EXMAR report 2025

3.3 SOCIAL 111  Fair wages and employment conditions: Guarantee fair remuneration and employment terms in line with applicable laws and collective agreements.  Prevention of harassment and promotion of well-being: Promote a workplace free from harassment and prioritizing mental and physical health.  Access to information: Ensure transparency regarding employees’ rights and obligations under their employment terms. We strive to maintain and enhance the commitment and principles mentioned above through our Corporate Governance Charter, our policy framework and collective agreements with relevant social partners (if applicable). Within this framework, we have tailored our approach to the specifics of office personnel versus seafarers. For office employees, we emphasize work-life balance (e.g., flexible working hours and remote work), career development (e.g., training & development opportunities), and workplace environment (e.g., ergonomics and accessible office set ups to enhance comfort and productivity). Seafarers, on the other hand, require different accents as their rights and working conditions are shaped by the unique nature of their roles. For this group of employees, there are for example guidelines on the freedom to enter and exit employment (ensuring contract alignment with maritime labor conventions and collective agreements), maritime safety standards (adhering strictly to international maritime safety guidelines), living conditions onboard (maintaining high standards for accommodation, nutrition, and access to recreational facilities on vessels), access to communication (e.g., means to stay in touch with family and friends during deployment) and repatriation rights. 3.3.2.1.1 Addressing human rights impacts To address potential human rights impacts, we have established mechanisms that allow office employees to report both internally – to a designated trust person – and externally – through an external prevention service. These mechanisms are designed to ensure confidentiality, non-retaliation, and a fair review process. If necessary, a thorough investigation can be initiated, conducted by an external party, to appropriately address any issues in accordance with best practices for human rights remediation. For seafarers specifically, a grievance procedure in line with the requirements of the Maritime Labor Convention (MLC) 2006, has been implemented, providing a transparent and effective channel to raise concerns. The Human Resources (HR) department at the headquarters in Antwerp collects the number of work-related grievances, incidents and complaints related to social and human rights matters for office personnel; the crewing departments do so for seafarers. If there are any cases, these are reported to the management team, which also receives regular updates on the status of incidents and complaints as well as actions taken thereto. In 2025, zero incidents of discrimination took place and zero concerns regarding discrimination have been raised by employees. On top, zero severe human rights issues and incidents connected to our own workforce have occurred, resulting in zero fines or penalties. 3.3.2.2 EMPLOYEE ENGAGEMENT At EXMAR, we recognize that active involvement of our office personnel and seafarers is essential to the success and well-being of our company. Hence, we are dedicated to meaningful and effective engagement with all employees, built on core principles of feedback, professional development and meaningful interaction. For office employees, we have developed regular feedback channels, such as performance evaluation meetings and employee engagement surveys. This way, we can gather valuable insights into workplace satisfaction and identify opportunities for improvement. Additionally, there is a strong focus on career development through targeted training programs. Lastly, the organization of group events for informal team gatherings, such as conferences and team-building activities, help strengthen relationships within the EXMAR group and foster a collaborative and cohesive work environment. Engagement with office personnel starts during the recruitment process, where candidates are evaluated for their match with EXMAR and our company culture. This is done through interviews, assessments, and introductory meetings with HR and relevant managers. Once hired, new employees go through an onboarding process to integrate them into the organization. Their induction includes orientation sessions, introduction to company policies, training on key systems and departmental overviews, typically taking place within the first days or weeks of employment. Subsequently, regular engagement moments take place during employment, with scheduled check-ins to ensure that employees feel supported and can address any concerns. Those are usually informal meetings, check-ins with departmental heads, and other informal discussions, which take place regularly, with varying frequency – dependent on the department and topic. In addition, performance reviews and career development are conducted through formal meetings with managers, taking place at least three times a year. In such meetings, employee progress, feedback and potential career development opportunities are discussed. Lastly, when an employee leaves EXMAR, we conduct exit interviews to gather feedback and ensure smooth offboarding.