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SCORPIO TANKERS  
ESG REPORT 2022

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CONTENTS
ABOUT THIS REPORT
Scorpio Tankers Inc.’s 2022 Environmental, Social, and Governance (ESG) Report sets forth the ESG-related 
commitments, initiatives, and performance of Scorpio Tankers Inc. (“Scorpio Tankers” or the “Company”) for the 
calendar year of 2022. This report has been prepared in accordance with the Sustainability Accounting Standards 
Board (SASB) Marine Transportation Standard (v. 2018-10). Where considered relevant, this report details 
management and performance information up to the date of publication. Some information presented in the report 
includes the activity of the Scorpio group of companies (Scorpio). 
Scorpio includes companies which are service providers to Scorpio Tankers and provided seafarers for vessels 
and shoreside services during the reporting period. Please see Scorpio Tankers’ 2022 Annual Report for further 
information on these relationships. 
This is the fourth ESG report that the Company has published since its inaugural 2019 ESG report. Feedback on this 
report is welcome. To provide feedback or to request additional information related to the contents of this report, 
please contact us at sustainability@scorpiogroup.net
	 3 	 KEY FIGURES 2022
	 4	
LETTER FROM THE CEO 
	 6	
ABOUT SCORPIO TANKERS
	 8	
OUR SUSTAINABILITY STRATEGY
	 10	
ENVIRONMENT
	 13	
SOCIAL
	 16	
GOVERNANCE
	 20	
APPENDIX
	 25	
OFFICES & OPERATIONS
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Fleet Vessels	  
NUMBER 
113
2021: 131
Sailing Distance  
MILLION NAUTICAL MILES 
7.01
2021: 7.7
Health & Safety 
0.5 LTIF 
2021: 0.71
Average Age	
YEARS 
7.0 
2021: 6.0
GHG emissions 
MILLION MT CO2e 
2.33
2021: 2.48
Spills 
 
0
2021: 0
KEY FIGURES 2022
	 *	As of December 31 of the respective year. 
	**	Scorpio reports on LTIF in accordance with the OCIMF Marine Injury Reporting Guidelines.
**
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*
*

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DEAR VALUED STAKEHOLDERS
It is with great pleasure that I present to you our ESG Report 
for 2022. As a leading oil tanker company, we understand the 
importance of balancing economic growth with environmental 
sustainability, and we take our responsibilities in this regard 
very seriously. This report reflects our commitment to working 
towards a more sustainable future for our industry, our 
communities, and our planet. 
In a world where political instability and uncertain energy 
markets have become the norm, we recognize the vital role 
that we play in ensuring energy security for our customers. We 
take pride in our ability to navigate these challenging times 
and maintain the uninterrupted flow of energy around the 
world. The future of our industry depends on our ability to 
adapt to changing circumstances, and we are committed to 
remaining agile to meet the needs of an evolving world.
Safety is at the core of everything we do. We know that our 
success depends on the well-being of our employees, our 
customers, and the communities where we operate. We are 
proud of our safety record, which reflects our commitment 
to process refinement, self-reflection, and a strong safety 
culture. Regardless of our previous efforts, there is always 
room for improvement, and we remain dedicated to working 
with our stakeholders to identify and address potential risks 
and challenges. 
Efficiency is also critical to our success. We understand that 
our customers rely on us to transport their products in a 
timely and cost-effective manner, and we strive to meet their 
demands. We continuously invest in new technologies and 
innovative solutions to improve the efficiency of our vessels 
and reduce our environmental impact. Through meaningful 
collaboration with our stakeholders, we continue our work 
towards pragmatic solutions for mutual benefit. 
Finally, we understand the importance of caring for the 
well-being of seafarers who are paramount to our success.  
Without question, their work is challenging and often involves 
long periods away from their families and loved ones.  To help 
combat the rigors of their valued work, we are committed 
to providing a safe and supportive work environment that 
promotes their physical and mental well-being. At sea and 
onshore, we fully support the ideals of diversity and inclusion 
and are working to create a culture that values and celebrates 
our differences. 
As we look to the future, we know that there are challenges 
ahead. Climate change is among the most pressing issues 
facing our industry and our planet. As such, we have decided to 
engage with a third-party provider to create a climate change 
scenario analysis specifically tailored to our Company.  We 
firmly believe this work will minimize our blind spots and help 
us more clearly see the path ahead.  While a small step, we will 
continue to collaborate and ask for help when needed to guide 
our actions to reduce our environmental impact and promote 
sustainability. 
In conclusion, our current ESG report reflects our continued 
commitment to sustainability and our dedication to creating a 
safe, secure, and sustainable energy supply chain. We 
recognize that collaboration is crucial and we are committed 
to working closely with our partners to achieve our sustain­
ability goals. We believe that through collaboration and 
innovation, we can create a sustainable future for ourselves 
and generations to come.
Sincerely,
Emanuele A. Lauro  
Chairman and CEO, Scorpio Tankers 
Monaco, May 2023
LETTER FROM THE CEO

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ABOUT SCORPIO TANKERS
Scorpio Tankers is a leading product tanker owner-operator providing marine 
transportation of refined petroleum products worldwide. With decades of experience 
serving a diversified blue-chip customer base, the Company is committed to 
operating at the highest possible standards to create sustainable, long-term value 
for our stakeholders. 
Our vessels transport refined petroleum products (gasoline, 
diesel, jet fuel, and naphtha) on time charters or in the spot 
market through commercial pools operated by the Scorpio 
group of companies. The employment method of our vessels 
varies based on many factors, including our perspective on 
future market conditions. 
Scorpio Tankers’ fleet currently comprises an efficient mix of 
113 short-range to long-range vessels that are wholly owned, 
lease financed, or bareboat chartered-in tankers. We utilize 
only modern, fuel-efficient tankers with an average fleet age of 
7.2 years (as of March 31, 2023), compared to the global average 
of 13 years for vessels in the same class. In 2022, we started 
the year with 131 vessels and ended the year with 113 active 
vessels. Our fleet visited port in 135 countries and territories, 
of which the top ten accounted for 46% of all calls. 
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HANDYMAX (HM) 
VESSELS: 
14 
AVERAGE AGE: 
8.1 
GLOBAL AVERAGE:
16.2 
HANDYMAX
HM
TYPICAL ROUTE:
Intra-Europe 
TYPICAL CARGO:
Ultra low sulfur diesel
MEDIUM RANGE (MR) 
VESSELS: 
60 
AVERAGE AGE: 
6.9 
GLOBAL AVERAGE:
11.8 
MEDIUM RANGE
MR
TYPICAL ROUTE:
USA to Europe 
TYPICAL CARGO:
Gasoline
LONG RANGE (LR2) 
VESSELS: 
39 
AVERAGE AGE: 
6.8 
GLOBAL AVERAGE:
10.4 
LONG RANGE
LR2
TYPICAL ROUTE:
Middle East to Far East
TYPICAL CARGO:
Ultra low sulfur diesel
ACTIVE FLEET AS OF DECEMBER 31, 2022
SCORPIO TANKERS

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PORT CALLS 2022 — TOP 10 COUNTRIES
	 1	
United States	
1,076
	 2	 Singapore	
858
	 3	 Australia	
623
	 4	 South Korea	
608
	 5	 United Arab Emirates	
601
	 6	 India	
543
	 7	 Mexico	
469
	 8	 Denmark	
438
	 9	 Sweden	
428
	10	 Netherlands	
387

INTEGRITY — WORKING ABOVE BOARD 
We believe in the honorable ideals of seafaring and shipping. Integrity, ethics, and strong moral 
principles are fundamental to our business and company culture. Our goal is to achieve the 
highest industry standards in our work through comprehensive training programs, policies, and 
procedural checks built on compliance. 
STEWARDSHIP — RESPECT AND RESPONSIBILITY 
We take pride in our responsibility to our various stakeholders – employees, customers, 
shareholders, and society – and apply the greatest care to preserve their trust. For our ship staff, 
we strive to maintain a safe, respectful working environment, both offshore and onshore. For 
our customers, we work hard to meet their expectations and deliver their products in a secure, 
efficient manner. Our banks and investors entrust us with their capital, and we aim to fulfill our 
financial obligations with complete transparency. Lastly, for the broader society, we utilize strict 
procedures and industry best practices to ensure safe, incident-free transportation on fuel-
efficient vessels. 
COLLABORATION — NO MAN IS AN ISLAND 
We work across our industry with other companies, nonprofits, and authorities to leverage the 
multidisciplinary expertise in how we operate our business. These partnerships create shared 
value that accelerates our organization – and the industry as a whole – in a positive direction. We 
also believe that embracing diverse backgrounds and cultures generates stronger performance 
and long-term resiliency. Through diversity and the free exchange of ideas, we encourage 
innovation and provide opportunities for personal and professional development within our 
organization. 
MOXIE — FORTUNE FAVORS THE BOLD  
We challenge ourselves to take risks and pursue new opportunities to achieve long-term, risk-
adjusted returns. Our energetic, ambitious, and innovative culture fuels our bold approach for 
success. We are not afraid to explore uncharted waters.
Scorpio Tankers strives to be a leader in the product tanker industry in all aspects of our business. 
Our vision is to provide the best services for our customers through our diligent focus on people, 
planet, principles, and performance. We are committed to... 
PEOPLE:	
Maintaining a safe and healthy work environment through extensive training, 
improved awareness, and proper procedures 
PLANET:	
Minimizing greenhouse gas (GHG) emissions, improving vessels’ operational 
efficiency, and safeguarding our oceans 
PRINCIPLES:	
Complying with global and national rules and regulations concerning 
environmental disclosures, fair labor practices, anti-corruption laws, etc. 
PERFORMANCE:	
Operating efficient systems and investing in advanced technologies for long-
term resilience
VALUES
VISION
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ESG APPROACH 
Scorpio Tankers plays a critical role in the supply chain of 
refined petroleum products and, as such, it is our duty to 
maximize the environmental, social, and governance (ESG) 
performance of our operations. Our ESG strategy aims to 
reduce the physical and financial risks for our business as well 
as contribute to our customers’ Scope 3 emissions reduction 
goals. We recognize the importance of not only satisfying legal 
requirements but surpassing them to deliver the best value for 
our people, planet, and society. The Company reports on ESG 
performance annually and aims to provide relevant, financially 
material, and industry specific ESG information for our 
investors and stakeholders. We report in accordance with the 
SASB Marine Transportation Standard (v. 2018-10) and address 
climate risks based on recommendations by the Task Force on 
Climate-related Financial Disclosures (TCFD). 
Additional details of our commitments and initiatives are 
stated in our company Sustainability Policy. We strive to 
provide full transparency of our sustainability efforts and 
continually update and improve our strategy in line with 
industry best practices.
OUR SUSTAINABILITY STRATEGY
Scorpio Tankers’ business strategy exists at the nexus of sustainability and 
profitability. Sustainability drives both the long-term resiliency of our operations 
as well as the environmental and financial value we deliver to our stakeholders. Our 
comprehensive approach includes utilizing fuel-efficient vessels, prioritizing the 
safety of our seafarers and cargo, and complying with global regulations. 
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Scorpio Tankers creates safe, healthy, 
and equitable working conditions for our 
workforce, both onshore and offshore. 
In a business with inherent risks and 
hazards, it is vital that we ensure the 
safety of our operations and provide the 
necessary training to prevent accidents. 
Scorpio Tankers’ business fosters 
critical economic activity across sectors. 
Through our role in global trade and 
development, we support sustainable 
economic growth and leave a positive 
impact on emerging economies. We 
actively promote economic growth in our 
own operations by fostering an inclusive, 
diverse workforce and providing 
professional training and development 
programs. 
As a maritime company, it is our duty to 
ensure that all waste produced onboard 
our vessels is managed responsibly so 
that it does not pollute our oceans or 
cause undue burden at port reception 
facilities. We monitor and report on our 
progress, collaborate with suppliers 
and ports, and act in accordance with 
international waste regulations.
CONTRIBUTING TO THE SDGS
The United Nations Sustainable Development Goals (SDGs) 
provide a series of 17 interconnected goals that collectively 
aim to end poverty, protect the planet, and ensure peace and 
economic prosperity for all. Scorpio Tankers supports and 
contributes to the SDGs as a pathway to produce sustainable 
growth and shared value. Our SDG-focused initiatives have 
positive impacts not only for our business and direct value 
chain, but also for our industry. The goals most relevant to our 
policies and actions are SDGs: 3, 8, and 12.
MEMBERSHIPS AND INITIATIVES
Through the Scorpio group of companies, Scorpio Tankers is a proud member of the following 
organizations and initiatives that are dedicated to ESG-related causes:
International Seafarers’ 
Welfare and Assistance 
Network (ISWAN) – a network 
of international organizations 
committed to improving the 
welfare of seafarers through 
a variety of initiatives to 
improve physical health, 
mental wellbeing, and 
community support.
Intertanko (ESG Working 
Group) – an advocacy group 
for the tanker industry to 
facilitate the world with the 
safe, environmentally sound, 
and efficient seaborne 
transportation of oil, gas, and 
chemical products.
Marine Anti-Corruption 
Network (MACN) – a global 
business network supporting 
the vision of a maritime 
industry free of corruption. 
Global Maritime Forum – 
an international nonprofit 
organization committed 
to influencing the future 
of maritime trade for 
sustainable, long-term 
economic development and 
social wellbeing. Scorpio is 
a member of the Getting to 
Zero Coalition and a signatory 
of the Neptune Declaration.
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TIDES OF CHANGE:  
PREPARING FOR THE GREEN TRANSITION
Although shipowners and other maritime organizations have 
achieved significant emissions reductions through operational 
efficiencies, this increase of shipping and trade is projected 
to outpace current energy-saving strategies. The maritime 
industry is at a critical juncture in which it needs to accelerate 
decarbonization and enact ambitious regulations in line with 
the Paris Agreement’s climate goals. 
The International Maritime Organization’s (IMO) initial GHG 
emissions strategy established a 2050 goal to reduce annual 
GHG emissions from international shipping by 50% and carbon 
intensity by 70%, compared to a 2008 baseline. However, 
scientific institutions and maritime NGOs have recently called 
for a more accelerated GHG emissions strategy to achieve 
rapid decarbonization of international shipping. 
In March 2023, the Intergovernmental Panel on Climate 
Change (IPCC) published the Synthesis Report of the Sixth 
Assessment Report (AR6), which issued an urgent demand for 
more aggressive climate action and near-term target-setting 
in line with a 1.5ºC pathway. In response, the IMO is expected 
to revise its initial GHG strategy at the Marine Environment 
Protection Committee (MEPC) 80 meeting in mid-2023. 
Scorpio Tankers is actively following these developments 
and is fully prepared to collaborate with key stakeholders 
in the maritime industry to achieve new emissions goals. 
Alternative low- and zero-carbon fuels (e.g., hydrogen, 
ammonia, and e-methanol, among others) have a promising 
future in decarbonizing the shipping industry. However, 
these technologies still pose numerous challenges, and 
cross-sector collaboration is essential for successful market 
transformation. 
As a leading product tanker fleet and responsible maritime 
business, Scorpio Tankers is well-positioned to step forward 
and engage in these collaborative efforts. We are eager to 
leverage the diverse resources and expertise of the Scorpio 
group of companies to achieve technological advancements 
and share our knowledge with key stakeholders in the 
maritime industry. We remain committed to our climate 
partnerships, such as the Global Maritime Forum’s Getting to 
Zero Coalition, and will continue to seek effective synergies for 
achieving IMO-alignment.  
Change is on the horizon, and Scorpio Tankers is ready to 
collaborate with NGOs, flag nations, customers, clean 
technology companies, and other shipowners to accelerate 
the green transition. 
The maritime industry is undoubtedly the mainstay of global trade and economic 
development. Ships carry over 80% of global trade by volume and account for  
crucial components in the supply chains of nearly every industry. Current estimates 
show that the maritime industry contributes almost 3% of global greenhouse gas 
(GHG) emissions, but that is likely to grow as demand for global trade increases.  
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Scorpio Tankers aims to focus on the environmental 
challenges that impact our enterprise, including greenhouse 
gas (GHG) emissions, marine pollution, and waste manage­
ment. We are committed to fulfilling the International 
Maritime Organization’s (IMO) GHG reduction obligations in 
addition to other emissions regulations for sulfur oxides (SOX), 
nitrogen oxides (NOX), and particulate matter (PM). 
Scorpio Tankers’ Sustainability Policy outlines our dedication 
to environmental responsibilities, such as optimizing 
the operational efficiency of our vessels and investing in 
sustainable technologies to reduce our ecological impact.
GREENHOUSE GAS EMISSIONS
Scorpio Tankers’ sustainability strategy includes minimizing 
greenhouse gas emissions across our operations as well as 
actively looking for improved measures to reduce emissions. 
Our investments in modern, fuel-efficient vessels and 
advanced technologies benefit both the environment and our 
balance sheet. These efforts contribute to the International 
Maritime Organization’s (IMO) 2050 goal for the shipping 
sector to reduce total annual GHG emissions by 50% and 
average carbon intensity by 70%, compared to a 2008 
baseline. International shipping accounts for nearly 3% of 
global annual GHG emissions and carries 80% of global trade 
by volume. Without immediate action to curb emissions, 
ENVIRONMENT
Climate change is adversely affecting the maritime industry in numerous ways. Extreme 
weather events damage port infrastructure, rising seas and temperatures impact 
critical supply chains, and slower economic growth weakens global trade. It is crucial 
for the maritime industry to address these challenges in compliance with emerging 
regulations and stakeholder expectations. 
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the effects of climate change could cost the global shipping 
industry an estimated US $25 billion annually by the end of 
the century. Scorpio Tankers understands the significance of 
this consequence and we are taking the proper measures to 
reduce our direct impacts. 
STRATEGY AND PERFORMANCE
Scorpio Tankers’ initial strategy for reducing greenhouse 
gas emissions begins with maximizing energy efficiency. 
Our modern fleet has an average age of 7.2 years (as of 
March 31, 2023), and all vessels are equipped with advanced 
emissions reduction technologies that satisfy current 
regulatory requirements. Most of our vessels utilize exhaust 
gas scrubbers to minimize SOX emissions. Strong energy 
efficiency creates both operational and economic resiliency 
for our business and contributes to our customers’ Scope 3 
emissions reductions goals. 
COMPLYING WITH EEXI AND CII REGULATIONS 
Beginning in January 2023, the IMO initiated a mandatory 
measure for all ships to calculate their attained Energy 
Efficiency Existing Ship Index (EEXI) to determine energy 
efficiency, and their annual operational Carbon Intensity 
Indicator (CII) and CII rating. Scorpio Tankers has calculated 
carbon intensity indexes for each vessel in our fleet and has 
mapped the overall mitigation potential. We will continue to 
comply with the new IMO regulation in preparation for the 
completion of the first annual report in 2023. 
IMPROVED GHG PERFORMANCE 
The 2022 reporting year saw improved emissions performance 
across all reported sources (Scope 1 GHG, NOX, and PM), due to 
improved efficiency measures, reduced transport work, and 
the reduction of our fleet. In 2022, our Scope 1 GHG emissions 
were 2.33 MMT CO2e (2021: 2.48 MMT CO2e), NOX emissions 
were 60,454 MT (2021: 64,274 MT), and PM was 4,940 MT (2021: 
5,235). Total distance travelled by our vessels was 7.01 million 
nautical miles (2021: 7.67 million nm), an 8.6% decrease, 
compared to a 6% decrease of Scope 1 GHG emissions. This 
indicates a similar correlation between 2021 and 2020, which 
had an 8.5% increase in distance travelled and a 6.4% increase 
in emissions. Detailed emissions and energy efficiency indices 
for each vessel type are reported in the accompanying SASB 
table in the Appendix.
BALLAST WATER  
AND WASTE MANAGEMENT 
100% BALLAST WATER TREATMENT 
Ballast water management systems are vital to the safe and 
efficient operation of vessels. The International Convention 
for the Control and Management of Ships’ Ballast Water and 
Sediments (BWM Convention) regulates the standards and 
procedures for signatory vessels’ ballast water management. 
Uncontrolled or untreated ballast water may contain 
thousands of aquatic or marine organisms, which can be 
detrimental to local ecosystems. The BWM Convention 
ensures that vessels maintain safe operations of ballast water 
systems while minimizing the risk of transferring potentially 
invasive species. Scorpio Tankers’ fleet has ballast water 
management plans established on each vessel in accordance 
with the BWM Convention. In 2022, ballast water treatment 
systems were in place on 100% of our vessels and no ballast 
water discharge incidents were reported.

ZERO SPILLS OR DISCHARGES 
Accidental ocean spills or airborne discharges can have 
devastating ecological consequences. Harmful spills require 
extensive recovery and environmental restoration efforts, not 
only causing reputational damage to the company, but also 
resulting in economic penalties. No ocean spills or airborne 
discharges were reported in 2022 (2021: 0). 
COMPLIANT WASTE DISPOSAL 
MARPOL Annex V regulates solid waste produced on ships and 
prohibits the discharge of most waste into the sea. Regulated 
waste produced on a vessel is properly disposed of at 
designated port reception facilities. Some waste materials are 
recycled or reused when possible. In 2022, no waste disposal 
issues were reported. 
RESPONSIBLE SHIPBUILDING AND RECYCLING 
Scorpio Tankers is committed to sustainable and socially 
responsible shipbuilding and recycling. We make conscious 
decisions when contracting a shipbuilder and assess their 
operations to ensure they align with our values. In addition, 
we believe that ship recycling should be executed in line with 
strict standards for safeguarding the environment, human 
health, and worker safety. We are prepared for potential future 
vessel recycling and will conduct any recycling in compliance 
with the Hong Kong International Convention for the Safe and 
Environmentally Sound Recycling of Ships. No vessels were 
built or recycled in 2022 and no future newbuilds or recycling 
are currently scheduled. 
CLIMATE SCENARIO ANALYSIS 
AND CDP QUESTIONNAIRE 
We are continually developing our approach as it relates to 
sustainability and climate risk in order to future-proof our 
company. Building upon the efforts from last year’s TCFD 
exercise, we are in the process of a climate scenario analysis 
that assesses the physical and transitional risks associated 
with International Energy Agency (IEA) and Intergovernmental 
Panel on Climate Change (IPCC) climate scenarios. The 
analysis takes a comprehensive approach to assess the 
risks and opportunities for our business from bottom-up, 
top-down, and outside-in perspectives. The outcome 
of this exercise will provide us with guidance on what to 
expect in the predicted future scenarios. As the regulatory 
environment develops and various jurisdictions put forth their 
carbon reduction strategies, the oil and gas business will be 
impacted. This work will enable us to prepare for how we can 
best leverage our business model to mitigate risk and seize 
opportunities as the energy landscape evolves. Throughout 
the assessment process, our ESG taskforce will help inform 
elements of perceived business impacts, culminating in a 
workshop with key decision makers. 
We have also opted to respond to CDP’s 2023 Climate 
Change Questionnaire. Our decision to respond is based on 
growing demand for transparency from stakeholders as well 
as increasing participation across our industry. It will be a 
valuable exercise to assess our performance compared to 
peers and to remain ahead of regulation. Additionally, we 
see the climate scenario analysis and CDP being mutually 
informative to the other, as both processes uncover risks 
and opportunities for our business. This robust approach 
to ESG will further strengthen our ability to adapt to coming 
challenges in the regulatory and physical environment.
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The effective management of vessel-produced waste is 
essential for operating a responsible maritime business. 
Shipowners have a duty to reduce waste and adopt 
sustainable consumption practices to minimize the burden of 
pollution on the marine environment, coastal communities, 
and port reception facilities. According to BIMCO, ships in the 
maritime industry use an estimated 1.75 billion plastic bottles 
per year. Although policies and procedures are in place to 
encourage recycling single-use plastics, many nation states 
and reception facilities do not have sufficient infrastructure 
to guarantee responsible recycling. Therefore, it is vital that 
the maritime industry establishes sustainable, circular 
procurement strategies. Scorpio Tankers is an active leader in 
this mission. 
The Company has made significant strides in reducing 
single-use plastics and we recently shared our successes at 
the IMPA London Conference in February 2023. Thanks to a 
new plastics initiative and active supplier engagement, our 
fleet has avoided an estimated 1.2 million plastic bottles per 
year over the past three years. This conservative estimate 
underscores the waste reduction potential if the collective 
maritime industry embraced a similar plastic-free initiative. 
The solution to eliminating single-use plastic bottles was 
not only simple and sustainable, but also cost-effective. 
We worked with our suppliers to install water filtration units 
onboard our vessels and provided seafarers with refillable 
bottles. The aggregate cost of this improvement had a 
positive effect on our budget, demonstrating that sustainable 
solutions can be economical at scale. 
Our success in single-use plastics has motivated us to find 
other areas of improvement and incentivize our stakeholders 
to follow suit. We anticipate regulatory authorities to enact 
plastic bans soon, so it is advantageous to proactively 
build out plastic-free systems and resilient supply chains. 
Through collaboration with suppliers, customers, NGOs, and 
other shipowners, Scorpio Tankers can assist in redesigning 
maritime procurement and consumption in line with a circular 
economy. 
CASE STUDY: 
REDUCING SINGLE-USE PLASTICS  
AND PREVENTING MARINE POLLUTION 
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SAFETY STRATEGY 
Scorpio Tankers prioritizes seafarers’ safety through a 
steadfast commitment to prevent workplace incidents and 
eliminate potential risks and hazards. We ensure the health, 
safety, and security of our workers, our customers, and all 
other personnel connected to our operations. We uphold this 
responsibility by implementing a comprehensive approach to 
health, safety, and security: 
IDENTIFY AND ASSESS 
Scorpio Tankers continuously identifies and assesses all 
risks and hazards that are present for our seafarers, both 
offshore and onshore. Current risks to seafarers’ health 
and safety include operational hazards on vessels, physical 
and mental illness, and threat of piracy or other seaborne 
crimes. 
TRAIN AND PREPARE 
Providing sufficient safety training is essential to preventing 
workplace incidents and maintaining our strong safety 
culture. Scorpio Tankers ensures that all employees and 
associated personnel possess the proper safety awareness 
and observe all onboard procedures. 
SOCIAL
Creating a safe, healthy, and enriching work environment is a fundamental component 
of our business. Scorpio Tankers strives to put its people first by maintaining a safe 
workplace, investing in professional development and training programs, and fostering a 
culture of diversity, equity, and inclusion. These efforts generate social capital and positive 
retention rates, resulting in a strong foundation to drive growth and innovation.

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COMPLY WITH REGULATIONS 
Scorpio Tankers upholds a safe and secure work environ­
ment in accordance with all relevant maritime regulations. 
We also cooperate fully with international authorities in 
order to deter maritime terrorism and other threats. Our 
fleet is in compliance with the International Code for the 
Security of Ships and Port Facilities (ISPS Code). In addition, 
the Company is accredited to the internationally recognized 
ISO 9001 and ISO 14001 standards on quality management 
and environmental management systems, respectively. We 
are aligned with the United Nations Guiding Principles on 
Business and Human Rights (UNGPs) and only do business 
with entities that comply with human rights laws.
SAFETY AND LABOR
LTIF 
In 2022, our lost time incident frequency (LTIF) was 0.5 (2021: 
0.71), there were five reported incidents, and no serious marine 
casualties. We will continue our commitment to achieve a 
zero-harm workplace and prioritize the health and safety of 
our people. 
RESPONSIBLE SAFETY CULTURE 
Our workplace environment contains many inherent risks 
and safety hazards. In order to instill safe work habits and 
awareness, senior management communicates regularly 
with company employees through internal media campaigns 
and training programs. We allocate resources and personnel 
to ensure all operations are safe and in compliance with 
regulations. Although we employ dedicated safety personnel 
to oversee safety programs and monitor operations, each 
employee is equipped with a supervising authority to stop 
any activity that they deem unsafe. These proactive strategies 
contribute to our strong safety culture and low incident rates. 
PIRACY PROTECTIONS 
As a global product tanker fleet, Scorpio Tankers faces 
risks of piracy, hijacking, and kidnapping in certain regions 
of operation. We utilize industry best practices and follow 
guidance from governing bodies to actively protect our crew, 
vessels, and cargo. All of our ships are registered with the EU 
Naval Force (Maritime Security Centre), which coordinates 
ships’ transit schedules with the appropriate protection 
arrangements in the Gulf of Aden and Somali Basin. We also 
conduct an internal risk assessment before initiating a voyage 
in any part of the world and assess preventive measures 
in alignment with our Health, Safety, Quality, and Security 
Policy. In 2022, no incidents of attempted piracy, hijacking, or 
kidnapping of Scorpio Tankers vessels were reported (2021: 0). 
SEAFARER LABOR PRACTICES 
Our seafarers are represented by the International Transport 
Workers’ Federation (ITF), which defends the interests of 
transport workers’ unions in matters related to job security, 
employment conditions, and safety in the transport industry. 
We also adhere to the industry specific guidelines of the 
International Labor Organization (ILO), which aims to promote 
rights at work, encourage decent employment opportunities, 
enhance social protection, and strengthen dialogue on work-
related issues. 
HEALTH AND WELFARE
NEPTUNE DECLARATION 
Scorpio Tankers is a proud signatory of the Global Maritime 
Forum’s Neptune Declaration, which aims to protect seafarers’ 
welfare in response to the COVID-19 crew change crisis. We 
will continue to promote and support the Declaration by: 
 
 Recognizing seafarers as essential workers and giving them 
priority access to COVID-19 vaccines 
 
 Establishing and implementing gold standard health 
protocols based on industry best practices; 
 
 Improving collaboration to facilitate crew changes;  
 
 Ensuring air connectivity between key maritime hubs  
for our seafarers 
WELLNESS AND WELFARE AT SEA 
Maintaining a safe workplace extends beyond safety training 
and procedures. Seafarer wellness – both physical and 
psychological – directly concerns effective ship operations 
and the safety of human lives, vessel cargo, and the marine 
environment. Ultimately, our people are our greatest asset, 
and we strive to protect and enhance their wellbeing in any 
way possible. 
17

Our seafarers live and work in an inherently stressful environ­
ment while onboard vessels. Shipboard work involves physical 
labor and living in confined spaces over long periods of time. 
Social norms are altered while at sea, as seafarers have a 
restricted social group and limited recreational resources. We 
have made significant investments in our vessels and social 
resources over the years to overcome these challenges and 
provide a rewarding work-life balance for our seafarers. All 
vessels in our fleet have recreational rooms, fitness equip­
ment, offices with public computers, and other communal 
spaces. Vessels are also enabled with Wi-Fi connectivity so 
that seafarers have access to reliable communication with 
family members onshore. In addition, we have a valued 
partnership with Crewsure, providing health insurance to 
cover employees’ time at home and medical benefits for direct 
family. We regularly seek improvements to our wellness 
initiatives and value employee feedback on wellness at sea. 
The physical, mental, and economic welfare of our ship staff 
is a top priority. Our senior management is committed to 
building a culture of care across the company through a variety 
of welfare measures, including: 
 
 Dedicated shore staff for handling seafarer-welfare issues 
 
 Digital learning management system for remote access to 
training and seminars 
 
 Wellness workshops to raise awareness of physical and 
mental wellbeing 
 
 Free internet access provided to all seafarers onboard to 
help them stay in touch with their families 
 
 Streamlined processes and procedures to optimize 
workload of seafarers 
 
 Competitive wages and benefits that are well above what is 
negotiated in the collective bargaining agreement 
 
 Timely payment of wages to all seafarers and timely 
turnaround in their tour of duty 
 
 Recreational facilities onboard, including a gym 
 
 Assistance to onshore families of seafarers while they are 
at sea 
 
 Mentoring programs for cadets 
 
 Industry leading insurance program for all seafarers
DIVERSITY, EQUITY,  
AND INCLUSION 
AMPLIFYING DEI EFFORTS 
Scorpio Tankers is committed to fostering a diverse workplace 
that reflects our values of respect and integrity. This past 
year, we updated our Code of Ethics to further develop our 
DEI initiatives and expand on current employee training 
requirements.  Additional information on our updated Code is 
provided in the case study in the Governance section. 
We recently welcomed a new board member, Sujata P. 
Kumar, who brings over 40 years of unique experience in 
entrepreneurship and industry across various sectors. Among 
her accomplishments, Ms. Kumar served as joint managing 
director of United Shippers Limited in India and currently 
serves as a director of Parekh Integrated Services, one of 
India’s largest healthcare logistics providers. Ms. Kumar is the 
second woman and first person of color to join the Company’s 
Board. We are thrilled to have Ms. Kumar at our table, and 
her perspective and expertise will be invaluable to Scorpio 
Tankers. 
DIVERSE TALENT AND ANTI-DISCRIMINATION 
We embrace diversity across our company and strive to foster 
a culture of openness and acceptance for all employees and 
other team members. Uplifting our people and recognizing 
their diverse backgrounds, skillsets, and ideas not only 
supports their professional development, but also enables the 
Company to retain the best and brightest talent. Furthermore, 
as an Equal Opportunity Employer, all qualified applicants 
receive consideration for employment without discrimination 
of race, color, religion, sex, sexual orientation, gender identity, 
national origin, disability, or protected veteran status. For 
more information, our approach to diversity and inclusion is 
outlined in our Code of Ethics.
	
	
	
UNDER 30 	
30–50 	
OVER 50 
SCORPIO COMPANY DIVERSITY 2022 	
PERSONS	
FEMALE	
YEARS OLD	
YEARS OLD	
YEARS OLD
Governance bodies	
13	
3	
0 	
4	
9 
Shipboard employees	
5,218 	
58 	
1,433 	
3,135  	
650 
Onshore employees	
804 	
226 	
122 	
573 	
109  
	
	
	
	
	
S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
18

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
PROFESSIONAL DEVELOPMENT
TRAINING AND ADVANCEMENT 
We are committed to the professional development of our 
people and invest in their growth from the very beginning 
of employment. All employees take part in onboarding and 
induction programs as well as on-the-job training. Beyond 
the standard training programs, we provide professional 
development opportunities for employees to learn new 
skills and advance their technical or managerial capabilities. 
Investing in seafarers’ professional growth results in positive 
retention rates and an innovative company culture. 
SEAFARER EDUCATION 
In addition to seafarer training, we are committed to the 
continuing education of our cadets and provide seminars 
both onboard and online. In the past five years, over 500 
cadets across multiple nationalities have completed 
training with Scorpio Tankers and many continue to serve as 
watchkeeping officers onboard our vessels. We take pride in 
the retention rate of our cadetship (97%) and actively monitor 
the progress of cadets throughout their training and service. 
We will continue to improve and adapt our seafarer seminars 
to provide equitable access for eligible seafarers seeking 
education. 
On February 6, 2023, a deadly earthquake struck southern 
Turkey and parts of northern Syria, resulting in catastrophic 
damage and loss of life. The initial 7.8 magnitude earthquake 
was followed by a 7.5 magnitude quake and hundreds of 
aftershocks, with the epicenter in the Pazarcık district of 
Kahramanmaraş Province. When Scorpio Tankers learned of 
this event, we jumped into action to ensure that our people 
– crewmembers, shoreside employees, and their families – 
were safe.  
We leveraged the Scorpio group of companies and our Istanbul 
office to make contact with over 50 employees living in the 
affected region. Through consistent communication efforts, 
we determined the safety status, housing situation, present 
location, and urgent needs of all employees and their families. 
We then collaborated with local suppliers to provide personal 
hygiene products, winter clothing, food, clean water, and 
other provisions. Once it was deemed safe to travel, our local 
crew management visited the affected families and organized 
safe accommodations, including temporary container 
housing and hotel rooms in Istanbul. The earthquake had 
devastating consequences for countless Scorpio employees 
and, unfortunately, resulted in the loss of life of one of our own 
crewmembers. We provided immediate financial support to 
those affected and set up funds and academic scholarships 
for family members. 
In the months following this heartbreaking event, we 
remain committed to our people in Turkey and continue to 
facilitate their recovery. Scorpio’s collective response to the 
earthquake not only demonstrated the collaborative efforts 
of senior management, but also the inherent stewardship 
of our organization. We are grateful for our dedicated crew 
management in Turkey and recognize their selfless acts in 
ensuring the safety and wellbeing of our people. 
CASE STUDY: 
TURKEY EARTHQUAKE SUPPORT 
S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
19
Sources: The New York Times; US Geological Survey

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
20
ESG OVERSIGHT AND 
CORPORATE GOVERNANCE  
The Company’s Board oversees all ESG initiatives and 
assesses performance. The Board’s ESG leadership, 
however, is supported by an extensive, company-wide 
collaboration to conduct business responsibly. The Board 
regularly communicates with senior management across 
business operations to proactively address risks and pursue 
opportunities. Furthermore, every employee, contractor, and 
third-party stakeholder is educated on our policies and held 
to our standards of responsible business. Our commitment 
to responsible business and corporate governance promotes 
a culture of ethics both within our own company and in the 
broader maritime industry. As we navigate changing market 
conditions and geopolitical factors, our company will continue 
to adapt our management of ESG issues to ensure responsible 
corporate governance. 
SEC ESG PREPAREDNESS 
The US Securities and Exchange Commission (SEC) 
anticipates a final rule amendment on ESG disclosures in the 
near future. The current proposal contains rule amendments 
that would require domestic or foreign registrants to disclose 
certain climate-related information in their registration 
statements and periodic reports. The proposed ESG 
disclosures are similar to those that we already provide and 
we will continue to monitor the SEC’s progress and prepare to 
comply with the new amendments, once finalized. 
GOVERNANCE
Our responsibility to our stakeholders — including our investors, employees, and the 
environment — begins with sound corporate governance. We are committed to leading 
an ethical and transparent business by complying with regulatory requirements and 
disclosing annual ESG performance. All decisions are made in line with our Code of Ethics 
and our mission to deliver long-term, sustainable value for our stakeholders.

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
21
SCORPIO ORGANIZATIONAL STRUCTURE
BOARD OF DIRECTORS
AUDIT 
COMMITTEE
COMPENSATION 
 COMMITTEE
REGULATORY  
AND COMPLIANCE  
COMMITTEE
NOMINATING AND  
CORPORATE GOVERNANCE 
 COMMITTEE
SECAT TEAM
DIRECTOR  
ENVIRONMENTAL COMPLIENCE
DIRECTOR 
ENVIRONMENTAL AUDITING 
AND TRAINING
ORGANIZATIONAL STRUCTURE 
Scorpio Tankers’ corporate structure is detailed in the 
accompanying figure, which displays the relationship 
between the Board of Directors, executive committees, and 
the environmental compliance team. The Company has 
established a direct line of reporting from the environmental 
compliance audit and training team (SECAT) to the Board. Our 
Board is comprised primarily of independent directors who 
possess a diverse set of backgrounds, skills, and industry 
knowledge.
RESPONSIBLE BUSINESS 
PRACTICES
ANTI-CORRUPTION 
Corruption poses a significant compliance risk in the maritime 
industry and hinders collective progress in social equity and 
economic growth. In addition to its restraint on global trade 
and development, corruption also threatens the wellbeing 
of our seafarers and places them in illegal, and potentially 
dangerous, situations. 
Scorpio Tankers condemns all forms of corruption and strives 
to operate honestly and ethically in all matters of business. Our 
Code of Ethics states our approach to countering corruption, 
bribery, and fraud. We educate our employees on the various 
forms of corruption, train them in effective responses if they 
are confronted with corruption, and expressly prohibit them 
from participating in corrupt activities. We hold our third-
party entities (suppliers, customers, service providers, and 
partners) to the same conditions and discontinue business 
relationships if knowledge of corrupt practices is revealed. 
We monitor and comply with all anti-corruption and anti-
bribery laws enforced by the various jurisdictions in which we 
operate. These include, but are not limited to, the UK Bribery 
Act of 2010 and the US Foreign Corrupt Practices Act of 1977. 
The Company’s Board and senior management are committed 
to acting in accordance with these laws and addressing 
potential liability and compliance risks. In 2022, our fleet 
made a total of 33 calls in countries that have the 20 lowest 
rankings according to Transparency International’s Corruption 
Perception Index. This constitutes only 0.4% of all calls 
last year and there were no reports of corruption or bribery 
incidents. 
In support of our commitment to anti-corruption, we are 
active members of the Maritime Anti-Corruption Network 
(MACN), a global business network working towards the vision 
of a maritime industry free of corruption, thus encouraging 
fair trade and strengthening the socioeconomic welfare 
of society. MACN’s work proactively dismantles maritime 
corruption and enables member organizations to drive 
change through collective action. Scorpio Tankers follows 
the seven principles for MACN members, which include risk 
assessments, monitoring and internal controls, and due 
diligence. We will continue to support MACN’s initiatives and 
utilize its resources, such as the new 3 Sea Diligence platform 
to manage third-party risks.  
DATA PRIVACY AND CYBERSECURITY 
We are committed to protecting personal data and 
maintaining a high level of data privacy and cybersecurity. We 
comply with all laws and regulations that govern the collection 
and processing of personal data across our operations. Our 
Privacy Policy outlines our procedures for handling personal 
data, and we actively monitor our performance in relation to 
the Policy, including compliance with relevant regulations. 
Action plans and risk management systems have been 
established to protect our information management systems 
from cybersecurity threats. We actively and regularly stress-
test our information security and technology systems, 
including on our vessels. In 2022, there were no material data 
privacy breaches or cybersecurity incidents.

POLICIES AND REGULATIONS 
CODE OF ETHICS 
Scorpio Tankers adheres to the highest standards of ethical 
and legal business conduct, as outlined in our Code of 
Ethics. In 2022, we updated the Code of Ethics to reflect 
the evolution of the corporate and cultural landscape and 
underscore our commitment to transparency in ESG issues. 
Although our business is subject to the laws and regulations 
of the jurisdictions in which we operate, our true drive is our 
people. Compliance guides our business conduct whereas 
our responsibility to our people – employees, clients, and 
investors – drives our purpose. This updated Code of Ethics is 
a robust representation of the ethical means and boundaries 
in which we operate. Special attention has been given to 
certain areas, including our employee guide for ethical 
decision-making and general diversity, equity, and inclusion 
(DEI) considerations. 
WHISTLEBLOWER POLICY 
We value open communication, transparency, and 
accountability in our business. Our Whistleblower Policy 
safeguards these ideals and provides employees with 
the necessary tools to raise their concerns. We hold our 
employees to a high standard of personal and professional 
integrity and thus expect them to maintain the same 
standards for all levels of management. The Whistleblower 
Policy outlines a pathway for employees to submit complaints 
made in good faith without the fear of retaliation. Employees 
utilize a third-party platform, EthicsPoint, for all official 
complaints. The Chief Operating Officer is the designated 
point of contact for EthicsPoint and reports submissions to 
the appropriate committee. The Nominating and Corporate 
Governance committee oversees accounting and ethics 
matters, whereas the Regulatory and Compliance Committee 
oversees environmental matters. The general Whistleblower 
Policy and Environmental Whistleblower Policy are both 
available on our website. 
In addition to formal complaints submitted through 
EthicsPoint, all managers and officers uphold an ‘open 
door policy’ to welcome employees’ concerns and reach a 
resolution internally. We encourage employees to address 
their concerns with their immediate supervisor, whenever 
possible, prior to utilizing EthicsPoint. All supervisors are 
trained in accordance with the Code of Ethics and are 
equipped with the skills to manage concerns responsibly.
S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
22

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
This past year, we updated our Code of Ethics to amplify our 
DEI efforts, meet stakeholder expectations, and respond 
to developments in the maritime industry. One such 
development was the ‘Midshipman X’ sexual assault case 
that stunned the industry, prompting necessary discussions 
and procedural changes for safeguarding seafarers while at 
sea. Our updated Code of Ethics addresses various forms of 
misconduct and outlines provisions for employee training. 
Additional action plans are in place to administer more 
DEI, unconscious bias, and sexual harassment prevention 
training across the company. We have also established 
a multidisciplinary interdepartmental working group to 
oversee and report on our progress. The Code of Ethics is a 
living document, and we will continue to revise our goals and 
policies as necessary to maintain an ethical workplace. 
CASE STUDY: 
CODE OF ETHICS UPDATE
S C O RPI O  T A N KE R S  —  E S G  R E P O R T  2 0 2 2
23
Scorpio Tankers aims to uphold the highest standards of ethics and morals in 
our business to ensure proper corporate governance and a respectful workplace 
environment for all employees.
S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
23

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
24
SASB Marine Transportation Standard Disclosures
APPENDIX
ACCOUNTING METRIC
UNIT OF MEASURE
DATA 2021
DATA 2022
SASB CODE
Greenhouse gas emissions
GHG EMISSIONS
Gross global Scope 1 emissions:  
Financial control
Metric tons (t) CO2e
2,478,402 
2,329,945 
TR-MT-110a.1
Discussion of long-term and short-term strategy 
or plan to manage Scope 1 emissions, emissions 
reduction targets, and an analysis of performance 
against those targets
Descriptive
See 2021  
ESG report
See pages 12-13  
and 28-29
TR-MT-110a.2
Scope 2: Purchased electricity 
Metric tons (t) CO2e
397 
481
Additional
ENERGY CONSUMED 
(1) Total energy consumed
Gigajoules (GJ)
30,958,965  
28,542,673 
TR-MT-110a.3
Percentage
100 %
100 %
(2) percentage heavy fuel oil
Gigajoules (GJ)
19,205,833 
21,967,959
Percentage
62 %
77 %
EEDI / INTENSITY 
Average Energy Efficiency Design Index (EEDI)  
for new ships
Grammes of CO2 per 
ton-nautical mile
N/A
N/A
TR-MT-110a.4
Average Efficiency Ratio (AER) per vessel sized
Grammes of CO2 per 
ton-nautical mile
Handymax: 6.86 
MR: 5.61 
LR1: 4.28 
LR2: 3.67 
Handymax: 6.89 
MR: 5.90 
LR1: 4.07 
LR2: 3.72 
Additional
Air quality
OTHER EMISSIONS TO AIR
(1) NOx (excluding N2O)
Metric tons (t)
64,274 
60,454 
TR-MT-120a.1
(2) SOX
Metric tons (t)
N/A
N/A
(3) Particulate matter
Metric tons (t)
5,235 
4,940

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
25
ACCOUNTING METRIC
UNIT OF MEASURE
DATA 2021
DATA 2022
SASB CODE
Ecological impacts
MARINE PROTECTED AREAS 
Shipping duration in marine protected areas  
or areas of protected conservation status
Number of travel 
days
N/A
N/A
TR-MT-160a.2
IMPLEMENTED BALLAST WATER 
(1) Exchange
Percentage 
0 %
0 %
TR-MT-160a.2
(2) Treatment
Percentage 
100 %
100 %
SPILLS AND RELEASES TO THE ENVIRONMENT 
(1) Number
Number
0
0
TR-MT-160a.3
(2) Aggregate volume
Cubic meters (m³)
0
0
Business ethics
CORRUPTION
Number of calls at ports in countries that have the 
20 lowest rankings in Transparency  International’s 
Corruption Perception Index
Number
10
33
TR-MT-510a.1
Total amount of monetary losses as a result of legal 
proceedings associated with bribery  or corruption
Number
0
0
TR-MT-510a.2
FACILITATION PAYMENTS
Number of incidents where bribes have  
been requested
Number
0
0
Additional
FINES AND SANCTIONS
Number of fines
Number
0
0
Additional
Total monetary value (in reporting currency)
Number  
(reporting currency)
0
0
Non-monetary sanctions for non-compliance with 
laws and/or regulations
Number
0
0
Employee health & safety
LOST TIME INCIDENT RATE 
Lost time incident frequency (LTIF)*
Rate
0.71
0.5
TR-MT-320a.1
*	 Scorpio reports on LTIF in accordance with the OCIMF Marine Injury Reporting Guidelines.

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
26
ACCOUNTING METRIC
UNIT OF MEASURE
DATA 2021
DATA 2022
SASB CODE
Accident & safety management
MARINE CASUALTIES  
Incidents
Rate
5
5
TR-MT-540a.1
Very serious marine casualties
Percentage
0 %
0 %
CONDITIONS OF CLASS  
Number of Conditions of Class  
or Recommendations
Number
11
10
TR-MT-540a.2
PORT STATE CONTROL   
(1) Deficiencies
Rate
0.32 
0.43 
TR-MT-540a.3
(2) Detentions
Number
0
0
Diversity
See 2021  
ESG report
See page 18
Our operations in numbers
ACTIVITY METRICS 
Number of shipboard personnel
Number
6,524 
5,218 
TR-MT-000.A
Total distance travelled by assets
Nautical miles (nm)
7,669,373
7,011,198 
TR-MT-000.B 
Operating days
Days
46,933 
43,207 
TR-MT-000.C
Deadweight tonnage
Thousand DWT
9,169,570 
7,796,019 
TR-MT-000.D
Number of assets vessels in fleet
Number
131 
113* 
TR-MT-000.E
Number of vessel port calls
Number
6,052 
6,290
TR-MT-000.F 
Twenty-foot equivalent unit (TEU) capacity
TEU
N/A
N/A
TR-MT-000.G
*	 Vessels in fleet as of 31 December 2022. Emissions data includes 14 vessels sold during 2022.

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
27
ASSUMPTIONS
GHG EMISSIONS 
Calculations are based on IMO emission factors and fuel 
consumed. The financial control approach has been applied 
for Scope 1.
ENERGY CONSUMPTION 
Calculations are based on tonnes of oil equivalents (toe), using 
DEFRA conversion factors to calculate energy consumed in 
gigajoules (GJ).
AVERAGE EFFICIENCY RATIO (AER) 
Carbon intensity metric estimated based on fuel consumed, 
distance travelled (nm), and deadweight tonnage (DWT).
OTHER EMISSIONS TO AIR (NOX; EXCLUDING N2O,  
SOX, AND PARTICULATE MATTER) 
Estimated based on distance travelled (nm) and a tool 
developed by Danish Shipping (full style) for calculating 
emissions from bulk carrier vessels. 
MARINE PROTECTED AREAS 
The International Union for Conservation of Nature (IUCN) 
defines a marine protected area (MPA) as: any area of intertidal 
or sub-tidal terrain, together with its overlying water and 
associated flora, fauna, historical, and cultural features, 
which has been reserved by law or other effective means to 
protect part or all of the enclosed environment, listed in the 
World Database of Protected Areas (WDPA) and mapped on 
Protected Planet. Protected Planet is the most up to date 
and complete source of information on protected areas, 
updated monthly with submissions from governments, non-
governmental organizations, landowners, and communities. 
It is managed by the United Nations Environment Programme 
(UNEP) World Conservation Monitoring Centre (WCMC). 
However, the reported number does not necessarily include 
all marine protected areas internationally established 
and regulated by IMO Conventions and areas established 
nationally by member states. Please note that duration in 
MPAs is based on PPS data updated every six hours.
LOST TIME INCIDENT FREQUENCY (LTIF) 
This rate is based on the calculation for (lost time incidents)  
/ (1,000,000 exposure hours), and includes incidents resulting 
in absence from work beyond the date or shift when it occurred.
The SASB disclosure identifies Lost Time Incident Rate 
(LTIR) for this accounting metric. However, to properly align 
with industry best practices we reported Lost Time Incident 
Frequency (LTIF) in accordance with the Oil Companies 
International Marine Forum (OCIMF) Marine Injury Reporting 
Guidelines. LTIF is a similar metric to LTIR but uses the Lost 
Time Incidents per 1,000,000 exposure hours rather than 
working hours.
MARINE CASUALTIES 
The definition of ‘marine casualty’ is based on the IMO 
Casualty Investigation Code, paragraph 2.9, chapter 2 of the 
general provisions. 
CONDITIONS OF CLASS 
The data provided represents the number of Conditions of 
Class or Recommendations Scorpio vessels have received 
from a Flag Administration or a Recognized Organization (RO) 
that has been delegated the authority to issue such findings. 
The scope of disclosure includes all Conditions of Class 
regardless of whether they resulted in withdrawal, suspension, 
or invalidation of a vessel’s Class certificate. 
PORT STATE CONTROL 
Deficiency rate is calculated using the number of deficiencies 
it received from regional port state control (PSC) divided by 
total number of port state control inspections. 
Figures provided in this report as per the end of the 2022 financial year (December 31). 
Figures based on estimates outlined below:

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
28
This summary statement of our climate-related risks has been prepared in alignment with the 
Taskforce for Climate-related Financial Disclosures’ (TCFD) recommendations. The climate risk 
analysis was conducted in 2021 and this statement was first published in the Scorpio Tankers 2021 
ESG Report. This year, we are expanding on this statement by conducting a climate scenario analysis 
to better inform our strategic planning and management. 
CLIMATE RISK STATEMENT 2022
CATEGORY  
 TCFD RECOMMENDATION
ENETI RESPONSE
Governance
1
Describe the Board’s oversight of 
climate-related risks and opportunities
In 2021 Scorpio Tankers undertook a Climate Risk Review, specifically 
examining risk categories described in the TCFD framework – namely, 
physical, regulatory, market, technology and reputation risks (and 
opportunities). The documented review was presented to the Board. The 
Board regularly reviews climate-related risks and opportunities as part of its 
overall responsibility for risk governance. 
2
Describe management’s role in assessing 
and managing climate-related risks and 
opportunities 
Management regularly reviews climate-related risks and opportunities, 
on an ongoing basis, as part of its responsibility for enterprise risk 
management. Risks identified and described in the recently-completed 
Climate Risk Review are incorporated into the enterprise risk management 
system, where appropriate, and will continue to be regularly reviewed 
and updated. Management develops work programs to address specific 
climate-related risks and opportunities, including creating specialized 
management roles with responsibility for delivering those critical work 
programs. Management regularly engages with industry experts in 
developing recommendations for the Board on climate-related risks and 
opportunities, including those listed in the table following. 
Strategy
3
Describe the climate-related risks and 
opportunities the organization has 
identified over the short, medium, and 
long term 
See separate risks and opportunities table following. 
4
Describe the impact of climate-
related risks and opportunities on the 
organization’s business, strategy, and 
financial planning 
See separate risks and opportunities table following.
5
Describe the resilience of the 
organizations’ strategy, taking into 
consideration different climate-related 
scenarios, including a 2 degree C or lower 
scenario 
Scorpio Tankers is considering the reduction pathways required to achieve 
various climate goals, including the IMO’s and the Paris Agreement’s current 
2030 and 2050 climate targets. Strategy is evolving in response to the range 
of various future climate scenarios, with the aim to adapt as required and 
ensure resilience is built in.

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
29
CATEGORY  
 TCFD RECOMMENDATION
ENETI RESPONSE
Risk management
6
Describe the organization’s processes for 
identifying and assessing climate-related 
risks 
A formal Climate Risk Review process, including management workshop, 
expert independent advisory and ongoing development has been used 
to identify and assess climate-related risks. Outputs from the Climate 
Risk Review process are elevated to Executive management for further 
assessment and validation. 
7
Describe the organization’s processes for 
managing climate-related risks  
 
A range of management approaches are used for addressing climate-related 
risks, including monitoring, mitigation, and adaptation. Risks are integrated 
into the Enterprise Risk Management system, as appropriate, and where 
required, work programs are established to manage the risks.
8
Describe how processes for identifying, 
assessing, and managing climate-
related risks are integrated into the 
organization’s overall risk management 
Risk management approach to climate-related risks has been updated and 
incorporated into board and management processes.  
Metrics and targets
9
Disclose the metrics used by the 
organization to assess climate-related 
risks and opportunities in line with its 
strategy and risk process  
GHG emissions are measured in carbon dioxide equivalents.  
Other metrics are being developed for risk measurement.  
10 
Disclose Scope 1, Scope 2, and, if 
appropriate, Scope 3, greenhouse gas 
(GHG) emissions, and the related risks 
See climate and emission reporting in the Environmental section  
of the ESG report. 
11
Describe the targets used by the 
organization to manage climate-related 
risks and opportunities and performance 
against targets 
GHG emission reduction targets are currently being developed  
and will be reported in 2024.

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Physical risks
 
 Extreme weather / increased frequency of extreme weather and related knock-on effects; e.g., increased wave height  
 
 Extreme weather-related spill events and vessel damage
 
 Extreme weather events and damage / disruption to sailing and navigation
 
 Health and safety impacts on workforce of extreme weather events
 
 Infrastructure adaptations required, new or different investments required
Regulatory risks
 
 Regulations are increasing and there is some evidence that they are becoming more aligned (to the Paris 
agreement) from country to country  
 
 Carbon taxes and tariffs present regulatory risks in countries, areas of operations, and flag states 
 
 Low-carbon regulatory requirements for self-propelled vessels requiring additional investment in technologies, 
systems, and operational management approach 
 
 Regulatory-related reductions in demand for oil and gas 
 
 Regulated requirements for carbon budgets 
 
 Impacts of the speed of regulatory shift on business planning, strategy, and cost structures to comply with new 
and additional regulations 
Market risks
 
 Changing customer requirements and contract risks – meeting market expectations, especially from major 
customers 
 
 Being able to demonstrate measurable performance requirements 
 
 Impacts on business planning, strategy, and cost structures to meet new and evolving market requirements 
 
 Carbon intensive industries may have difficulty accessing capital, with a higher cost of capital 
 
 Customers are developing their individual ESG frameworks and strategies. Likely need to align with their 
framework, including with their climate-related goals. Risks and opportunities involved:  
– Unknown timelines or requirements for customer ESG plans and targets (creates alignment risks)  
– Known that it is not a matter of ‘if’ but ‘when’ 
 
 Country by country low-carbon transition approaches – need to follow a suitable pathway to meet customer and 
jurisdictional requirements 
 
 Shift from passive disclosure requirements to demonstration of an action-oriented approach 
 
 Lenders and finance providers are setting higher ESG standards, including low-carbon requirements. Shifting to 
becoming owners with equity and wanting more board representation and influence. 
Technology risks
 
 New propulsion, fuel and systems technology — risks of being applicable and fit for purpose 
 
 Capex impacts and linking to customer commitments, with new operating models required 
 
 Number of people in workforce reduced through technology 
 
 Risks associated with the development and deployment of new technologies

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Reputation risks
 
 Difficult to differentiate as a leader without a credible transition plan 
 
 Recruiting and retaining employees will be more challenging without compelling ESG story 
 
 Follow on effects with recruiting and retaining employees; i.e., seen as carbon intense industry 
 
 Third party risks – works both ways; i.e., risks created and managed through relationships with third parties 
 
 Retroactive versus proactive approach to reputation management 
Opportunities
 
 Becoming the recognized low/no carbon operator of choice  
 
 Low carbon access to green debt and lowering of cost capital 
 
 Repositioning for provision of green energy services 
 
 Access to new green activity markets 
 
 Adaptation leading to increased operational performance 
 
 Attraction and retention of people committed to high ESG performance 
 
 High ESG performance driving an enhanced reputation 
 
 Accessing government funding/grants for new green technology 
 
 The opportunity exists to stay ahead of regulation and define/maintain a high ESG standard with presents market 
and reputational benefits 
 
 Technology opportunities are emerging to address and reduce GHG, NOx, SOx, and PM emissions 
 
 Technology opportunities for improving (increasing efficiency onboard systems, including alternative fuels  
and hybrids 
 
 Some climatic changes may present access or easier access to new and/or faster navigable shipping routes

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32
DISCLAIMER
 
 Matters discussed in this report may constitute “forward-looking statements” within the meaning 
of the safe harbor provisions of the United States Private Securities Litigation Reform Act of 
1995. These forward-looking statements reflect Scorpio Tankers Inc.’s (‘Scorpio’s’) current views 
with respect to future events and financial performance. The words believe, anticipate, intend, 
estimate, forecast, project, plan, potential, may, should, expect and similar expressions identify 
forward-looking statements. 
The forward-looking statements in this report are based upon various assumptions, many of 
which are based, in turn, upon further assumptions, including without limitation, management’s 
examination of historical operating trends, data contained in Scorpio’s records and other data 
available from third parties. 
Although Scorpio believes that these assumptions were reasonable when made, because these 
assumptions are inherently subject to significant uncertainties and contingencies which  are 
difficult or impossible to predict and are beyond Scorpio’s control, Scorpio cannot assure you that 
it will achieve or accomplish these expectations, beliefs or, projections.
 
 Risks and uncertainties include, but are not limited to,  the failure of counterparties to fully perform 
their contracts with Scorpio, the strength of world economies and currencies, general market 
conditions, including fluctuations in charter hire rates and vessel values, changes in demand 
in the tanker vessel markets, changes in Scorpio’s operating expenses, including bunker prices, 
drydocking and insurance costs, the fuel efficiency of our vessels, the market for Scorpio’s vessels, 
availability of financing and refinancing, charter counterparty performance, ability to obtain 
financing and comply with covenants in such financing arrangements, changes in governmental 
and environmental rules and regulations or actions taken by regulatory authorities including those 
that may limit the commercial useful lives of tankers, potential liability from pending or future 
litigation, general domestic and international political conditions, potential disruption of shipping 
routes due to accidents or political events, and other important factors described from time to 
time in the reports Scorpio files with, or furnishes to, the Securities and Exchange Commission, or 
the Commission, and the New York Stock Exchange, or NYSE. 
Scorpio undertakes no obligation to update or revise any forward- looking statements. These 
forward-looking statements are not guarantees of Scorpio’s future performance, and actual 
results and future developments may vary materially from those projected in the forward-looking 
statements.
 
 Unless otherwise indicated, information contained in this report concerning Scorpio’s industry 
and the market in which it operates, including its general expectations about its industry, market 
position, market opportunity and market size, is based on data from various sources including 
internal data and estimates as well as third party sources widely available to the public such as 
independent industry publications, government publications, reports by market research firms or 
other published independent sources. 
Internal data and estimates are based upon this information  as well as information obtained from 
trade and business organizations and other contacts in the markets in which Scorpio operates and 
management’s understanding of industry conditions. This information, data and estimates involve 
a number of assumptions and limitations, are subject to risks and uncertainties, and are subject 
to change based on various factors, including those discussed above. You are cautioned not to give 
undue weight to such information, data and estimates. 
While Scorpio believes the market and industry information included in this report are generally 
reliable, it has not independently verified any third-party information or verified  that more recent 
information is not available.

S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
Istanbul
Athens
Manila
Singapore
Mumbai
Administrative/legal 
Commercial operations
Technical management
Finance
Projects, pool
Chartering
Crewing
Dubai
Riga
Monaco (HQ)
New York
Houston
London
SCORPIO OFFICES & OPERATIONS
S C O R PI O TA N K E R S —  E SG R E P OR T 2 0 2 2
33

MONACO
PRINCIPAL EXECUTIVE OFFICE
Le Millenium 9
Boulevard Charles III 
MC 98000 Monaco
Phone: +377 9798 5716
NEW YORK
150 East 58th Street  
New York, NY 10155
Phone: +1 212 542 1616
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