Sustainable growth report 2024

Learning & Development project
In 2024, we launched our Learning & Development (L&D) project. The first step was conducting interviews across the organisation to understand what our colleagues need from L&D. In 2025, we will create an L&D vision, strategy and policy and aim to transform this into a lived reality. We plan to naturally integrate learning into our daily routines, creating an environment that inspires growth and collective success.

Training opportunities
We offer both internal and external training sessions based on role and department. We encourage colleagues, with the support of their manager, to become aware of their training needs and identify key areas for personal and professional development. This approach leads to a more personalised and productive learning experience.

Sea the Future conferences
Two Sea the Future conferences were organised for our junior officers: one in January and another in April, with 90 participants in each session. These conferences were designed to train our officers and strengthen the connection between office-based and seafaring colleagues.

Attendees participated in five diverse workshops, engaged in panel discussions on sustainability, inclusive leadership, and digitalisation, and joined the Strategy session given by the Executive Committee, including a Q&A session. There was also plenty of time for connecting and having fun.

We also hosted two Sea the Future conferences specifically for our ratings. One conference took place in Malang, Indonesia, and the other in Batangas Province, Philippines, which was combined with a Christmas celebration.

These events successfully blended learning and celebration, featuring workshops on topics such as mental health, maintaining a healthy lifestyle, hand safety, and toolbox meetings, creating a memorable experience for all participants.

Safety training initiatives
Safety remains a top priority. We established a specialised training program for our onboard safety officers; the majority have completed their initial training, allowing us to shift the focus to providing refresher courses that update critical knowledge and skills. We also held HSE supervisor training in Rotterdam. This program was designed to develop the competencies required for roles during the shipyard period.

In addition to seafaring colleagues, four office colleagues participated, ensuring well-aligned expectations and responsibilities before entering dry dock. Topics covered included safety culture, contractor management, and risk management.

As with previous years, we organised leadership training for our Bosuns in the Philippines and Indonesia during the Ratings conference, reinforcing their capabilities in a dynamic environment.

Specialised training programs

Project Management (IPMA-D):
11 office colleagues participated in a Project Management course in the Rotterdam office. After successfully completing an external exam, they were certified, further solidifying their project management competencies.

Dutch language courses:
From 2024 onward, Dutch language courses have been offered to our office colleagues in collaboration with an external partner based in Rotterdam. These courses are aimed at improving grammar, vocabulary, and speaking skills. Participants measure their progress with a final exam.

CPR/AED training:
Twenty-nine office colleagues attended lifesaving CPR/AED training, conducted in our Rotterdam office lounge by SHEQ colleagues and an external trainer. This course focused on essential lifesaving techniques applicable in a range of emergency situations. Professional education and coaching: We provide opportunities for advanced studies and professional education, which four colleagues have used this year. Another five colleagues participated in a tailored coaching program, designed to meet individual needs by matching each person with a coach whose expertise aligns with their specific goals and challenges.

Fleet-specific training

Engine and technical training:
We organised specialised programs for our engineers, including five engine-specific training sessions for MAK/WingGD and Wartsila engines. In addition, we introduced three new Kongsberg training sessions and hosted a Gutteling hose handling course using a “train the trainer” approach.

LICOS training:
Our in-house LICOS training (organised by our manning agents in Indonesia and Riga) focuses on liquid cargo simulation. This program blends practical and theoretical exercises in cargo handling to build the skills our seafarers need.

Gas assessments:
Experienced captains conduct onboard gas assessments to evaluate and update the gas handling knowledge of our deck officers, ensuring that safety and operational standards remain high.

Leadership and culture development

Leadership training:
In 2024, we organised two leadership training sessions for our top two ranks onboard and office colleagues. This training aims to enhance the leadership skills of our Captains and Chief Engineers. As part of the program, colleagues from various office departments paired with their seafaring counterparts as part of a buddy system, fostering cross-functional collaboration.

Culture sessions:
The management committee actively worked on defining the desired organisational culture including development goals. Several sessions were held throughout the year. At first, the sessions focused on understanding the culture, before shifting to how leadership should be practised in alignment with that culture. This is a key element of our ongoing leadership development.

Tools for career development

AV Training Passport:
For several years now, we have used the AV Training Passport (AVTP), an online tool that outlines the competencies and expectations required for promotion. This system provides a clear framework that helps employees understand what is needed to progress to the next rank.

Predictive Index HR training:
Our HR teams, both Marine and Office, participated in training on the Predictive Index (PI). This assessment tool helps people understand their working styles and strengths. The training was specifically designed to help HR colleagues understand the ins and outs of the PI assessment.

PI Team discovery:
The PI assessment tool was also used onboard. Our fleet trainer performed a PI assessment with the officers onboard several vessels. This helped the officers better understand both themselves and their team. On top of the personal assessment, the PI profiles of all officers were combined. During this session, the team explored their strengths and potential blind spots . It also gave them the opportunity to see how team members think and work differently. We plan to continue integrating PI into our processes throughout 2025.

Appraisal system
Our appraisal system for seafarers has been completely redesigned and is now implemented through Radiant Fleet. The new appraisal form clearly defines rank-specific expectations, making it easier to develop future onboard leaders.  The top two leadership roles have also seen their appraisal processes streamlined. With Radiant Fleet, appraisal information is accessible in every seafarer’s personal crew portal. Goals for the upcoming period are agreed upon and documented in the form. While top-ranking individuals have their appraisals conducted in the office, other ranks undergo evaluations by their onboard supervisors. The form also captures practical experience (such as cargo handling and ship-to-ship transfers) and assesses training needs to create a comprehensive overview of each colleague’s development. This comprehensive approach to Learning & Development illustrates our commitment to continuous improvement and career progression.

Progress
We are committed to L&D. That’s why our goal for 2025 is to have 35% of our people complete a training. By combining the tools we provide and the energy and craftsmanship of our people, we strive to keep our people empowered and happy.