EXMAR report 2025

3.3 SOCIAL 116 3.3.3.4 SOCIAL TARGETS Setting up an action plan and allocating financial resources are means to a bigger ambition. In 2024, we have set clear social targets; tangible goals we are striving for. Throughout 2025, steps have been taken towards implementation and to allow tracking and comparison with the 2024 baseline. In 2026, we will continue to develop this with the aim to start reporting on the progress. The targets are:  Safety of seafarers and employees: zero fatalities  Training programs: - 100% completion of the regulatory mandatory required training for all employees - 85% completion of company-specific training required for seafarers  Multicultural environment: for seafarers, ensuring that the three biggest nationality groups combined do not exceed 65% of our total crew diversity. Do note that there are currently no specific targets nor metrics defined for adequate housing and collective bargaining agreements (CBA). For other conditions related to seafarers’ employment, we have already indicated to comply – and even exceed – regulations and frameworks. Through external inspections and certifications many topics are validated, such as requirements on minimum age, medical certifications, training and qualifications, recruitment and placement services and work and resting hours. Although no specific targets were defined for such matters, we strive to keep on passing these external validations and maintain the highest standards in that domain. Furthermore, it is our intention to, as from 2026 on, possibly add some targets, related to the retention rate for our employees, lost time injuries, safety campaigns and information sharing, company-specific training required for office personnel, and minimizing accidents and incidents. The social targets were determined, based on input from strategic office meetings, management forums, on board health and safety committee meetings, safety management system reviews, and informal discussions. These different insights have helped to shape meaningful objectives and targets which are then clearly communicated across our company to ensure alignment, collective commitment and integration in personal goal setting. We actively involve our own workforce and their representatives in tracking performance against targets by designated working groups, consultation meetings, and structured feedback channels. While our current approach ensures participation, we aim to further strengthen engagement by enhancing data accessibility, implementing interactive performance tracking tools and fostering greater collaboration across departments. In addition, we encourage non-managerial employees to actively contribute to identifying lessons learned and driving improvements by various processes, such as regular meetings, performance reviews, and incidents investigations. Their input is vital in enhancing operational efficiency and workplace safety. To further strengthen this engagement, we aim to implement more structured feedback loops in the offices. ACTION COST VALUE COMMENT REF. FINANCIAL STATEMENT Own workforce safety HSEQ Overhead cost OPEX 727,024 Note 9 – Personnel expenses Unexpected off-hire costs CAPEX - Note 6 – Vessel expenses Regulatory o& commercial compliance cost OPEX 42,000 DOC & ISO certifications Note 6 – Vessel expenses Multicultural environment Career development - - No calculation of the benefits Note 9 – Personnel expenses Freedom of association - - - No calculation of the benefits N/A CBAs Crew wages above CBA OPEX 196,849 Delta between the EXMAR crew salaries & the legal CBA levels Note 9 – Personnel expenses Skills & competencies Crew training costs OPEX 873,730 Costs made by EXMAR to train crew Note 9 – Personnel expenses HQ training costs OPEX 95,587 Costs made by EXMAR to train HQ employees Note 9 – Personnel expenses Adequate housing Upgrade for new vessels CAPEX - No newbuild vessels delivered in 2024 N/A