Sustainable growth report 2024

Driven by curiosity and commitment to craftsmanship, learning at Anthony Veder is a continuous process that is essential to our people’s roles, professional and personal development, and career progression. Every moment offers opportunities to develop through experience, collaboration and training.

During 2025, we further embedded learning into our daily routines, creating an environment that inspires growth and collective success. Together with the support of their manager, colleagues are encouraged to reflect on their development needs and identify key areas for personal and professional growth.

Learning together across ship&shore
A milestone in 2025 was the introduction of the cluster training days, bringing colleagues from different operational departments together. These sessions provided updates on a wide range of topics, including procurement, insurance, maintenance and repair, and crewing, while strengthening collaboration across teams. A key part of our learning and connection strategy is the Sea the Future conference program. In 2025, two conferences were organised for our senior officers, with around 100 participants in each session.

Through workshops, panel discussions on sustainability, inclusive leadership and digitalisation, and a strategy session led by the Executive Committee, participants were equipped with insights and tools to support future growth.

We also organised two dedicated Sea the Future conferences for our ratings in Bandung, Indonesia, and Manila, the Philippines. These events combined learning with celebration and focused on topics such as mental health, healthy lifestyles, hand safety and toolbox meetings.

The conferences in Indonesia and the Philippines were combined with a family gathering and dinner party. To support personal development, several colleagues also participated in a Dutch language course provided by an external training partner.

Safety and operational excellence
Safety remains a top priority in our training efforts. In 2025, twelve office colleagues attended refresher CPR/AED training at our Rotterdam office, complemented by a practical firefighting exercise.We also continued our specialised program for onboard safety officers, with the majority completing their initial training.This now enables us to shift our focus towards refresher courses to keep critical knowledge and skills up to date.

In addition, HSE supervisor training was held in Rotterdam to develop the competencies required during shipyard periods. Topics included safety culture, contractor management and risk management. To maintain high operational and safety standards, experienced captains continued to conduct onboard gas assessments for deck officers, designed as one-to-one learning opportunities.

Following an incident investigation, we introduced fleetwide training on explosion-proof equipment for Electro Technical Officers in 2025.

Fleet-specific training
Specialised technical programs were organised for our engineers, including five engine-specific training sessions covering MAK/WingD and Wärtsilä engines. Our in-house LICOS training, organised through our manning agents in Indonesia and Riga, continued to combine practical and theoretical cargo handling exercises. We also continued our refresher program for Indonesian Cooks and Messmen, with a stronger focus on practical kitchen skills this year. As in previous years, leadership training for our Bosuns was organised in the Philippines and Indonesia during the Ratings conferences.

Leadership development
In 2025, two leadership training sessions were organised for our top two ranks onboard as well as office colleagues. These sessions focused on strengthening leadership capabilities amongst Captains and Chief Engineers. Through a buddy system, office colleagues were paired with their seafaring counterparts, fostering stronger collaboration and mutual understanding.

Cultural behaviours
As the world around us continues to change rapidly, we continuously adapt to remain agile, connected and ahead of the curve. To support this, we introduced five concrete cultural behaviours in 2025, designed to further strengthen the way we work together and bring our culture more clearly into daily practice.

The program was rolled out across the office organisation, starting with department managers and followed by all office colleagues. To embed these behaviours in the way we work, managers facilitated dedicated team workshops focused on both the desired leadership behaviours and the expectations we have of one another as colleagues.

Each team concluded the workshop with clear team and personal Culture Sprint actions, translating the behaviours into practical steps and shared commitments for the months ahead.

Career development tools
We continue to invest in professional education and coaching. In 2025, four colleagues pursued advanced studies or professional education programs, while six newly appointed managers participated in individual coaching. To support career growth, we continue to use the AV Training Passport, which provides a clear overview of the competencies and expectations required for promotion.

In 2025, we also expanded the use of the PI Team Discovery tool onboard several vessels, helping officers gain deeper insight into personal strengths, team dynamics and potential blind spots. We remain committed to continuous learning and development. Our ambition for 2026 is for 35% of our people to complete a training program.

By combining the tools and opportunities we provide with the energy and craftsmanship of our people, we continue to empower our colleagues and support a healthy, future-ready workplace.