Sustainable growth report 2024

BEHAVIOUR

We recognise that our people are essential in achieving our sustainability objectives to drive significant change. Success hinges on everyone having a clear understanding of their responsibilities. This starts with acknowledging the impotant role behaviour plays in fulfilling our ambitions, thus a key component of our sustainability roadmap. Our goal is to establish specific behavioural targets and timelines at the company level in 2025 and beyond.

To stimulate behavioural change, we aim to invest further in raising awareness. However, awareness by itself is insufficient: it is equally important to empower individuals with actionable steps they can take. We have already addressed this through initiatives such as sustainability panel discussions at our Officers Conferences and Safety Leadership Trainings. Additionally, we actively share our annual Sustainability Report, along with regular updates on our intranet and social media platforms. These efforts keep our people informed and enhance overall awareness of sustainability.

One example is our sustainable drinking water project, through which we encourage colleagues to drink filtered, clean, and safe tap water onboard. However, this project strongly depends on behavioural change. For colleagues from countries where tap water is not commonly trusted or consumed, switching to drinking from the tap is a significant step. Building trust and providing knowledge is essential – without a behavioural shift, initiatives like this will have limited impact.

Legislation and regulations also increasingly influence behaviour, often becoming non-negotiable. A good example is ShaPoLi (Shaft Power Limitation), a regulation introduced to reduce fuel consumption by limiting shaft power output. Complying with such rules also requires adapting our practices and mindset.

Internal survey
Like previous years, we have conducted an internal sustainability survey. However, the outcomes were quite similar to last year’s survey. In 2024, we conducted this internal survey focused on our internal communication and sustainability efforts. The survey was completed by 194 participants. The respondents rated the importance of sustainability for them as 8.45 on a scale of 1 to 10. When asked about the significance of sustainability to Anthony Veder, the respondents rated this with an 8.31 out of 10. This score is slightly lower than last year’s score, meaning that we still have a lot of work to do in communicating our sustainability goals.

Also, there is still room for improvement in sharing our ambition. This means that enhancing our communication strategy needs to be a priority to increase awareness and emphasise the crucial role our colleagues play in achieving our sustainability ambition.

Progress
In 2024, we continued building awareness around sustainability-related behaviour through internal events, communication, and training. While progress has been made, survey results show there is still work to do.