S1 Own workforce
Introduction
We employ 1,763 dedicated professionals across our global operations, including 481 land-based employees in 16 office locations and 1,282 seafarers – (478) from Höegh Fleet Services China (HFSC) and the (804) from Höegh Fleet Services Philippines (HFSP). We also work closely with a large network of agents and suppliers who support our operations. The organisational model of having an efficient, lean, and focused organisation including our in-house technical, crewing and customer services teams is considered a strength in maintaining high standards and delivering exceptional service to our customers.
Our business model involves complex operations carried out by a diverse workforce, which brings about various people-related impacts, risks and opportunities. The diversity of local labour regulations and practices across our global footprint adds to this complexity. Regardless of their role or employment status, we are committed to ensuring fair and safe working conditions for all our workers. This commitment is essential for attracting and retaining talent.
Strategy
Material impacts, risks and opportunities and their interaction with strategy and business model
Impacts, risks and opportunities (IROs)
| Location in the value chain | Time horizon | |||||||
| Upstream | Own operations | Downstream | Short-term | Medium-term | Long-term | |||
| Working conditions | Secure employment Actual negative impact / Actual positive impact | Seafarers | ⚫ | ⚫ | ⚫ | ⚫ | ||
| Working time Actual negative impact | Seafarers | ⚫ | ⚫ | ⚫ | ⚫ | |||
| Land-based employees | ||||||||
| Health and safety Actual negative impact / Financial risk | Seafarers | ⚫ | ⚫ | ⚫ | ⚫ | |||
| Land-based employees | ||||||||
Equal treatment and opportunities for all | Discrimination and harassment Actual negative impact | Seafarers | ⚫ | ⚫ | ⚫ | ⚫ | ||
| Gender-based pay gaps Actual negative impact | Land-based employees | ⚫ | ⚫ | ⚫ | ⚫ | |||
Working conditions
- Actual negative impact on secure employment due to the nature of contracting in shipping:
Seafarers’ employment contracts are governed by international law such as Maritime Labour Convention (MLC), which sets international minimum standards for working and living conditions at sea. Unlike land-based employees, seafarers work under fixed-term contracts, in which renewal is based on mutual agreement between seafarers and Höegh Autoliners. This set up may reduce employment stability, limiting workers’ access to long-term benefits, career development and job security. This impact is systemic across maritime sector, and is relevant in short-, medium-, and long-term.
- Actual positive impact on secure employment due to integrated business model:
Höegh Autoliners’ integrated business strategy includes practices such as re-hiring seafarers upon contract expiration, maintaining a talent pool between assignments, investing in cadet recruitment to foster company culture, and offering career pathways to transition into onshore roles. These initiatives support continuous career opportunities, enabling long-term skills development, and ensuring comprehensive training and certifications for safe operations. This practice is part of Höegh Autoliners’ strategy and, therefore, it remains relevant in the short-, medium-, and long-term.
- Actual negative impact on seafarers caused by excessive working hours due to shipping nature:
Due to the operational nature of shipping, seafarers experience periods of excessive working hours during certain stages of a voyage, particularly during port calls and canal transits in regions with frequent stops. These workload peaks increase the risk of fatigue, compromise wellbeing and may negatively impact safety. The impact is most pronounced for roles directly involved in port and canal operations. As this challenge is systemic across the maritime sector, it remains a material issue in the short, medium, and long term.
- Actual negative impact on land-based employees caused by excessive working hours due to concentration of responsibilities:
Due to a lean organizational structure, certain land-based functions rely on a limited number of employees to perform critical roles. In some cases, this concentration of responsibilities could result in excessive working hours and high workloads for affected employees. This situation can have an actual negative impact on employees’ physical and mental wellbeing, including increased risk of stress, fatigue and role strain, and may adversely affect job satisfaction and employees’ ability to maintain a healthy work-life balance. The impact is relevant across the short, medium and long term, particularly in roles where operational continuity depends on single employees and where workload peaks are recurring rather than temporary.
- Actual negative impact on seafarers’ health and safety:
Seafarers face elevated health and safety risks caused by known severe operational incidents onboard vessels. These risks may result in psychological stress, injuries and in worst cases, fatalities. This impact is systemic across maritime sector and is relevant over short-, medium-, and long-term.
- Actual negative impact on seafarers’ mental health and wellbeing
As part of the shipping operations, seafarers experience challenging conditions, including isolated living conditions and extended periods at sea. These factors can contribute to stress, fatigue and reduced overall wellbeing. This impact remains significant across short-, medium-, and long-term.
- Financial risk – Severe incidents causing life-changing injuries, fatalities, or breaches of code of conduct:
Severe incidents causing life-changing injuries, or breaches of code of conduct may trigger reputational damage, remediation costs, operational disruption and may result into negative financial consequences. This risk is associated with both Höegh Autoliners’ land-based employees and seafarers and remains valid over short-, medium-, and long-term.
Equal Treatment and Opportunities for all
- Actual negative impact on minority seafarers due to discrimination and harassment:
Due to the challenging living conditions and their minority status, female and other minority seafarers may be at risk of discrimination and harassment. Such experiences can undermine physical and emotional well‑being, reduce motivation, and weaken teamwork for those individuals involved. This can also have a negative impact on working conditions, and is relevant over the short, medium, and long term.
- Actual negative impact on female land-based employees due to gender-based pay gaps:
Gender-based pay gaps reflect disparities in compensation for comparable roles and can undermine perceptions of fairness and equal opportunity in the workplace. This may negatively affect employee morale, trust, and engagement, as well as Hoegh Autoliners’ ability to attract and retain talent. The impact is relevant in the short, medium, and long-term.
Impacts, risks and opportunities management
Policies related to own workforce
We take our responsibility as an employer seriously. To uphold this commitment, we have developed and implemented policies addressing S1 – Own Workforce topics, ensuring coverage for both land-based employees and seafarers. All policies are reviewed annually to remain aligned with current laws, regulations, and feedback from across the organisation.
Code of conduct
The ”Code of Conduct” serves as a guide of business practice and professional conduct, defining a set of standards that all employees are expected to adopt and uphold. It applies to all Höegh Autoliners employees, whether they work at sea or on shore, in our offices, terminals, yards, and any other facilities. The Code of Conduct is further described under ESRS G1-1 section.
In relation to Höegh Autoliners’ own workforce, the Code of Conduct specifically addresses the following topics:
- Safety: The safety of all employees and other individuals performing work is of the utmost importance to Höegh Autoliners. We are dedicated to continuously work to be a safe, productive, and stimulating place to work, and ensure an inclusive working environment.
- Mental health and wellbeing: At Höegh Autoliners, mental health is treated with same importance as physical safety. We are committed to a supportive workplace – at sea and on shore – where everyone is treated with respect and feels encouraged to look out for each other.
- Human rights: We are committed to comply with local and international regulations and respecting internationally recognised human rights as relevant to our operations. The Code of Conduct emphasize that all forms of forced labour, bonded labour, slavery or human trafficking is strictly prohibited.
- Working hours, wages and benefits: Höegh Autoliners are dedicated to complying with all applicable laws on wages and working and resting hours, including overtime.
- Non-discriminatory working environment: at Höegh Autoliners, we are dedicated to maintaining a workplace free of discrimination and harassment.
Health, Safety, Security and Environment (HSSE)
To provide a Health, Safety, Security and Environment framework in which employees are expected to carry out their duties, we have implemented our “Health, Safety, Security, and Environment (HSSE) Policy” . The policy defines the standards, roles, and responsibilities that apply to all employees – whether land-based or at sea – and sets out the requirements for maintaining a safe and secure working environment.
The HSSE policy is developed and implemented under approval of the Director of Global HR in collaboration with the Chief Operating Officer. Policies are made available to all employees through our internal platform.
Employee Whistleblowing Policy and grievance mechanisms
The “Employee Whistleblowing Policy and procedure” explains how employees can report incidents of harassment, bullying, discrimination, or other concerns through our whistleblowing system. While the system is available to all employees, dedicated grievance and reporting mechanisms are in place for seafarers to reflect their specific working conditions and to ensure concerns can be raised and addressed effectively while at sea. The Whistleblowing policy is further described under ESRS G1-1 section.
Crew Operations Recruitment procedures and guidelines
Höegh Autoliners, through its “Crew Operations Recruitment” procedures and guidelines, follows a structured recruitment and employment process for seafarers to ensure fair, transparent, and consistent hiring and re-hiring practices. This process, covering sourcing, selection, performance evaluation and succession planning, is detailed within the “Crew Operations System Guidelines policy” and the “Selection and Evaluation Process Diagram.” All applicants undergo assessments to evaluate technical competence and cognitive ability. Successful candidates are employed on fixed term contracts in line with the MLC.
All seafarers are evaluated at a minimum of three times while onboard. Gaps and improvement areas are discussed and addressed through further training and coaching. Good performances are rewarded with recommendations for promotion as applicable. Further evaluations of our seafarers are sometimes provided by second or third parties e.g. vessel/nautical managers, port captains, class auditors, Port State Controls (PSC) inspectors, etc. and are addressed properly through standard procedures.
Crew Operations Manual
The “Crew Operations Manual” covers all complementary and supplementary procedures and guidelines concerning seafarers, as mandated by MLC 2006, International Convention of Standards of Training, Certification, and Watchkeeping (STCW) and other national or flag state regulations. This includes rights of all seafarers while engaged onboard, in particular:
- Working hours and resting hours guideline: addressing proper planning, working hours, overtime and rest hours. It ensures that all seafarers are assigned with reasonable working hours, and are able to have regular rest periods, according to international regulations.
- Health and safety: covering procedures on competence and training, certification schemes for our seafarers, enhancing seafarers’ competence through targeted training programs that strengthen health and safety awareness and promote a proactive safety culture.
All health and safety policies, along with the vessel-specific management system, is readily accessible to all seafarers through onboard communication channels and platforms. To support and operate our policy framework, we maintain a comprehensive safety management system across all our operations to embed a safety culture into our strategy.
The Safety and Environmental Management System (SEMS) – integrates policies, processes, procedures, work permits and checklists. It covers mandatory International Maritime Organisation (IMO) requirements under the International Safety Management (ISM) Code as well as the voluntary ISO 14001 (Environmental Management System), ISO 9001 (Quality Management System) and ISO 45001 (Occupational Health and Safety), providing a seamless and consistent approach throughout the organization.
Guidelines on disciplinary procedures
The guidelines on disciplinary procedures outline a framework for managing disciplinary actions onboard vessels. It describes how incidents of harassment and discrimination should be addressed based on their nature and specify the roles and responsibilities of those accountable for handling them.
The “Just Culture Policy” provides guidance on acceptable and unacceptable behaviour across the company and supports management of disciplinary actions onboard vessels. Measures are applied following incident investigations conducted by the Höegh Investigation Committee (HIC).
Policies for seafarers are developed and implemented under oversight and approval of the Chief Operating Officer and are made available to all employees through our internal platform.
Working Arrangement Policy
We manage working time for land‑based employees through established procedures that address key aspects of working conditions. Our “Working Arrangement Policy” sets out the principles for working hours, provides guidance on flexible arrangements, and supports employees in balancing their professional and personal responsibilities.
Compensation Policy
The “Compensation Policy” , covering all land-based employees, ensures that our approach to compensation is grounded in fairness, transparency and reflecting the competitive global marketplace while upholding our commitment to equal pay for work of equal value and supporting job security.
Employee Promotion Policy
The “Employee Promotion Policy” presents procedures for advancing and promoting employees within the company. It ensures that promotions are based on merit and performance, irrespective of gender, providing equal opportunities for all.
Policies related to land-based employees are overseen and approved by Director of Global HR and are made available to all employees through our internal platform.
Our approach to Human Rights
Höegh Autoliners is committed to respecting and promoting human rights across our operations and throughout our value chain. Our “Human Rights Policy” outlines our responsibility to operate ethically, uphold internationally recognised human rights standards, and ensure that all individuals connected to our business are treated with dignity and respect. The policy, which applies to all employees, affirms our zero‑tolerance approach to harassment, discrimination, and exclusion on any grounds, including gender, ethnicity, race, family situation, sexual orientation, culture, union membership, or religion.
Our human rights commitments are embedded in key policy documents, including the Human Rights Policy and the Code of Conduct.
Oversight of these policies is jointly held by the Global HR Director and the Chief Legal Officer, who are responsible for maintaining, developing, and ensuring the implementation of our human rights standards across the organisation.
Processes for engaging with own workers and workers’ representatives about impacts
In compliance with local and global legislation, we engage employee representatives in countries with larger offices to map risks, measures, and areas for improvement. During significant organisational changes, these representatives are consulted as required by local laws.
Employee engagement survey
We monitor our progress and the wellbeing of our land-based employees by conducting an anonymous employee engagement survey, in which every year, employees can share thoughts and concerns about different topics – including communication, growth and development, company leadership, safety, work-life balance, and overall satisfaction. Other channels such as focus groups, town halls, seminars and training are also used to engage employees.
The employee engagement survey results are analysed to identify trends, address concerns, and develop action plans at various degrees. These findings are shared at the executive level and communicated within teams, with leaders responsible for discussing the results with their teams and committing to action plans. Global HR monitors the impact of these actions in the following year’s survey.
Director of Global HR oversees workforce engagement and employee consultation processes.
Crew feedback dialogue and engagement
We conduct a crew feedback dialogue, as part of the disembarkation process, to facilitate transparent and open communication, allowing seafarers to voice their concerns about different topics. Crew manager is responsible for conducting the crew feedback dialogue for all seafarers, as well as analysing and discussing its results with crewing management. They are also responsible for engaging seafarers through various tools such as surveys, checklists, Höegh Improvement System (HIS) reports, crew and officer conferences and training sessions.
The Chief Operations Officer is responsible for crew feedback dialogue and engagement.
Process to remediate negative impacts and channels for own workers to raise concerns
Channels to raise concerns
We have a grievance procedure in place that allows employees to report concerns and complaints. Our whistleblowing platform offers a confidential and anonymous channel for addressing incidents such as violence, harassment, and other grievances. To ensure accessibility, we promote awareness of this platform during onboarding and internal employee engagement activities.
In addition, we have established multiple mechanisms under the Onboard Complaint Procedure to address challenges and concerns raised by our crew, including HIS, the Designated Person Ashore (DPA), and by establishing a Gender Balance Program (GBP) contact person. All cases are managed with the highest level of confidentiality and professionalism.
Furthermore, seafarers retain the right to escalate concerns directly to third parties or regulatory bodies to ensure their voices are heard and their rights protected.
Process to monitor issues raised
We empower our leaders to manage grievances or concerns in accordance with country-specific laws. If employees believe their concerns have not been adequately resolved, an escalation process – outlined in the Employee Whistleblowing Policy and Procedure and in the Onboard Complaint Procedures – ensures that all cases receive appropriate review.
To monitor effectiveness, the management team conducts quarterly reviews of all complaints and grievances, identifying trends and opportunities for improvement. We also measure trust in these mechanisms through a dedicated section in our engagement survey. For our seafarers, the Quality Assurance team investigates reported issues and responds based on the nature of the concern.
For more details, please refer to the ESRS S1-1 above for further information on our Employee Whistleblowing Policy and Procedure.
Taking action on material impacts on own workforce, and approaches to managing material
Höegh Autoliners is committed to addressing the material impacts of both our seafarers and land-based employees, ensuring a supportive and safe work environment.
Secure employment
Höegh Autoliners seeks to enhance the wellbeing of seafarers, who, due to nature of maritime operations, work under fixed-term contracts. The intended outcome is to strengthen employment for all Höegh Autoliners’ employees.
Relevant initiatives for 2025 include:
- Internal and external benchmarking
Of compensation and benefits for seafarers (adjustments will be effective by January 1st, 2026).
- Improved health insurance coverage
From 2025, increased health insurance coverage for seafarers and dependents by almost 30%.
- Improved cost coverage of crew training activities
From 2025, the Company initiated fully covering all costs associated with company‑specific training (effective January 1st, 2026). Previously, these expenses have been shared between the Company and seafarers.
Working time
SEAFARERS
Recognising the impacts associated with excessive working hours and their impact on both safety and wellbeing of seafarers, Höegh Autoliners has focused on implementing measures to prevent fatigue‑related incidents and promote a healthier working environment. These efforts include strengthening compliance with work and rest hour requirements, improving onboard processes, and implementing corrective actions where non‑conformities are identified.
Relevant initiatives for 2025 are the following:
- Hiring additional seafarers
For the older and technically challenged vessels that are subject to higher workloads or specific operational demands, such as in areas with stricter Biosecurity Procedures, and assigning an additional engine officer to vessels equipped with new technology.
- Conducting risk assessments
To understand if compliance with resting hours regulations is met by either delaying vessel departures (through discussions with the Regional and Global vessel operations) or through additional manpower during port cargo operations.
- Establishing “Rest hours and workload management in busy ports” as a permanent agenda during Officers’ Conferences
Seafarers are equipped with practical techniques and guidance to better manage workload and minimize rest hour breaches, including topics such as task prioritization, time management measures and provisioning of compensatory rest, to ensure compliance with MLC 2006 and STWC rest-hour requirements.
These efforts support our broader commitment to safe manning, operational reliability, and safeguarding the physical and mental health of crew members as outlined in our policies.
LAND-BASED EMPLOYEES
For the land-based employees, we prioritise fostering a healthy work-life balance, and we continue to work on finding improvements in this area:
- Review of overtime usage
In 2025, we strengthened guidance and communication around overtime expectations to promote awareness and help employees and leaders manage workloads more effectively, thereby preventing excessive working hours.
To assess effectiveness, we conduct employee engagement surveys, internal reviews, and group discussions through relevant employee representatives.
Health and safety
To maintain the highest safety standards at all Höegh Autoliners vessels, in 2025 we have developed and implemented the following health and safety related initiatives:
In which a new procedure was introduced to the HSSE Policy signed by the CEO, integrating supporting processes into the SEMS and deploying customized placards strategically across different areas onboard vessels.
Requiring newly-embarked Senior Officers (Masters, Chief Officers, Chief Engineers and Second Engineers) to perform the technical and safety inspections within two weeks – a responsibility previously limited to Vessel and Nautical Managers.
Following a 2024 loose cargo incident, investigation findings led to a fleet wide safety alert with updated cargo securement guidance, and the requirements were incorporated into the loading procedures with deficiencies tracked through the HIS.
In 2025, further enhancements were introduced:
- Dedicated Risk Assessment procedure: To ensure risks associated with “freak wave” damage are reduced to As Low As Reasonably Practicable (ALARP) when vessels are approaching certain sea areas.
- Verification processes: Are implemented to ensure securing arrangements are properly applied and continuously monitored. This enables the Quality and Safety Department to identify improvement opportunities and implement corrective and preventive actions as needed.
Following the 2025 incident of missing crew onboard one of the company’s vessels, we have introduced:
- Risk of Overboard Fall placard system: Customized placards were strategically installed across key areas of the weather decks to reinforce awareness and promote safety.
We provide long-term and essential skills development to all our employees. For our seafarers in particular, we provide comprehensive training covering incident prevention, first aid, personal survival and disaster preparedness. We also conduct skills assessments and provide certifications for safe operations onboard. Our crewing offices continuously monitor international regulations to ensure we cover all upskilling needs are met and that our training are aligned with international standards.
Highlighted initiatives for 2025 are:
- Commenced Aurora Simulator Project To further strengthen both technical and soft skills of seafarers assigned to Aurora-class vessels, including specialized Ammonia training and the development of Ammonia mock-up/laboratory.
- Re-launch of All Onboard Program To promote and enhance safety awareness onboard our vessels, anchored by the four concepts: Live the Values, Think of the Consequences, Take Responsibility and Speak Out.
This program is now incorporated into the Safety Awareness Programs and integrated them into mandatory crew onboarding process.
Due to the increased number of Electric Vehicles (EV) cargo volumes being transported by the Company, in 2025 we have incorporated the following actions:
- Installation of fire blankets across key areas inside the car decks of all vessels.
- Supplied all vessels with thermal imaging cameras to enhance crew fire patrolling capabilities.
- Established procedures and fire drill scenarios incorporating “Offensive” and “Defensive” approaches to combat fire.
- Initiated an Extended Fire Fighting Training for EV and Alternative Fuels Vehicles (AFV) to strengthen crew awareness of risks, prevention measures, and effective response and recovery in case of an EV/AFVs fire.
- In 2024, a mental health program was launched to maintain crew wellness and mental health, by among other initiatives, conducting an annual Mental Health Survey to highlight ways to help seafarers overcome challenges onboard. In 2025, as a result of the survey, we have reached out to the Norwegian Training Center (NTC) regarding their Mental Health Course. This is planned for pilot testing and customization to fit our needs.
- Family Day for seafarers are conducted to provide opportunity to connect, share and grow. As it is primarily a celebration of unity and togetherness.
Employee engagement surveys and shipboard reviews show that many existing initiatives are well received, such as regular reviews of wellbeing activities, work and rest hours planning, grievance handling, ongoing training, and systematic crew feedback reviews. Collated responses from these actions are reviewed and updated over time.
The health and safety actions serve as corrective measures for previously reported incidents to create a safer working environment for our seafarers, as outlined in our policies.
Discrimination and harassment
Gender Balance Program (GBP)
In 2024, we introduced dedicated contact persons for female seafarers, serving as the first point of contact for sensitive concerns related to gender equality, diversity, competence development, unequal treatment, and onboard social issues such as harassment. This setup will be reviewed and refined over time.
From 2025 onwards, this support is strengthened through pre‑departure dialogues with female seafarers, providing guidance and ensuring they are well supported ahead of their next contract.
My harassment-free ship
In support the 2025 Day of the Seafarer theme My Harassment-Free Ship, we launched a poster-making contest onboard vessel. Seafarers collaborated to creatively express their vision of a harassment-free workplace, fostering dialogue and collective ownership of a respectful shipboard culture.
Gender pay-gap
We conduct annual equal pay audits to identify gaps. Findings are discussed in relevant forums within the Executive Team and with the Board of Directors.
Equal pay audits
In 2025, we continued to apply the enhanced pay audit framework introduced in 2024 to monitor gender-based pay gaps with greater consistency and data quality. While no fundamental changes were made to the methodology, the framework enabled more structured identification of pay discrepancies and supported ongoing dialogue on corrective actions.
Effectiveness of actions described above are monitored and measured through the metrics and targets disclosed in the sections below.
Metrics and targets
Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
We are committed to maintaining a strong focus on workplace safety, with particular emphasis on ensuring a safer working environment for seafarers. Based on performance results over time, we have established a set of targets that guide our policies and enable us to measure and track progress. These targets have been developed collaboratively between the management of Höegh Autoliners and the teams in Höegh Fleet Services and Höegh Technical Management, reflecting key priorities, strategic ambitions, industry practice, and relevant benchmarks.
SEAFARERS:
In line with Shipping KPI 4.0 standards we have established the following retention rate targets:
- Above 98%, including all crew members for HSFC.
- Above 98% including all officers for HSFP.
This metric reflects our ability to minimize avoidable officer departures and maintain a stable, experienced workforce. High retention supports crew welfare, operational safety, and secure employment. This target is set and formally reviewed on an annual basis, whereas its performance is monitored every quarter.
SEAFARERS:
- Lost Time Incident Frequency (LTIF) target of 0.7
Monitoring safety in vessel operations is crucial for protecting lives, ensuring compliance with international regulations, preventing environmental damage, and improving operational efficiency.
The LTIF KPI measures the number of lost time injuries per million exposure hours, providing a clear indicator of safety performance. It is tracked and reported on a continuous basis. its relevance is discussed and evaluated as part of seafarer’s conferences held biannually.
In addition, Höegh Autoliners has established performance targets linked to PSC inspections.
- Zero PSC detention
- Maximum 0.7 deficiency/inspection ratio
PSCs are conducted by port authorities to ensure ships meet safety, environmental, and operational standards. Recognizing the importance of safety in PSCs, Höegh Autoliners have set a target of zero detentions, and a maximum limit of 0.7 deficiencies per inspection ratio.
Health and safety targets address the ISM Code provisions on health and safety and support the MLC 2006 standards concerning seafarers’ wellbeing and overall working conditions. They remain applicable as part of our ongoing commitment to the agenda. Effectiveness of actions are tracked through defined metrics.
LAND-BASED EMPLOYEES:
Generally, we have no fixed target for working hours as we believe the continuous focus and enhancements we have in place are sufficient and this will continue to be monitored over time.
In the 2025 annual employee engagement survey, the organisation achieved a work-life balance index score of 85%, consistent with the 2024 result. This figure reflects a broadly positive perception of work-life balance across the workforce and positions the organisation within the upper quartile of comparable benchmarks.
The organisation will continue to monitor this index on an annual basis to ensure sustained performance and to identify any emerging risks to employee wellbeing.
While the Company has an outspoken zero tolerance policy against discrimination and harassment, no formal targets have been set. Instead, we follow a continuous improvement approach focused on strengthening awareness, training and reporting culture. Effectiveness of actions are measured by tracking of the number of reported incidents and complaints.
Generally, we have not set a specific target for achieving equal pay for work of equal value, as we are preparing for the implementation of the EU Pay Transparency Directive in 2026. In the meantime, we will continue conducting equal pay audits and monitoring relevant measures to identify and address any pay disparities.
Characteristics of the undertaking's employees
The tables provide more detail about the make-up of our workforce, with data recorded at the end of 2025.
Leavers and Turnover rate
| Land based employees | Seafarers | |||
| 2025 | 2024 | 2025 | 2024 | |
| Total number of leavers | 37 | 35 | 82 | 97 |
| Turnover rate | 7.69% | 7.46% | 6.40% | 8.00% |
Accounting policies - Leavers and turnover rate
Metrics reported in this section are used to monitor the IROs related to health and safety for the workforce within our operations. Metrics are not validated by any external body other than the assurance provider.
Total number of leavers: represents employees that voluntarily left the company, or due to termination, retirement, or death in service, as for the end of the reporting period. The data is reported separately for seafarers.
Turnover rate: calculated based on the total number of leavers divided by the number of employees as of period end. Data is reported separately for both land-based employees and seafarers.
Health and safety
In 2025, the company recorded five LTIs, up from four in 2024, increasing the LTIF from 0.64 to 0.88. The cases involved recurring risks such as slips, trips, manual handling, and hand and finger injuries, with an observed rise in equipment‑related incidents involving pressurized systems and lifting equipment. While none of the injuries resulted in long‑term disability, they highlight the need for continued focus on preventive maintenance, technical safety measures and enhanced focus on near‑miss reporting.
Health & Safety metrics
| 2025 | 2024 | |
| % workforce covered by H&S management system | 100% | 100% |
| Number of fatalities (seafarers) | 1 | 0 |
| Number of Lost time injuries (seafarers) | 6 | 4 |
| Lost Time Incident Frequency (LTIF) | 0.88 | 0.64 |
Accounting policies - Health and Safety metrics
Metrics reported in this section are used to monitor the IROs related to health and safety for the workforce within our operations. Metrics are not validated by any external body other than the assurance provider and is limited to Höegh Autoliners’ seafarers. Cases of work-related ill-health are not reported as per the ESRS1 appendix C phase in provisions.
Workforce covered by Health and Safety Management System: this corresponds to the number of employees that are covered by the H&S Management System.
Fatalities: A death directly resulting from a work injury regardless of the length of time between the injury and death. Fatalities are included in the Lost Time Injury count.
Lost time incident frequency (LTIF): The number of Lost Time Injuries per unit exposure hours. The most common unit in respect of LTIF is one million working hours.
Lost time injuries (LTIs) for seafarers: Lost Time Injuries are the sum of Fatalities, Permanent Total Disabilities, Permanent Partial Disabilities and Lost Workday Case.
Exposure Hours: 24 hours per day while serving on board.
Regrettably, in July 2025, a crew member onboard the vessel Höegh Trove went missing during transit in the Indian Ocean. A coordinated search and rescue operation was conducted in collaboration with the Indian Coast Guard and the Maritime Rescue Coordination Centre (MRCC). Despite extensive efforts, the operation was concluded without results. In coordination with the vessel’s P&I club, Boyd Marine Consultants (Singapore) has carried out an external investigation. The final report concludes that it is not possible to determine the exact reason, time, location or circumstances under which the crew member went missing.
Competency training and skills development related to safety
| 2025 - Gender | Headcount | Total training hours 1 | Average (hours) | % of seafarers who completed their performance review 2 |
| Female | 34 | 1 110 | 32.6 | 100% |
| Male | 1 248 | 42 649 | 34.2 | 100% |
| Total | 1 282 | 43 759 | 34.1 | 100% |
| 1 Seafarers must comply with the International Convention of Standards of Training, Certification, and Watchkeeping STCW regulation, including both basic and advanced safety courses. 2 In 2025, 100% of off-signing seafarers discussed their feedback with a crewing manager covering topics such as crew evaluation process, safety, work and rest hours, food quality, work environment, ship and shore support, knowledge sharing, welfare onboard, and evaluation of superiors. |
||||
|---|---|---|---|---|
| 2024 - Gender | Headcount | Total training hours 1 | Average (hours) | % of seafarers who completed their performance review |
| Female | 26 | 1 526 | 58.7 | 100% |
| Male | 1 186 | 49 979 | 42.1 | 100% |
| Total | 1 212 | 51 506 | 42.5 | 100% |
| 1 Seafarers must comply with the International Convention of Standards of Training, Certification, and Watchkeeping STCW regulation, including both basic and advanced safety courses. | ||||
|---|---|---|---|---|
Accounting policies - Competency training and skills development
Metrics reported in this section are used to monitor the IROs related to health and safety for the workforce within our operations. Metrics are not validated by any external body other than the assurance provider and is limited to Höegh Autoliners’ seafarers.
Training hours: Total training hours include formal learning hours recorded in either the internal training and development systems utilized by the company for learning and development purposes. Non-registered learning hours are not included in the reported numbers as estimates. Average training hours are calculated by dividing the total training hours by the headcount.
Seafarers performance reviews: Seafarers' performance reviews are based on their rank and the duration of their time onboard, supported by a mandatory 'Crew Evaluation Report'. The performance reviews are conducted at the end of the contract.
Entity-specific metrics
Entity-specific metrics – Land-based employees
| 2025 | 2024 | |
| Work-life balance index (%) | 85% | 85% |
Accounting policies - Work-life balance index
Metrics reported in this section are used to monitor the IROs related to working time for land-based employees. The metrics are not validated by an external body other than the assurance provider.
Work-life balance Index: refers to 3 questions related to leadership support for work-life balance, manageable workload and stress. The Index is the average of these scores. The engagement survey is conducted annually for land-based employees.
Entity-specific metrics - Seafarers
| 2025 | 2024 | |
| Breaches of work and rest hours | 384 | 413 1 |
| Detentions | 0 | 1 |
| Deficiency per inspection ratio | 0.83 | 0.53 |
| Officers’ retention rate (HFSP) | 97.6% | 98.5% |
| Crew retention rate (HFSC) | 99.3% | 99.3% |
| 1 2024 numbers restated | ||
|---|---|---|
Breaches of work and rest hours for 2025 included 384 reported breaches compared to 413 in 2024. The decrease is due to continuous awareness campaign through crew briefing, technical operation familiarization sessions and officers’ conferences.
Accounting policies - Entity-specific metrics - Seafarers
Metrics reported in this section are used to monitor the IROs related to working time and secure employment for seafarers. The metrics are not validated by an external body other than the assurance provider.
Breaches related to work and rest hours: Crew members can report breaches related to work and rest hours through the HIS. The reports are then verified by the executive officer and forwarded to the crewing department. If the breach is caused by human factors, it is managed by the Competence and Quality Assurance Manager; if it's related to technical or operational issues, HTMI takes charge. The approver then closes the case or provides guidance for further actions.
We have restated our 2024 rest hour breach figures after identifying that many HIS reports consolidated multiple individual crew breaches into single entries, resulting in under‑reporting. Following a detailed review, the updated figure reflects all individual cases to ensure greater accuracy, transparency, and comparability with 2025 data, where vessels reported breaches individually.
Detentions: refer to the number of non-compliances identified during PSC inspections, where the deficiencies result in the detention of vessels, preventing them from leaving the port until the identified issues are rectified and the vessel meets the required standards.
Deficiencies: during PSC inspections refer to any non-compliance with international maritime regulations identified on a vessel. Deficiencies can range from minor issues to serious safety and environmental concerns.
Officers retention rate: defined as the number of avoidable turnover of officers divided by the average number of officers in the reporting year. This includes officers employed by HFSP.
Crew retention rate: defined as the number of avoidable turnover of crew members divided by the average number of crew members in the reporting year. This includes all seafarers employed by HFSC.
Avoidable turnover: Number of crew departures that could have been avoided by the Company.
Compensation metrics (pay gap and total compensation)
In 2025, we expanded the scope of our remuneration disclosures in line with the requirements of ESRS S1‑16 to include both land‑based employees and seafarers. Accordingly, the 2024 figures for both the Total Remuneration Ratio and the Gender Pay Gap have been restated to reflect this scope.
The total remuneration of the highest‑paid individual in 2025 amounted to 32.8 times the median total remuneration of all employees, compared to 144.4 in 2024. The year‑on‑year change is primarily driven by the vesting profile of long‑term incentive plan (LTIP) awards for members of executive management, with a significant portion vesting in 2024.
The gender pay gap indicates that women earned on average 11.9 % more than men. This outcome primarily reflects differences in workforce composition, seniority, and role distribution across functions and employee categories, rather than differences in remuneration for comparable roles.
| 2025 | 2024 | |
| Total Remuneration Ratio | 32.8 | 144.4 |
| 2025 | 2024 | |
| Gender Pay Gap | -11.9% | 5.2% |
Accounting policies - Remuneration and gender pay gap
Metrics reported in this section are used to monitor the IROs related to remuneration metrics for both land-based employees and seafarers. The metrics are not validated by an external body other than the assurance provider.
Remuneration ratio of the highest paid individual: The remuneration ratio is defined as the ratio of the highest paid individual to the median annual total remuneration for all employees (excluding the highest-paid individual). Total remuneration includes base salary, benefits in cash, benefits in kind and direct remuneration as defined in ESRS S1 AR 101 (b) . The metric covers land-based employees only. The following formula is used:
Annual total remuneration for the undertaking' s highest paid individual / Median employee annual total remuneration (excluding the highest paid individual)
Gender Pay Gap: The gender pay gap is defined as the difference of the average pay levels between female and male employees, expressed as the percentage of average pay level of male employees. Calculation includes both land-based employees and seafarers. The following formula is used:
[Average gross hourly pay level of male employees-average gross hourly pay level of female employees) / Average gross hourly pay level of male employees]*100
All salaries have been converted to USD for both the remuneration ratio and gender pay gap calculations.
Incidents, complaints and severe human rights impacts
In 2025, one grievance case was reported in our offices, which did not result in disciplinary action. In the same period, two incident cases of discrimination & harassment were reported among seafarers onboard. These onboard incidents were reported to the crew manager in accordance with the onboard complaint procedure, and appropriate disciplinary actions were implemented where required.
| 2025 | 2024 | |
| Severe human rights incidents connected to workforce | 0 | 0 |
| Incidents of discrimination & harassment (land-based employees/ seafarers) | 0/2 | 1/5 |
| Complaints filed through grievance / complaints mechanisms | 1 | 0 |
| Total amount paid in fines, penalties, and compensation for incidents and complaints | 0 | 0 |
Accounting policies - Incidents, complaints, and severe human rights impacts
Metrics reported in this section are used to monitor the IROs related to incidents, complaints and severe human rights impacts covering both land-based employees and seafarers. The metrics are not validated by an external body other than the assurance provider.
Severe human rights incidents connected to workforce: includes cases of human rights that resulted in instances of lawsuits, formal complaints through Höegh Autoliners or third-party complaint mechanisms, serious allegations in public reports or the media.
Incidents of discrimination & harassment: this includes cases of discrimination on the grounds of gender, racial or ethnic origin, nationality, religion or belief, disability, age, sexual orientation, or other relevant forms of discrimination involving internal and/or external stakeholders across operations.
Complaints filed through grievance/complaint mechanisms: this corresponds to the number of complaints filed through our externally available whistleblowing channel.
Total amount paid in fines, penalties, and compensation for damages (incidents of discrimination & harassment): includes the total of fines, penalties and compensation for damages paid during the year that are linked with incidents of discrimination & harassment.
There is a risk of underreporting incidents of discrimination, harassment, and severe human rights violations within the workforce, as employees may fear retaliation.
