Sustainable growth report 2024

Strategic planning and OGSM
We use the OGSM framework (Objectives, Goals, Strategies and Measures) to guide our strategic direction and define the actions that drive progress towards our KPIs. Sustainability remains an integral part of this framework.

In 2025, we concluded our previous five-year strategy cycle. While important progress has been made, we recognised that not all KPIs and strategies had been fully achieved. This led to the development of a renewed and more focused strategy for 2026–2030.

Our objective for this new cycle is clear: to understand our customers’ needs and consistently deliver on them. Through reliable, safe and flexible shipping solutions, we create value and aim to be the preferred partner for our customers, offering quality they trust and are willing to pay for.

Alongside this, we have simplified our approach to OGSM by moving towards one company-wide framework. This provides clearer direction, with all departments aligned on shared goals and explicitly defining how their annual actions contribute to the overall strategy.

Progress is monitored on a regular basis, with structured reviews to track performance, evaluate priorities and adjust where needed.

Process management and risk control
Our critical business processes and associated risks are documented in Inbisco, our quality management system. This platform provides a structured overview of our operations, linking processes to risks and defining the measures required to mitigate them.

By applying process-based risk assessments, we focus on managing actual operational risks rather than solely on procedural compliance. This enables more targeted audits and supports continuous improvement.

In recent years, we have further integrated ESG considerations into Inbisco, linking our sustainability roadmaps to identified risks and corresponding mitigating actions. This strengthens the connection between strategy, operations and risk management.

Further alignment between corporate risk assessments and the business risk inventory remains an area of attention. Strengthening this connection will improve our ability to respond proactively to changes, risks and opportunities in a dynamic operating environment.

Organisation
In 2025, we further strengthened our organisational and governance structure to support effective execution, decision-making and alignment across the company. As part of the organisational changes, the management structure was further formalised and aligned to support both strategic and operational objectives.

The Executive Committee is responsible for setting and executing the company strategy. Together with the Management Team, they form the Management Committee (MC), which oversees daily operations and translates strategy into execution.

The Management Committee meets on a monthly basis to discuss operational and strategic matters. On a quarterly basis, part of these meetings is dedicated to reviewing progress against the OGSM, evaluating strategic priorities and reflecting on performance and the strategies defined within the OGSM framework.

To strengthen alignment across the organisation, a middle management layer, known as the “Wavemakers,” has been established. This group plays an important role in connecting strategy with day-to-day operations and ensuring alignment throughout the organisation.

At least once a year, the Wavemakers and the Management Committee come together for a dedicated training and strategy day to discuss organisational developments, strategic topics and the future direction of the company.

Dedicated sessions were organised between the Management Committee and the Wavemakers to discuss strategic developments and the introduction of the new 2026–2030 strategy.

During the year, the Wavemakers and the Management Committee met twice: once during a full-day session and later during a half-day follow-up session focused on informing, involving and aligning the Wavemakers in the development and implementation of the new strategy.

In addition, the Management Committee held two external strategy sessions during the year, creating space for reflection, strategic dialogue and forward-looking discussions.

The Supervisory Board oversees the overall direction of the company and provides guidance and oversight to the Executive Committee. Through quarterly meetings and regular interaction, the Supervisory Board monitors company performance, governance and strategic progress.

ISO Certification
We hold the following ISO certifications:

• ISO 9001:2015 (Quality Management)
• ISO 14001:2015 (Environmental Management)
• ISO 45001:2015 (Occupational Health and Safety)

Compliance with these standards is audited annually by DNV. In 2025, we successfully completed all audits, reaffirming our commitment to quality, safety and continuous improvement. These certifications reflect our adherence to internationally recognised standards and support a structured and disciplined way of working across the organisation.

Looking ahead
We are currently in the process of reassessing our targets, as these will be developed in accordance with our strategic plan for 2026-2030.