EXMAR report 2025

3.1 Sustainability at EXMAR 72 Building on this foundation, EXMAR transitioned to direct stakeholder engagement, deliberately choosing to forgo generic surveys and questionnaires in favor of a more meaningful and nuanced approach. In this second phase, over 50 in-depth interviews were conducted with key stakeholders, fostering open and insightful dialogues which allowed exploring critical issues in detail, uncover unique perspectives, and strengthen the understanding of stakeholders’ expectations and concerns. During these interviews, a bridge between the stakeholders’ interests and views and EXMAR’s strategy and business model was continuously made. EXMAR identified the synergies and summarized and paraphrased the feedback to obtain a common understanding. For the organization of these interviews, a distinction was made between external and internal stakeholders, applying a different approach for each. INTERNAL STAKEHOLDERS EXTERNAL STAKEHOLDERS The information from internal stakeholders - considered to be experts - in combination with research papers and other data, formed the basis to determine impacts, risks and opportunities (IROs). During the interviews, the goal was to assess, validate and ensure completeness. The interviews have been done with internal representatives that are suited to represent external stakeholders because of their knowledge and regular contact with them. An assessment was made at group level, and the representatives were consulted for specific matters. BOTTOM UP TOP DOWN As mentioned, the results of the interviews with all stakeholders have been shared with EXMAR’s Executive Committee (ExCo) and Audit and Risk Committee (ARC). Besides the DMA process, this is essential as the purpose of stakeholder engagement is rooted in our ambition to ensure and enhance stakeholders’ needs and expectations. By building stronger stakeholder relationships, we aim to identify and address emerging risks and get valuable insights to inform and strengthen our decision-making process. Currently, no changes have been made to our strategy or business model, based on stakeholders’ feedback. However, their input is acknowledged and informs actions and processes that are/will be taken. By example, as a response to input on transparency, EXMAR has committed to report more openly. Beyond CSRD, we aim to increase our participation in questionnaires and are setting up an action plan to make our sustainability path publicly accessible via the website. We are confident that, in the future, ‘sustainability’ as a topic will become increasingly important and present in stakeholder interactions and their views will become more defined and specific. To prepare for this and keep track of the matters that keep our stakeholders busy, we intend to establish a program to engage directly with the external stakeholders within the category ‘Manage closely’. In addition, we will explore the feasibility of conducting surveys to gather insights from stakeholders in the categories ‘keep informed’ and ‘keep satisfied’. Even though these initiatives aim to enhance stakeholder interaction, we do not anticipate that these will significantly alter existing relationships or stakeholders’ perspectives. Time horizons We have defined following time horizons to be used in the DMA:  Short term = current reporting period (within one year)  Medium term = 1 year up to 5 years  Long term = more than 5 years. Given the uncertainty of forecasts extending beyond five years, no differentiation is made between periods exceeding five or ten years. Impacts that are inherently unpredictable, such as fatalities, are categorized under the long-term horizon. The definition of the timeframe is based on the ESRS regulation and will be reviewed and updated annually. For this report, no changes have been made to the time horizons compared to 2024.