpersonal problems onboard rank among the top contributors to mental health deterioration in seafarers — often above the physical demands of the work itself.

Why the environment amplifies every negative interaction

• No physical separation — harasser and victim eat, work, and rest a few cabins apart
• No temporary escape — even during off-duty hours, the person cannot leave the environment
• Prolonged contracts — a typical deployment runs for months, making ongoing abuse inescapable
• Distance from support — family, friends, and professional support are thousands of miles away
• Cultural mix — crews from different countries carry different expectations around acceptable conduct, raising the risk of misunderstandings escalating

Fatigue — a contributing factor, never an excuse

There is a well-documented link between chronic crew fatigue and hostile behavior patterns. When sleep is inadequate, cognitive function drops and emotional regulation suffers. This makes people short-tempered, prone to disproportionate outbursts, and less aware of the effect their behavior has on others. This is not an excuse for bullying — it is a systemic condition that well-run vessels actively manage. A culture where work and rest records are falsified is also a culture where abuse is more likely to go unnoticed and unreported.

❔ Did you know? Industry surveys consistently show that a substantial share of active seafarers show signs of depression, burnout, or chronic fatigue — and that crew dynamics and interpersonal friction are among the leading drivers. These are not personal failures. They are predictable outcomes when a hostile environment is not addressed.

A generational shift is also underway. Younger seafarers increasingly expect constructive feedback and an inclusive working environment — not the aggressive communication styles that older hierarchies sometimes normalized. That shift is supported by regulation, by ILO policy, and by an industry that cannot afford to keep losing trained people to avoidable workplace abuse.

WHAT THE REGULATIONS REQUIRE: THE LEGAL BACKBONE

Harassment and bullying at sea are not just moral failures — they are regulatory violations. The framework behind them has strengthened significantly over the past decade, and the direction of travel is clear: stricter requirements, wider scope, and mandatory training.

MLC 2006 and the 2016 amendments

The Maritime Labour Convention (MLC 2006) is the primary instrument protecting seafarer rights globally — often described as the "fourth pillar" of the international maritime regulatory framework. The original MLC established broad protections for working and living conditions. In 2016, the ILO formally integrated harassment and bullying into its occupational health and safety provisions, entering into force in 2019.

What the 2016 amendments specifically changed:
• National occupational health and safety provisions must take the ICS/ITF Guidance on Eliminating Shipboard Harassment and Bullying into account
• Harassment and bullying are formally classified as health and safety risks — the same category as fire, flooding, or chemical exposure
• Marine casualty and incident investigations must consider whether harassment or bullying contributed to the event
• Shipowners are required to review their Safety Management Systems (SMS) to include documented procedures addressing these behaviors

STCW 2026: mandatory training from January 1, 2026

In May 2024, the IMO adopted Resolution MSC.560(108), introducing mandatory minimum requirements for seafarers to be trained in preventing and responding to violence and harassment. Effective 1 January 2026, this training becomes a certification requirement under the updated Personal Safety and Social Responsibilities (PSSR) component of Basic Safety Training.

This is a meaningful shift. What was previously guidance-based now carries the weight of certification. Seafarers renewing PSSR or undertaking Basic Safety Training on or after January 1, 2026 must complete the updated module — covering violence, harassment, sexual harassment, bullying, and sexual assault. The competent seafarer is now required to demonstrate awareness of reporting procedures as part of their certification, not just their company induction.

PSC spot-checks (2026)

As of 2026, many Port State Control (PSC) regimes — including authorities operating under the Paris and Tokyo Memoranda of Understanding — have added "vessel culture and harassment policies" to their inspection checklists. During PSC spot-checks, inspectors may ask a junior crew member, "How would you report a bullying incident?" If a crew member cannot describe the vessel's reporting steps, the vessel may be recorded with a deficiency under the MLC (Code 17). Make sure every seafarer can briefly explain the reporting procedure — the concise guidance in this article equips crews to pass these spot-checks and is ready for use in briefings, handbooks, or training sessions.

The ICS/ITF Guidance

The guidance produced jointly by the International Chamber of Shipping (ICS) and the International Transport Workers' Federation (ITF) is the reference document companies must follow under the MLC. It commits companies to five foundational principles:

► Use crew feedback and data to identify where problems exist and measure policy effectiveness
► Actively build a culture of inclusion that respects all backgrounds, nationality, and religion
► Treat every complaint seriously — victim-blaming has no place in any stage of the process
► Leadership commitment must come from the top of the company and be visible in action
► Develop policies in cooperation with seafarers and their representative organizations

❕ Important: Port state control authorities, including those in ports with strict MLC enforcement, can act on seafarer complaints directly. Vessels where documented failures to address harassment complaints exist have faced detention. Compliance is not optional.

WHAT THE COMPANY MUST DO: POLICY THAT ACTUALLY WORKS

Not every operator handles this well, and knowing what a functional policy looks like means you can recognize when something is missing. Under the MLC and ICS/ITF Guidance, an anti-harassment policy is not a box-ticking exercise — it is an operational document with teeth.

What the policy must contain

• A commitment statement from the Chief Executive or the person in charge of the company
• A clear statement of the goal: a working environment where the dignity and well-being of every seafarer is respected
• Specific examples of behaviors that count as harassment and bullying — not vague language
• Contact information for reporting incidents — including both onboard contacts and a senior management contact ashore
• The name or role of a senior management member with overall responsibility for the policy
• An explicit cyberbullying statement, making clear it is a serious conduct violation
• A requirement for all seafarers and relevant shore staff to comply

How it must be communicated

► Copies provided to every seafarer on joining — not filed away and forgotten
► Displayed prominently on noticeboards both onboard and in shore offices
► Included in the staff handbook
► Supported by awareness sessions, briefings, or workshops
► Reinforced through posters, literature, and induction materials

✔ Tip: When you join a vessel, ask where the harassment and bullying policy is posted. If no one can point you to it, that is already a management failure worth noting — and, under the MLC, a reportable gap.

✘ Do not assume that a noticeboard poster alone means the policy is effective. Enforceability and willingness to act are what actually protect you. A policy that no one is willing to invoke is decoration.

YOUR RESPONSIBILITIES AS A SEAFARER

You are not just a potential victim or bystander — every seafarer carries active duties in this area, regardless of rank. The MLC and ICS/ITF Guidance are explicit: responsibility for maintaining a harassment-free environment applies to everyone on board.

What every seafarer is expected to do

► Respect the dignity of every colleague regardless of rank, nationality, gender, or background
► Read and comply with the company's harassment and bullying policy
► Know who to approach if a problem arises — the designated contact onboard or the shoreside contact
► Report incidents that affect other crew members — not only those involving yourself
► Support colleagues who are being targeted — isolation makes every situation worse
► Use the company's procedures rather than taking matters into your own hands
► Seek help from seafarers' welfare organizations if onboard channels are not working

A quick self-check — could your own behavior need reviewing?

Not everyone who crosses the line recognizes that they have. These are honest checks, not accusations. If you answer yes to any of them, it's time to reconsider your approach before a formal complaint forces you to:

• Do you raise your voice at colleagues during disagreements or when mistakes are made?
• Are you dismissive, sarcastic, or patronizing toward crew members in front of others?
• Do you believe your way of completing a task is always right — and make sure others know it?
• Do you make jokes at someone's expense that they clearly do not find funny?
• Do you criticize non-safety-critical mistakes repeatedly?
• Do you exclude certain crew members from informal conversations or decisions?
• Have you ever spread negative talk about a colleague to others on board?

❕ Important: If any of this sounds familiar — do not wait. Speak to your line manager and seek guidance before a formal complaint is filed. That is the responsible and professional path forward.

THE BYSTANDER'S DUTY: DO NOT LOOK THE OTHER WAY

One of the most overlooked responsibilities belongs to neither the victim nor the perpetrator. The bystander — the person who witnesses what is happening — holds significant power in whether the situation continues. On a ship, everyone sees more than they say. Silence in the face of harassment is not neutrality. It is permission by inaction.

What a bystander can and should do:
► Report incidents affecting other crew members — the MLC specifically includes bystander reporting as a duty
► Speak to the designated contact on behalf of a colleague who is reluctant to come forward
► Decline to participate in or laugh at offensive remarks — breaking the social reward for the behavior
► Check in with a colleague who is increasingly withdrawn, anxious, or requesting early sign-off
► Make it clear in everyday interactions that certain behavior is not tolerated

✔ Tip: You do not need to confront a bully directly. Reporting to the designated contact is the correct, protected, and effective action. You do not need to make it confrontational — just make it a matter of record.

HOW TO REPORT: PRACTICAL STEPS THAT MAKE A DIFFERENCE

Many seafarers who experience harassment choose to endure it until the end of the voyage and request a transfer — hoping the problem disappears with the next posting. It rarely does. The same behavior continues with the next crew, with no record of prior incidents to inform the response. Reporting is how the cycle ends.

Before you report — get these basics right

► Keep a written personal record — date, time, what happened, who was present
► Save any electronic evidence — messages, emails, screenshots — with timestamps intact
► Identify your designated contact person from the company policy document
► Know that you are entitled to bring another crew member of your choice to any meeting
► Know that your complaint will be treated confidentially and that you are protected against retaliation

Start with the informal route if you are able

If it is safe and appropriate, you may tell the person directly that their behavior is unwelcome and ask them to stop. Many incidents occur because the perpetrator is genuinely unaware of the impact. A calm, direct conversation — ideally witnessed by one other person — can resolve the issue without escalating to a formal process.

Alternatively, speak confidentially to the designated first point of contact, either on board or ashore. This person listens, provides support, and helps you decide whether to proceed — without triggering a formal investigation unless you request one. An informal discussion can often lead to greater understanding and a clear agreement that the behavior stops.

When informal is not enough — move to the formal route

► Report formally to the designated contact person on board
► A meeting will be arranged — you may bring another crew member of your own choosing
► A formal complaint is recorded and investigated in line with company procedures
► The investigation is conducted promptly and objectively — both sides have equal rights to present their account
► Both parties may call witnesses; written records of all decisions are kept
► If the alleged perpetrator is a company shoreside employee, the investigation proceeds through that channel

❕ Important: A victim must never be required to face the alleged perpetrator if they do not wish to. The company is required to provide alternatives. If this protection is not offered, that is a failure of the procedure itself.

✔ Tip: If onboard channels are not trusted or not responding, the MLC gives you the right to report directly to port state authorities or to contact seafarers' welfare organizations. The chain of command does not have a veto over your access to external reporting.

WHAT HAPPENS AFTER YOU REPORT

Knowing what to expect after filing a complaint removes one more barrier to coming forward. The process has specific requirements — and specific protections for everyone involved.

Investigation

All complaints must be investigated promptly and objectively. The process must not start from an assumption of guilt, but it must also not dismiss the complaint without examination. Seafarers do not normally make formal accusations unless they feel genuinely aggrieved.

Safeguards during investigation:
• Both the complainant and the alleged perpetrator have equal rights to present their version of events
• Both parties may be accompanied or represented by a person of their choice
• All hearings are held in confidence
• The company keeps a written record of all decisions taken

Confidentiality

The company must investigate in a way that protects confidentiality throughout. No seafarer who makes a genuine, non-malicious complaint should suffer any repercussion. Where possible, complaints involving sexual harassment should be investigated by a person of the same gender as the complainant — this is a recommended practice, not a suggestion to ignore.

Resolution

• If the complaint is upheld, action must focus on the perpetrator — not on relocating the victim as a way of making the problem invisible
• Where separation of the parties is necessary before resolution, every effort must be made to move the alleged perpetrator — unless the affected seafarer specifically requests otherwise
• Appropriate support must be provided to the victim — not just closure of the paperwork
• Any adverse action taken against a person for having reported — known as victimization — is itself a disciplinary matter

✘ Do not accept being moved to a different posting as a "resolution" if the underlying behavior has not been addressed. That is not resolution — it is the company hiding a problem at your expense.

PROTECTING THOSE MOST AT RISK: YOUNG CREW AND WOMEN ONBOARD

The highest-risk group is not the one that reports most. It is the one least likely to report at all. Newer seafarers, those early in their careers, and female crew members consistently show lower reporting rates — not because their experiences are less serious, but because the barriers to speaking up are higher for them.

Signs that a newer or younger crew member may be targeted:
• Progressive withdrawal from shared spaces and social meals
• Visible anxiety before certain watches or task assignments
• Repeated assignment of tasks clearly below their stated qualifications
• Unexplained requests for transfer or early sign-off

Flag state requirements address this directly. Operators working under robust administrations are required to ensure that crew members under 18 receive age-appropriate information on harassment and bullying as part of their onboarding — not as an afterthought.

Women onboard face specific and disproportionate risks. Statistical patterns consistently show that female seafarers are more likely than their male counterparts to experience harassment, particularly of a sexual nature, and significantly less likely to report it — often fearing professional consequences in an industry where informal networks and reputation matter enormously. In small vessel operations, this risk is heightened by the proximity and limited separation between professional and personal space.

❕ Important: If you are a senior officer and a crew member seems withdrawn, anxious, or is requesting unexplained early repatriation — that is worth investigating, not dismissing as a personal matter.

10 TIPS FOR KEEPING YOUR SHIP HARASSMENT-FREE

Policies exist. Procedures exist. But neither does anything useful on its own. The actual difference is made by the choices each person on board makes every day — in how they speak, what they overlook, and whether they act when something is plainly wrong.

1. Read the policy on joining — not when something happens. Know the rules before you need them.
2. Know who your designated contact is — both the onboard person and the shoreside name. Have both before you need either.
3. Spot patterns, not just incidents — a single harsh comment is not bullying; systematic targeting of one individual is.
4. Do not normalize it — "that's just how he is" is how abuse continues for years unchallenged.
5. Check your own behavior honestly — use the self-check in this blog. Everyone can drift without realizing it.
6. Support the person, not just the process — being available to a colleague who is struggling is a form of protection.
7. Set the tone from Day 1 — the first interactions with a new crew member establish the culture they will operate within.
8. Treat cultural differences as information — what is acceptable in one culture may be genuinely offensive in another. Ask if unsure.
9. Take digital conduct seriously — a harasssing message through a chat app causes the same harm as one said face-to-face.
10. Use the briefings and posters actively — a poster no one discusses is just decoration. Make the policy a living part of onboard conversation.

❕ Remember: A harassment-free ship is not just a better place to work — it is a safer vessel. Crews that communicate openly and treat each other with respect make better decisions under pressure, respond faster in emergencies, and are far more likely to surface problems before those problems become incidents.

❔ FAQ?

❔ Is it still harassment if the person didn't mean to cause harm?
Yes. Harassment is defined by its effect on the recipient, not the intention of the person responsible. Conduct that creates feelings of humiliation, discomfort, or intimidation qualifies regardless of intent. This principle is explicit in both the MLC framework and the ICS/ITF Guidance.

❔ Can someone at the same rank bully a colleague?
Yes. Bullying does not require a rank difference. A peer who systematically targets another crew member through persistent hostile behavior is bullying — the absence of a formal authority relationship does not change that. Rank equality is not a defense.

❔ What if I report and nothing happens?
First, confirm your complaint was formally recorded in writing. If the internal process fails to respond or produce a fair outcome, the MLC gives you the right to escalate to the flag state authority or, while in port, to port state control. Seafarers' welfare organizations can assist with pushing for a proper institutional response.

❔ Can I report on behalf of a colleague who is too afraid to report themselves?
Yes. Bystander reporting is not just permitted — it is an explicit seafarer responsibility under the ICS/ITF Guidance. You can report what you have witnessed or what a colleague has disclosed to you. The complaint will be investigated regardless of whether the affected person files separately.

❔ What is the difference between demanding management and bullying?
Demanding management is firm, consistent, and has a legitimate professional purpose. Bullying is personal, persistent, and serves no professional function — its purpose is to intimidate or demean. The key distinction: does the behavior make work better, or does it make one specific person smaller?

❔ Can I be penalized for making a complaint?
No. Any adverse action taken against a seafarer for having made a genuine, non-malicious complaint is classified as victimization and is itself a disciplinary matter. The MLC protects complainants explicitly. If retaliation occurs, report that separately — it is a second violation.

❔ My company has a policy but no one seems to take it seriously. What can I do?
Document the gap. If you raise a concern that is dismissed or not recorded, put it in writing and keep a copy. Patterns of non-enforcement can be raised with port state control or flag state authorities under MLC Article V. Seafarers' unions and welfare bodies can also provide advice on how to escalate responsibility failures.

GOOD TO KNOW

• Collective bargaining agreements (CBAs) can and should include specific anti-harassment provisions. Where a seafarers' organization holds a CBA with an operator, that agreement provides a second layer of accountability on top of the company policy alone.
• STCW 2026 transition: Seafarers who completed PSSR or Basic Safety Training before January 1, 2026 generally do not need to retake the full course immediately. However, companies are expected to communicate the updated requirements to existing crew regardless of certificate validity dates.
• Shore-based contact persons matter most on vessels with small crew complements, where every potential complainant has a direct working relationship with every potential respondent. In those settings, a purely onboard process is awkward at best and deterrent at worst. The shoreside option should be clearly communicated from the start.
• Riding squads — contractor teams posted onboard for extended periods — can create informal two-tier social dynamics that generate friction, exclusion, and resentment. Their presence does not exempt anyone from the same conduct standards as permanent crew members.
• Culture of silence remains the biggest operational obstacle. Industry data consistently shows that the large majority of incidents go unreported — most often because seafarers believe the reporting process will not work or will make their situation worse. That perception is the single most important thing for awareness programs to address.
• Financial and insurance exposure: Shipowners who lack functional anti-harassment systems face increased exposure when psychological injury claims arise. Demonstrating a genuine, well-documented anti-harassment policy and complaint process is risk management — not just regulatory compliance.
• Young seafarers under 18 have specific additional protections under certain flag state administrations. They must receive age-appropriate information about harassment and bullying as a formal part of their onboarding and safety instruction — not as an optional add-on.

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