Turning Awareness Into Practice: PSEAH (Part 2)

Part 1 of this topic explored what sexual exploitation, abuse, and harassment look like in travel contexts, why these issues are often underreported, and how separating them from travel safety creates gaps. The next step is more practical. It is about how organizations address these risks in a way that reflects the realities of travel and field environments.

Most organizations already have a policy in place. Many include guidance on conduct, reporting, and safeguarding. However, when people are travelling or working across borders, those policies are not always applied in a way that holds up in practice. That is where many problems tend to emerge.

Leadership, Culture, and Accountability

Responsibility sits across the organization, but leadership plays a central role in setting expectations and shaping behavior.

In organizations where these issues are taken seriously, leaders are willing to acknowledge that risks exist, including within their own teams. They do not minimize concerns or treat incidents as isolated problems to be managed quietly. Instead, they address them directly, support those affected, and reinforce clear standards of conduct.

This has a direct impact on culture. When leaders are open and consistent, staff are more likely to raise concerns early, before situations escalate. When leadership is less engaged, or responses appear inconsistent, people tend to stay silent, particularly when they are travelling and feel further removed from support systems.

From experience working across different regions and delivering training globally, the difference that leadership makes is clear. Where leaders are engaged, outcomes improve. Where they are not, even well written policies struggle to make an impact.

Understanding the Full Scope of Risk

For organizations operating internationally, especially in field environments, these risks are not limited to one type of scenario.

They can arise within teams, between colleagues, or involve contractors and partners. Staff themselves may be at risk, particularly in unfamiliar environments where social norms and protections differ. At the same time, there is also the risk of staff abusing their position, particularly where there are clear power imbalances with local communities.

These situations are often connected to broader patterns of behavior. Issues such as abuse of authority, favoritism, or misuse of resources can sit alongside inappropriate conduct, reinforcing each other.

Recognizing this wider context is important. It shifts the issue from being seen as isolated incidents to something that sits within overall organizational risk, with implications not only for individuals but also for reputation, partnerships, and long term credibility.

Why Reporting Still Does Not Happen

One of the most consistent challenges is that many incidents never reach formal reporting systems.

This is rarely due to a lack of policy. More often, it reflects a lack of trust. People may be unsure how a report will be handled, concerned about confidentiality, or worried about professional consequences. Fear of retaliation remains a significant factor, particularly in environments where hierarchies are strong.

Cultural differences also play a role. Perceptions of what is acceptable behavior can vary, and in some contexts there may be strong pressure not to speak up. During travel, these barriers can increase further, as staff may feel isolated or unsure who to contact.

If organizations want reporting systems to work, they need to address these barriers directly. This includes being transparent about processes, consistent in responses, and clear about protections in place.

Training That Reflects Real Situations

Training is often treated as a mandatory requirement, but its effectiveness depends on how it is delivered.

Having delivered training in this area across different regions, one of the most consistent challenges is the variation in how behavior is perceived. What is considered appropriate in one context may not be viewed the same way in another. This does not mean standards should shift, but it does mean training needs to address these differences in a practical and grounded way.

Effective training is consistent in its core message, based on respect and the organization’s values, and focused on real-life situations rather than detached theory. It should help staff understand how to navigate boundaries, recognize risk early, respond when something inappropriate occurs, and make informed decisions in environments where lines are not always clear.

Pre travel briefings are important, but they are only part of the solution. Staff working in field environments require ongoing guidance and reinforcement, particularly where exposure to risk is continuous.

Systems Approach

Even the best training will have limited impact if the systems behind it are not trusted.

Organizations need reporting and response mechanisms that are accessible, reliable, and consistent across locations. This includes providing different ways to report concerns, allowing for anonymity where appropriate, and ensuring that individuals are protected from retaliation.

Support for those affected needs to be practical and available, not just outlined in policy. At the same time, investigations should be handled in a way that is transparent and fair, so that confidence in the process is maintained.

These systems should not sit in isolation. They need to be integrated into broader risk management and crisis management frameworks, alongside security and operational planning. When they are treated as a separate issue, gaps are more likely to appear.

Duty of Care in a Broader Sense

Travel safety is often framed around logistics and physical security. While these are important, they do not always capture the full risk picture.

Organizations also have a responsibility to consider how people behave, how power is exercised, and how harm can be prevented. This includes preparing staff before travel, supporting them while they are in country, and providing clear pathways if something goes wrong.

When these elements are built into duty of care, they become part of everyday decision making rather than an afterthought.

A Practical Starting Point

This is not a complete solution, but it is a starting point for organizations looking to strengthen how they manage these risks.

Policies, training, and systems all play a role, but they need to work together and reflect real operating environments. More importantly, they need to be supported by leadership and reinforced through culture.

Organizations that approach this in a practical and consistent way are better placed to reduce risk, respond appropriately, and maintain trust with their staff, partners, and the communities they work with.