Give to gain: the power of trust in the workplace

Conversely, when fear outweighs openness, critical information stays unspoken.

This is particularly important for those who may already feel marginalised. Women in maritime can hesitate to speak up for fear of being perceived as difficult or emotional. New joiners and those from diverse backgrounds may feel uncertain about their place within established crews. Without deliberate effort, silence can become the norm.

Creating an inclusive, high-performing vessel requires more than filling positions. It requires ensuring that every individual knows where they stand, understands expectations, and feels respected from the outset.

Trust does not begin and end on board. It extends beyond the deck and into onshore leadership, shaping how decisions are made and how teams are supported.

Reliability is central to this. Following through on commitments, communicating transparently during challenges, and ensuring consistency between policy and behaviour all signal to crews that leadership can be depended upon. What leaders say, what leaders do, and what leaders tolerate sends a powerful message throughout the organisation.

Equally important is how mistakes are handled. In a truly resilient culture, errors and challenges are treated as opportunities to learn rather than moments for blame. When teams focus on solving problems together, they become more confident, more capable, and better prepared for the next challenge.

Trust, in this sense, is operational infrastructure. It underpins safety records, crew wellbeing, client confidence, and long-term retention.

One of the most tangible ways to build trust is through mentorship. At Columbia Group, cadets are paired with mentors to provide guidance, reassurance, and continuity throughout their time at sea. The Female Cadet Mentoring Programme, which supports female cadets during their 12 months on board, reflects our commitment to inclusion and long-term career development.

Mentorship is not simply a well-being initiative. It strengthens retention, builds leadership pipelines, and ensures that talent entering the industry feels supported rather than isolated. Regular contact, open conversations, and vessel visits bring the programme to life and allow mentors to understand first-hand the challenges cadets face, from adapting to shipboard routines to building confidence within diverse crews.

Spending time with seafarers in Hamburg and hearing their experiences reinforced how transformative guidance and reassurance can be. Being paired with a cadet myself has shown me the practical impact of simply being available – to listen, to advise, and to remind someone that they are not navigating their challenges alone.

Trust cannot be assumed; it must be earned. It is built through consistent action, by giving time, guidance, and genuine care. When employees know they are supported, they feel secure. When they feel secure, they perform. And when they perform, the entire organisation benefits.

When leaders invest in their people, they gain more than engagement. They gain resilience, loyalty, stronger safety performance, and sustainable success.

That is the true power of trust.

Crew welfare is a central debate at Riviera’s April 2026 International Chemical and Product Tanker Conference:

• Register to attend here: The International Chemical and Product Tanker Conference 2026, London.
• View the latest issue of Tanker Shipping & Trade here: Tanker Shipping & Trade.