SUSTAINABILITY REPORT 
2021
EIDESVIK OFFSHORE ASA

BOARD STATEMENT	
3
MESSAGE FROM THE CEO	
4
ABOUT EIDESVIK OFFSHORE	
5
OUR PRIORITIES	
6
OUR ESG COMMITMENTS	
7
SUSTAINABILITY GOVERNANCE	
8-10
OUR ENVIRONMENTAL IMPACT	
11-14
POLLUTION TO AIR AND SEA	
15-18
SOCIAL	
19-21
TABLE OF CONTENTS

NUMBER OF SHIPBOARD PERSONNEL	
OPERATING DAYS 
401  
3 253
DISTANCE TRAVELLED BY VESSELS (NM)	
NUMBER OF ASSETS IN FLEET
TIME AT DP (PERCENTAGE OF OPERATION)
As of 31st December 2021
289 785
16 
12 IN OPERATION 
28
ACTIVITY METRICS 2021
ABOUT THE REPORT 
This report is our first comprehensive and stand-alone 
ESG-report. The report has been prepared in accordance 
with the Norwegian Shipowners’ Association Guidelines 
for ESG reporting in the shipping and offshore industries. 
The report presents our material environmental, social, 
and governance (ESG) performance, along with how we 
manage material sustainability topics, for the financial 
year ended December 31, 2021. Critical or material events 
occurring after December 31, 2021, and up until the 
publication date are also covered in this report.
Determination of sustainability impacts and material ESG 
topics for reporting was undertaken by an independent 
expert ESG advisor, in consultation with our staff and 
stakeholders, and was approved by the Board of Directors 
(BoD). The materiality determination method followed 
the GRI Materiality Standard, GRI 3 (2021).  
For Eidesvik sustainability is a strategic imperative for generating 
long-term value. It is an integrated part of our culture, our 
strategy and all our operations. The Board of Directors (BoD) 
have the overall responsibility for ESG matters, and we oversee 
the management of material ESG factors. This includes reviewing 
regular updates from management on the Company’s sustainability 
performance, policy updates and targets. 
The BoD also recognize that the impacts of climate change will 
affect all sectors and future investment patterns. In 2021, we 
were involved in the Company’s climate risk analysis. The goal is 
to ensure that the company is resilient to physical climate risk, 
changing market demands and regulatory changes.
We would like to highlight that Eidesvik has established ambitious 
goals to reduce emissions. Eidesvik aims to reduce emission 
by 50% by 2030, and to have a climate neutral fleet by 2050. 
Through the Company’s ambitious projects, we are positioning 
ourselves to reach these goals. We, the members of Eidesvik’s 
Board of Directors, will continue to support and challenge the 
management to ensure sustainable development of the 
Company’s operations and investment considerations. 
BOARD STATEMENT 
Arne Austreid

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
4
ovid-19 and a challenging market continued to 
impact our operations throughout most of 2021. 
We focused on keeping our employees safe, 
whilst providing reliable services to our clients. 
At Eidesvik, we are proud to have continued our opera­
tions with no Covid-related downtime in 2021. We were 
also able to reach our goals of zero lost time incidents, 
which is a result of our seafarers’ strong focus on safety, 
and the Company’s continuous efforts to reduce the risk 
exposure for our employees and third parties.
While the pandemic and changing market demands have 
kept us busy during 2021, we maintained our focus on 
green innovation. For decades Eidesvik has had a vision 
of using as little fossil fuel as possible to minimise our 
emissions – resulting in a strong reputation as a pioneer 
in implementing new climate and environmentally 
friendly technologies, in both newbuilds and in our 
existing fleet. We strongly believe that cooperation 
across the entire value chain is imperative for the green 
transition, and the groundbreaking technology projects 
“Apollo” and “Retrofit” we have launched this year are 
examples of this. 
We have continued to focus on upgrading our fleet with 
the newest available technology. In 2021, we upgraded 
two vessels, Viking Avant and Viking Neptun, with 
battery hybrid systems. Installation of shore power 
systems and improved route planning are other 
examples of our emission reduction initiatives.
In 2021, we updated our sustainability priorities by 
conducting an extensive materiality assessment to 
further integrate sustainability into our business 
strategy, and to set concrete targets within our priority 
areas. Our technology and development department 
was strengthened by the establishment of three new 
positions dedicated to green technologies – a Director 
of Sustainability, a Commercial Environmental Manager 
Eidesvik’s operations are anchored by a clear commitment to sustainability throughout our 
business. We have a vision of being a powerhouse for future-oriented shipping and marine 
operational solutions and aim to position the Company at the front end of the development 
of zero-emission shipping solutions.
and a Technology Development Manager. The team will 
be further strengthened with additional resources in 2022. 
We recognize that our industry is changing considerably 
as the focus on mitigating climate change increases. 
Therefore, a key part of our strategy is to actively seek 
new complementary transition markets where we can 
utilize our competence, technology, and assets. Offshore 
wind is one example, and we currently have one vessel 
operating as a service operation vessel for Siemens Gamesa 
Renewable Energy in the Offshore Wind sector. We will 
continue to closely monitor business opportunities in 
this growing marked.   
Authorities and lawmakers are moving fast on regulations 
related to sustainability, including the EU, IMO and 
Norwegian authorities. This includes not only climate-
related issues, but also transparency and human rights 
in the supply chain. To our operations, sustainability is 
increasingly becoming a commercial and strategic 
imperative, as we aim to meet the demands from our 
customers, investors, regulators, and civil society.
This is our first stand-alone ESG-report, and we aim to 
share valuable information on our approach to sustain­
ability and how we are progressing on a regular basis. 
We welcome your feedback. 
Gitte Gard Talmo
MESSAGE FROM THE CEO
C

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
5
OFFSHORE SUPPLY
Our fleet of platform support vessels (PSVs) provide 
cargo supply and transportation of pipes between 
onshore bases and offshore oilfields. Several vessels 
also meet the requirements for standby/rescue vessels 
and oil recovery, in accordance with the rules of The 
Norwegian Clean Seas Association for Operating 
Companies (NOFO).
SUBSEA/OFFSHORE WIND
Eidesvik owns and operates a fleet of subsea construction 
vessels, with full capabilities for ROV (remotely operated 
underwater vehicle) operations, construction and 
module handling, inspections, and maintenance and 
repair of subsea installations. Some of these vessels 
are operating in the offshore wind market and have 
served both the commissioning and operation and 
maintenance phases of offshore wind farms.
SEISMIC
The Company owns and operates several vessels 
which are specially equipped for seismic surveys, 
focusing on ocean bottom node (OBN) seismic 
operations.
MAIN ACTIVITIES
OUR STRATEGY
ABOUT EIDESVIK OFFSHORE
Eidesvik Offshore ASA (‘Eidesvik’ or ‘the Company’) owns and operates a world-wide 
fleet of purpose-built vessels, providing services to the offshore supply, subsea, 
offshore wind, and seismic markets. Eidesvik’s headquarter is located at Bømlo, 
between the cities of Haugesund and Bergen on the Norwegian west coast.
Our vision is to be a powerhouse for future-
oriented shipping and marine operational 
solutions, and to position the Company at 
the front end of the development of zero-
emission shipping solutions. Our principal 
objective is to secure and increase Eidesvik’s 
long-term financial and sustainable value 
creation, thus laying the foundation for 
further growth and for securing long-term 
employment.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
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OUR PRIORITIES
KEY HIGHLIGHTS 2021
BE A SAFE AND FAIR 
EMPLOYER
In 2021, we made good progress on our sustainability agenda. 
Key highlights from 2021 include:
SOCIAL
ENVIRONMENT
GOVERNANCE
  Zero lost time incidents 	
  No Covid-related vessel 
delays or down-time 




 Conducted our first materiality 
analysis to determine our sustaina­
bility priorities.
 Strengthened our capacity within 
green technology with the establish­
ment of new positions: Director of 
Sustainability, Commercial Environ­
mental Manager and Technology 
Development Manager
REDUCE OUR 
EMISSIONS
CONTRIBUTE TO THE 
ENERGY TRANSITION 
BE A RESPONSIBLE 
PARTNER
 12.5% reduction in CO2 emissions  
per nautical mile travelled
14.2% reduction in CO2 emission 
per operational day
 2 additional vessels have been 
fitted with battery hybrid systems, 
and 75% of the operational fleet 
now have hybrid technology.
Launched 3 new groundbreaking 
technology projects for low and  
zero emission technologies.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
7
TARGET
2021
2020
50% reduction in CO2 emissions by 2030, climate neutral fleet by 
2050 (baseline 2008)
21.7% (PSV)
13.7% (Subsea)
18.2% (PSV)
13.7% (Subsea)
Yearly reduction in tonnes CO2 emissions per nautical mile 
(year-on-year) 
12.5%
1.7%
Yearly reduction in tonnes CO2 emissions per operational day 
(year-on-year)
14.2%
15.6%
Zero spills to sea (number)
4.3 m31 (19)
1m33 (16)
100% of fleet running on battery hybrid solutions 
75%
60%
1 The largest spill of 4m3 was spillage of water-based mud. This incident was related to a broken mudhouse during discharging to rig. 
The other spills were caused by leaking hydraulic oil during ROV operations (couplings).
TARGET
2021
2020
Employee satisfaction (eNPS scope >30) 
37
34
Trainee rate 7% of workforce 
9.3
7
Performance appraisal reviews (100%) 
70%
70%
Zero Lost Time Incidents
0
0.50
<2 Total recordable case frequency (TRCF1) 2
0.46
2.52
2 The number of Total Reportable Cases per million Exposure Hours worked during the period (excluding first aid)
TARGET
2021
2020
All suppliers representing 25 MNOK+ or defined as critical for our 
operations will be audited within a three-year period
1
-
OUR ESG COMMITMENTS 
ENVIRONMENTAL
SOCIAL
GOVERNANCE

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
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SUSTAINABILITY 
GOVERNANCE
SUSTAINABILITY GOVERNANCE AT EIDESVIK 
Eidesvik’s sustainability performance is managed by the 
Board of Directors (BoD) and the Executive Management 
Team. The CEO has the overall responsibility for the 
integration of sustainability into Eidesvik’s operations, 
setting priorities and driving implementation, and for 
including sustainability in core processes related to 
strategy, planning and risk management. Our Executive 
Management Team reviews all KPIs and targets annually. 
In 2021, a key achievement was the establishment of three 
new positions dedicated to our work with green innovations: 
A Director of Sustainability, who has the responsibility for 
defining new emission reduction measures for the fleet; 
a Commercial Environmental Manager, who will oversee 
the overall sustainability work at Eidesvik and drive the 
commercialization process of new innovations; and a 
Technology Development Manager, who has a central role 
in the development and follow-up of the Company’s initiatives 
related to new climate and environmental technology.  
We have established policies and procedures which set out 
how we manage ESG issues. Implementing these policies 
and procedures mitigates our risks and negative ESG 
impacts. ESG relevant policies include our: 
  Environmental Policy       
  Environmental Aspects Procedure
  EEEP Quarterly Management Meeting Procedure
  Ship Energy Efficiency Management Plan 
  Company Energy Efficiency Management Plan
  Energy Efficiency Best Practice Procedure
  Energy Efficiency Measures & blue:E Observations1
  Code of Conduct 
  Health, Safety & Quality Policy 
  Human Resource Policy  
1Eidesvik Energy Efficiency Programme

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
9
All policies and procedures are available for all employees 
and can be found in the Unisea Eidesvik Management 
System (EMS). Our policies are reviewed and updated as 
necessary by the Executive Management Team in the 
annual management reviews. 
At Eidesvik, we recognize that cooperation across the 
value chain is essential in solving the sustainability 
challenges facing our industry, therefore we participate 
actively in various research and development initiatives 
that will drive the industry in the right direction. 
These include:
  Maritime CleanTech 
  International Marine Purchasing Association 
  Norwegian Shipowners’ Association 
  Incentra 
  Haugesund Shipowners’ Association 
  International Marine Contractors Association 
MATERIALITY ASSESSMENT  
By prioritising areas which Eidesvik has an impact on and 
which may influence our business, we are able to manage 
material opportunities and risks, while also communicating 
relevant disclosures to our stakeholders.
In 2021, we conducted a materiality assessment to identify 
our most significant impacts on ESG factors and to identify 
key strategic and financial priorities. Our review of material 
topics followed the GRI Materiality Standard (GRI 3, 2021) 
and considered the severity and likelihood of our impacts. 
Our identified priorities also take into consideration the 
perspective of double materiality, in which those topics 
that are financially material and could impact business 
value are identified. 
Based on research, stakeholder dialogue and prioritisation 
by key personnel in Eidesvik, we have determined the 
most significant impacts of Eidesvik’s business activities, 
as well as strategic and financial priorities. 
The assessment included external and internal stake­
holder engagement to help evaluate the significance of 
our impacts and our strategic and financial priorities. In 
addition to involving employees, the BoD and the Executive 
Management Team, we involved financial institutions, 
customers, suppliers and industry associations in the 
stakeholder dialogue.  
Following the materiality assessment, we conducted a 
process involving all parts of the organization to set 
additional KPIs related to our material topics. We have 
started to report on these from 2021. 
THE SUSTAINABLE DEVELOPMENT GOALS 
Eidesvik supports the UN Sustainable Development Goals 
(SDGs), a collection of 17 global goals established by the 
United Nations in 2015. We have prioritized five SDGs which 
we aim to contribute to: 
  SDG 8 – Decent work and economic growth 
  SDG 9 – Industry, Innovation, and Infrastructure 
  SDG 13 – Climate Action 
  SDG 14 – Life below water
  SDG 17 – Partnership for the goals
CO2 EMISSIONS AND 
AIR POLLUTION
ECOLOGICAL IMPACT 
– WASTE AND 
DISCHARGE TO SEA
HEALTH AND 
SAFETY
DIVERSITY AND 
EQUALITY
EMPLOYEE 
DEVELOPMENT
INFLUENCE ON 
BUSINESS PARTNERS
CONTRIBUTIONS 
TO THE ENERGY 
TRANSITION
OUR 
MATERIAL 
TOPICS

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
10
ANTI-CORRUPTION AND BUSINESS ETHICS 
Eidesvik is committed to operating with the highest ethical 
standards in all its operations. Our Code of Conduct is our 
main governing document outlining our principles, rules 
and expectations regarding ethical business practices. All 
department managers are required to go through all 
policies, including the Code of Conduct, with new 
employees during the familiarization process. We conduct 
our business in compliance with all anti-bribery, anti-
corruption and anti-money laundering laws, rules and 
regulations including, but not limited to, the UK Bribery 
Act 2010, the US Foreign Corrupt Practices Act 1977, the 
Norwegian Penalty code section 276 a – 276 c and other 
legislation applicable to our industry. In 2021, Eidesvik did 
not conduct operations in countries with a high risk of 
corruption, according to the Transparency International’s 
Corruption Perception Index. However, when this has been 
done in the past, we have conducted risk assessments for 
those specific countries, in line with our procedures. We 
will continue to do so going forward when operating in 
countries with a high risk of corruption. 
Our procedure regarding reporting of complaints or 
breaches of our Code of Conduct and other policies is 
followed up by the Designated Person Ashore (DPA) 
function and our complaints procedure. Employees can 
report incidents or suspicious cases through the EMS, 
which is our whistleblowing facility. No cases were 
reported in 2021.  
Eidesvik has not been involved in any legal proceedings 
associated with bribery, corruption or anti-competition 
in 2021. 
RESPONSIBLE PROCUREMENT
Through our operations and purchasing decisions we have 
an impact on social, environmental and economic conditions 
in our supply chain. Monitoring and addressing potential 
ESG risks in our supply chain strengthens trust in our 
business and increases our readiness for increasing 
regulations on due diligence in supply chains. 
Eidesvik purchases goods and services from a range of 
suppliers across the world. We aim to source locally 
whenever possible and to select and develop suppliers 
with a strong focus on sustainability. Eidesvik is a member 
of procurement organization Incentra3, which annually 
evaluates suppliers in the shipping and offshore sector, in 
accordance with international standards for human rights, 
environmental principles and anti-corruption. The majority 
of our key suppliers are members of Incentra. 
During 2022, we will develop a Supplier Code of Conduct 
which will incorporate topics such as anti-corruption, 
human rights, and environmental issues. This will be 
attached to all purchasing orders, which all suppliers are 
required to sign. By 2025, all suppliers representing 
2>25MNOK or defined as critical for our operations will be
audited. In 2021, we conducted one audit of a key
supplier. Due to Covid-19 travel restrictions, we were
unable to do further audits. In 2022, we will focus on
identifying key suppliers and to implement measures to
ensure compliance with the Norwegian Transparency Law
that comes into force in July this year.
CYBER SECURITY
Rapid digital transformation means an increase in potential 
threats related to cybercrime. As a result, the topic is 
becoming increasingly important for Eidesvik and the 
offshore industry. The 1st of January 2021 was the 
deadline for compliance with the necessary cyber security 
measures required by the IMO. In line with this, we have 
implemented cyber security risk management and estab­
lished a Cyber Security Policy to provide security rules and 
regulations to ensure integrity and confidentiality in our 
operations. The cyber risk management is integrated into 
existing management systems. Our cyber security proce­
dure outlines our approach to risk management, training 
and awareness, procedures to prevent security breaches 
and emergency response requirements in cases of security 
breaches. 
SHIP RECYCLING 
Ships contain hazardous materials, and ship recycling must 
therefore be performed according to strict standards to 
protect human health, safety and the environment. All of 
Eidesvik’s vessels hold a valid and certified Inventory 
Hazardous Materials (IHM) on board. Our vessels thereby 
achieve compliance with both the EU Ship Recycling 
Regulation (EU SRR) and the Hong Kong Convention (HKC) 
for the Safe and Environmentally Sound Recycling of Ships. 
At Eidesvik we will recycle all future vessels in accordance 
with globally accepted standards for ship recycling to 
ensure no harm to workers or the environment. In 2021, 
no vessels were sent to recycling. We sold one vessel that 
are now used in an alternative market. This prolongs the 
lifetime of the vessel in tune with a circular economy.
3 https://incentra.no/

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
11
OUR ENVIRONMENTAL 
IMPACT
CO2 EMISSIONS
Minimizing our emissions is a strategic priority for Eidesvik. 
Eidesvik has a strong track record in emission reduction 
dating back to 2003 when we were the first offshore vessel 
owner to introduce the use of LNG as fuel, followed by fuel 
cells and battery hybrid systems. We are actively engaged 
in both reducing CO2 emissions from our fleet, and in 
contributing to the development of new technology that 
will reduce emissions across the industry. 
Our ambition is to have a climate neutral fleet by 2050. 
Our mid-term goal is to reduce emissions by 50% in 2030, 
compared to a 2008 baseline. By the end of 2021, we had 
achieved a 13.7% reduction in emissions from our subsea 
fleet and 21.7% for the PSV fleet compared to 2008. In 
2021, Eidesvik’s emissions totalled 97 284 metric tonnes 
CO2. This is a slight increase from 2020, due to more 
vessels being in operation and more operational days. 
Overall, CO2 emissions per nautical mile has decreased from 
0.128 tonnes in 2020 to 0.112 in 2021. CO2 emissions per 
operational day has decreased from 34.78 tonnes in 2020 to 
29.83 in 2021. Our goal is to have yearly reductions in these 
two performance indicators. Due to the scope of operations 
for offshore vessels, the GHG emissions intensity indicators 
used by the IMO, such as the AER, are not suitable for our 
operations. AER is calculated on the basis of a ship’s carbon 
emissions per actual capacity-distance, however offshore 
vessels spend much of their operational time in DP. A 
process is ongoing in IMO/IMCA to define suitable GHG 
emission intensity metrics for offshore vessels. While 
awaiting clarification, Eidesvik has chosen to monitor CO2 
emissions per nautical mile and operational days as this is 
a better reflection of our development.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
12
4 Calculated in accordance with the GHG Protocol (Operational control approach)
5 Scope 1 emissions factors from the Fourth IMO GHG Study – July 2020 – Table 45 
6 Reference for market-based emissions factors: Calculated using emissions factors 
from AIB and NVE. 
7 Reference for location-based emission factors: – Norwegian Residual Mix, AIB
8 Scope 3 – category 5 (residual waste, paper waste). Calculated as CO2 using 
emissions factors from DEFRA. 
9 Scope 3 – category 1 (paper consumption). Calculated as CO2 using emissions 
factors from DEFRA.
2021
2020
2019
Scope 1 5
Fleet emissions
97 063
86 251
107 832
Company Cars 
15
17
17
Scope 2 
Purchased electricity
Market-based 6
Location-based 7
205
4
153
6
153
6
Shore-based power supply
Market-based
Location-based
0.4
0.007
0.6
0.02
0.1
0.004
Scope 3  8,9
0.4
0.6
0.7
Scope 1,2 (market-based) and 3 
97 284
86 422
107 856
GHG SCOPE 1, 2 AND 3 EMISSIONS FROM 
EIDESVIK OPERATIONS IN METRIC TONNES CO2  
0%	
10%	
20%	
30%	
40%	
50%	
60%  
1990
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
WE ARE 
HERE
TARGET
REF 1990 NOR
REF 2008 NOR
PSV - CO2 REDUCTION
TARGET
REF 1990 NOR
REF 2008 NOR
0%	
10%	
20%	
30%	
40%	
50%	
60%  
1990
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
WE ARE 
HERE
SUBSEA/WIND - CO2 REDUCTION
In 2021, we have continued to focus on emission 
reductions in our fleet, in collaboration with our 
clients and suppliers. We have a well-established 
program for optimizing operations to reduce the 
consumption of fuel and energy, the Eidesvik Energy 
Efficiency Programme blue:E (EEEP). For each vessel, 
a set of measures to reduce energy consumption and 
CO2 emissions have been defined and implemented. 
Reports for each vessel are prepared quarterly. All fuel 
saving activities have been thoroughly logged for the 
past eight years, giving us datasets to support further 
improvements both on daily operations and technology. 
A key part of the program is employee awareness 
of energy efficiency and its impacts on both the 
environment and cost savings. This has become an 
important part of day-to-day operations. In addition 
to this, employee reporting is an essential part of the 
program. This allows employees to report negative 
and positive observations related to energy efficiency 
on board the vessels. In 2021, 702 blue:E-reports were 
submitted. All reports are reviewed at the end of each 
year, and the Ship Energy Efficiency Management Plan 
and Company Energy Efficiency Management Plan are 
adjusted accordingly. The blue:E-program has led to 
wide-spread engagement on board vessels, and we 
celebrate the best Blue:E observation with awards.  
In 2021, we continued to upgrade our vessels with 
new technology, fitting two vessels with battery 
hybrid systems and one vessel with a shore power 
system. In addition, since 2020 Eidesvik has had a 
ship management agreement with Aker BP for two 
PSVs with hybrid battery systems and shore power.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
13
75%
OF VESSELS IN OPERATION HAVE 
BATTERY HYBRID SOLUTION
64%
OF VESSELS IN OPERATION HAVE 
SHORE-BASED POWER
Per 31 December, 2021 eight of our vessels have the 
DNV class notation “Battery power”. 
Battery hybrid systems and shore power systems contribute 
to substantial reductions in emissions from our vessels. 
We are also seeing considerable reductions in maintenance 
costs as we reduce both the engine running hours and also 
the wear and tear on parts in the engine since the batteries 
allow us to operate the engines at more optimal load.
EIDESVIK’S CONTRIBUTION TO THE ENERGY 
TRANSITION 
At Eidesvik we aim to be a 
powerhouse for green innovation. 
Decarbonising our fleet is a 
strategic imperative for Eidesvik. 
Eidesvik’s continuous work to 
develop feasible approaches for 
large-scale CO2 emission reductions in our fleet 
commenced at full speed in 2021. In the shipping industry, 
hydrogen and ammonia are considered two of the main 
zero emission fuel candidates for future shipping. We 
recognize the challenges associated with these fuels, 
including infrastructure at ports, safety and toxicity 
challenges. We are monitoring the landscape for new 
developments, while doing our part to contribute to 
research and development.  
During the year, we launched several new technology 
projects within the use of new green fuels (see boxes).
STEPS TOWARDS A CLIMATE NEUTRAL FLEET
By end of 2021, we had achieved 19.9% reduction 
compared to 2008, with 2.4% achieved in 2021.
Focus on research and development of new technologies 
and the use of new green fuels to reduce emissions. 
Work with charterers, industry partners and regulators to 
drive innovation, develop infrastructure and policy to 
support climate neutral shipping. 
CONTINUED FOCUS 
ON ENERGY 
EFFICIENCY AND 
REDUCING EMISSIONS
FUTURE FUELS AND 
NEW TECHNOLOGY
COLLABORATION

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
14
THE RETROFIT PROJECT: AKER BP & EIDESVIK 
Newbuilds are often presented as the only 
solution to making the shipping industry greener 
and more sustainable. However, at Eidesvik we are 
equally focused on the great potential for signifi­
cantly reducing emissions from the existing fleet. 
From a climate and sustainability perspective, 
recycling old ships and building new ones 
requires a lot of energy that could otherwise be 
saved, not to mention the huge investment 
needed for newbuildings. As a shipowner we 
believe we can achieve increasingly large emis­
sions reductions as well as save capex by 
prolonging the lifetime of existing vessels with 
new green technologies.
Based on this belief, Eidesvik and E&P company 
Aker BP launched the ambitious joint technology 
project “Retrofit” in mid-2021. Retrofit’s mission 
is to capture emission reductions of 70 percent 
or more on selected vessels. The work to map 
available new technologies from a cost-benefit 
perspective is now well under way.
THE APOLLO PROJECT
In autumn 2021, Eidesvik and the technology 
group Wärtsilä signed a landmark cooperation 
agreement aimed at converting an offshore 
supply vessel to operate with ammonia-fueled 
combustion engines including fuel supply and 
safety systems. The “Apollo” project will be the 
first of its kind ever in the world and has a 
provisional completion target of 2024.
The supply vessel considered for the retrofit 
currently has Wärtsilä dual-fuel engines operating 
primarily with LNG fuel. The conversion will 
allow the vessel to operate with a 70 percent 
ammonia blend, cutting its CO2 emissions by 70%.
SHIP FC: EQUINOR & EIDESVIK
Today, many believe that ammonia represents the 
best green fuel option for longer voyages, such as 
the North Sea supply routes, where ships need to 
carry large amounts of fuel. 
In 2020 Eidesvik entered into the 5-year European 
joint development project ShipFC where Viking 
Energy will be retrofitted with a 2 MW fuel cell 
running on green ammonia in the start of 2024. 
The ammonia fuel system will allow the vessel to 
sail solely on the clean fuel for up to 3,000 hours 
annually. Thus, Viking Energy will become the 
world’s first supply vessel to sail long distances 
without emissions of greenhouse gases. Testing 
will take place while the vessel is on contract for 
Equinor. The project encompasses 14 European 
partners, and is coordinated by NCE Maritime 
CleanTech.
The ShipFC project has received funding from the Fuel Cells and 
Hydrogen 2 Joint Undertaking under grant agreement No 
875156. This Joint Undertaking receives support from the 
European Union’s Horizon 2020 research and innovation 
programme, Hydrogen Europe and Hydrogen Europe research.
AMMONIA FUEL CELL PROJECT 
As part of the Retrofit project, Eidesvik entered 
into a MoU with Aker BP and Alma in November 
2021 to explore opportunities for utilizing Alma’s 
fuel cell technology to accelerate the move to zero 
emissions shipping.
Specifically, the companies will explore retrofit 
installation of Alma’s ammonia fuel cell technology 
on two offshore support vessels: Eidesvik-owned 
Viking Lady and Aker BP-owned NS Frayja currently 
under Eidesvik’s management, with the option to 
include further vessels in the scope of the project as 
well. Preliminary timeline set for implementation is 
2025, depending on the outcome of the FEED study.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
15

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
16
Our overall goal is to continue to be an industry leader in 
reducing air pollutants such as NOX, SOX and particulate 
matter (PM). Eidesvik’s fleet runs entirely on low sulphur 
marine gasoil (LS-MGO) or LNG or a combination of 
these two and does not rely on any heavy fuel oil. As we 
are not using heavy fuel oil, we are in compliance with 
IMO regulations on sulphur – and we are not dependent 
on scrubbers.
Eleven of Eidesvik’s vessels are registered in the 
Environmental Ship Index (ESI). The ESI identifies vessels 
that have better emissions reduction performance than 
what is required by the current emissions standards of 
the IMO. The ESI evaluates the amount of NOX and SOX 
that is released by a vessel and also includes a reporting 
scheme for GHG emissions of the ship. The ESI is recog­
nised by the Norwegian Coastal Administration and 
many ports as a basis for environmental differentiation 
of fees/rates. Per December 31, 2021 all registered 
Eidesvik vessels are positioned amongst the top 8% 
(score >50 of 100) of the 6933 vessels with valid scores 
in the index. Nine of our vessels score above 80.
OCEAN HEALTH 
Ocean health is important to Eidesvik, and we recognize 
that our operation has the potential to cause damage to 
the surrounding environment, particularly the marine 
environment, through discharges, noise and potential 
spills. Our ability to manage these risks and to mitigate 
our negative environmental impact is critical not only for 
the environment, but for our business. Our ambition 
is to comply with all rules and regulations regarding 
marine pollution and have zero spills. 
Eidesvik’s fleet had 19 spills during 2021, totalling 
4.3m3 in volume. The largest spill of 4m3 was spillage of 
water-based mud. This incident was related to a broken 
mudhouse during discharging to rig. The other spills 
were caused by leaking hydraulic oil during ROV 
operations (couplings). All incidents were reviewed by 
the Executive Management Team and lessons learned 
have been recorded.
We recognize that proper waste management is important 
to keep our oceans healthy. In 2021, we generated a 
total of 49 metric tonnes of waste on board our vessels. 
All waste is either delivered onshore (89.4% in 2021) or 
incinerated.10  Ashes from incineration are delivered 
ashore and logged as required. Waste generated in 
accordance with Annexes I, II and III are handled in 
accordance with requirements. 
Our entire fleet is classed with DNV, and International 
Oil Pollution Prevention (IOPP) certificate with supple­
ment are in full compliance with MARPOL’s latest 
amendments and annexes.
 10 Our waste management follows MARPOL Annex V – Prevention of 
Pollution by Garbage from Ships. We follow any amendments to the 
Annex and revise our waste management approach accordingly.
POLLUTION TO AIR AND SEA
Pollution caused by the shipping industry has a negative impact on both humans and ecosystem 
health. We take this seriously at Eidesvik, and we support all regulations related to reducing pollution 
from our vessels, such as the cap on the sulphur content of fuel oil.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
17
OVERVIEW OF ENVIRONMENTAL IMPACT FROM OUR OPERATIONS 
ACTIVITY 
ENVIRONMENTAL IMPACT
EIDESVIK MITIGATING ACTIONS 
Exhaust gas 
Air pollution 
   Install dual fuel engines
   Install exhaust catalyst
   Rebuild engines
   Adaptive autopilot
   Polishing of propellers
   Logistics optimization
   Optimise use of engines
   Optimise trimming of vessels
   Install battery hybrid systems
   Install shore power connection
   Reduced speed
Incinerator
Air pollution 
   Increase delivery to shore
   Improve design
Boiler 
Air pollution 
   Upgrades
Oil and chemicals 
Pollution to sea
   Improve maintenance/routines
   Latest generation of equipment for processing bilge water
   Practices in cleaning oil spills
Ballast water 
Pollution to sea 
   Install cleaning system for ballast water in vessels according 
to IMO requirement
Eidesvik follows the disclosure recommendations 
of the Task Force on Climate-related Financial 
Disclosures (TCFD). The climate risk review was 
conducted in the second half of 2021. 

As a starting point, Eidesvik based the analysis on a 2°C 
scenario acknowledging that action is needed on 
economic, political, and technological levels to combat 
climate change. As shown in the International Energy 
Agency’s (IEA) World Energy Outlook 2021 there is huge 
uncertainty over the trajectory for future demand of oil 
and gas. For the first time, each of the scenarios examined 
in the World Energy Outlook show an eventual decline in 
global oil demand to 2050, although the timing and 
sharpness of the drop vary widely. Natural gas demand 
increases in each scenario over the next five years, but 
there are sharp divergences afterwards. Though the range 
of possible outcomes for future demand of oil and natural 
gas is considerable, a decline in the demand from the late 
2020s has been the main element when assessing 
economic impacts of climate-related risks for Eidesvik.
GOVERNANCE 
The Eidesvik BoD holds the responsibility to assess 
and manage climate-related risks and opportunities. 
Minimizing potential climate risks and identifying 
opportunities is on the agenda of Board meetings 
and is also recognized by the Executive Management 
Team to be a crucial part of Eidesvik’s strategy. The 
team is leading the strategy process, as well as 
risk management, and discusses risks and oppor­
tunities with the technical department and more 
generally in the ESG context with other teams. 
Both parties are responsible for reviewing present 
and future climate-risks for the shipping industry 
and the Company. Going forward, Eidesvik will 
continue to carefully monitor climate risk, espe­
cially regarding regulatory and market changes. 
CLIMATE RISK

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
18
A SUMMARY OF OUR MAIN RISKS AND THEIR FINANCIAL IMPACTS: 
RISKS
FINANCIAL IMPACTS 
Physical
   More frequent/severe storms
   Rising sea levels and temperatures
   Increased predictability and higher costs related to crew 
changes or vessel damages.
   Costs related to increased off-hire risk and modification to air 
conditioning systems.
Regulatory 
   CO2 efficiency requirements, stricter emission 
regulations, zero-emission regulations.
   The EU taxonomy and jurisdictional regulations 
associated liabilities.
   Lower valuation of assets, existing vessels might be outdated. 
Refinancing debt.
   Higher capital expenditure in relation to retrofit or new vessel 
investments.
Technological 
   Radical technology change – new low and zero 
emission technologies.
   Unsuccessful investments or lack of infrastructure 
for new fuels and technology.
   Increased capital requirements to stay competitive. 
   Decreased revenue if unsuccessful. Write-offs on stranded 
assets
Market 
   Falling demand for oil & gas leading to lower 
vessel demand.
   Changes in customer requirements or financial 
conditions, refinancing processes, etc.
   Deteriorating rates, negative impact on access to and pricing 
of capital, lower valuation.
   Reduction in client base and/or increased competition 
– leading to decrease in revenues.
Reputational 
   Shifts in employee preferences, expectations of 
shareholders, environmental organizations. 
   Stigmatization of the sector, lack of political support 
and increased stakeholder concern.
   Increase in recruitment costs.
   More difficult to attract investors, negative impacts on access 
to and pricing of capital.
   Less state funding opportunities.
STRATEGY 
Eidesvik has identified several climate related risks 
with potential impact and incorporated mitigation and 
management efforts into its overall business strategy. 
This includes developing adaptive capacity to respond 
to climate change through maintaining the position of 
the clear market leader within green offshore support 
vessels. Early adoption of new technology and strength­
ening the organization with additional green tech 
resources makes Eidesvik more competitive in the 
future market, paving the way for increased revenue 
and improved reputational risk management. Further­
more, new services capitalizing on Eidesvik technology 
competence and experience may lead to a strengthened 
position within other markets such as offshore wind, and 
to help offset other climate-related risks. 
Investments in new projects within the oil and gas 
sector, or areas tightly connected to oil and gas, must 
take into account the global change where the invest­
ment horizon carries more risk and uncertainty than 
historically. 
RISK MANAGEMENT 
Risk management is an integrated part of Eidesvik’s daily 
operations and management processes. Climate risk is 
integrated within the risk management system and will as 
such be effectively assessed and handled. Key risks, 
including regulatory changes or emissions associated with 
fuel consumption, are periodically reported to the Board and 
relevant teams within the Company. The established innova­
tion culture and 20 years of experience among onshore and 
offshore personnel in implementation of new environmen­
tally friendly technology promotes further climate risk 
mitigation. 
METRICS AND TARGETS 
Eidesvik aims to reduce emissions by 50% by 2030, and to 
have a climate neutral fleet by 2050, compared to baseline 
year 2008. We also aim for yearly reductions in CO2 emissions 
per operational day and per nautical mile. We use Scope 1 
and 2 emissions to monitor our emissions reductions, 
as well as reduction per nautical mile and per operational day 
and share of fleet operating with battery hybrid systems.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
19
HEALTH AND SAFETY 
Safety is a key concern at Eidesvik. Our offshore operations 
are advanced, and often carried out under challenging 
conditions. This requires that we have the right policies and 
procedures in place to enable our personnel to work safely. 
We want to protect our people, the environment and our 
business and eliminate any risk of fatalities and severe 
injuries. To achieve our objective, we continuously implement 
measures to reduce risk exposure for our employees and 
third parties, to minimize risk of environmental pollution, 
and to secure company reputation and assets. All vessels 
conduct risk analysis regularly, any hazards are highlighted, 
and actions are implemented to reduce and/or remove the 
hazards. In 2021, 669 new and/or revised risk analyses 
were conducted.
Our quality and safety system “Eidesvik Management System” 
(EMS) is certified by DNV and meets the requirements of the 
ISM code, ISO standards: 9001-2015, 14001-2015, MLC 2006 
and ISPS Code. The EMS is continuously improved based 
on experience and feedback. Our Health, Safety and 
Quality Policy sets out our general approach to health 
and safety.
The Executive Management team is continuously 
carrying out awareness work within health and safety, 
with a particular focus on sharing key lessons across the 
fleet to facilitate improvement. An important aspect of 
this is the ‘Time out for Safety’ (TOFS) initiative. TOFS is 
used to safely stop activities that could be unsafe or a 
planned TOFS can be incorporated during the planning 
of a task. The total number of TOFS in 2021 was 302. 
The ‘Tool Box Talks’ (TBTs) are meetings with seafarers 
to review specific aspects related to health and safety. 
In addition, work on board is performed according to a 
“Permit to Work” system, which requires all employees 
to obtain permission from the vessel’s management 
before performing jobs that could cause a risk to 
personnel, the environment or the vessel.
All accidents, incidents and near misses are to be 
reported, and proactive measures are taken to ensure 
that that all employees report these without hesitation. 
We have a particular focus on the safety observations 
(SO) reporting method, especially proactive reports. 
This focus has led to a well-established reporting culture 
in the organization. Reports are reviewed at safety 
meetings on board the vessel. In 2021, 4 343 SOs were 
SOCIAL

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
20
reported; whereof 45% were proactive. This constitutes 
a large percentage of the total number of reports in the 
HSEQ field. All reports are evaluated, and all recommen­
dations and complaints are treated as valuable informa­
tion for improvement. We undertake safety audits on all 
activities on board the vessels, and we ensure the 
systematic follow up of any findings. In 2021, 285 safety 
inspections and audits were carried out whereof:
   12 Internal ISM/MLC/ISPS
   21 Statutory ISM/MLC/ISPS by DNV
   2 Port State Control
   151 Protection & Environmental Committee (PEC) 
safety inspections
   120 Charter/Client safety inspection
Our Lost Time Incident Rate (LTIR) was 0 in 2021, 
compared to 0.50 in 2020. Our TCFR1 was 0.46 in 2021, 
a decrease from 2.52 in 2020. Our target is to have 0 LTIs 
and a TCFR1 of less than 2. Slips, trips and falls and 
manual handling were the most frequent causes of injury 
in 2021. Fingers, eyes related to chemical use, legs and 
backs were the main body parts injured.
Absence due to illness in 2021 was 8.1%. This represents 
a slight increase from 2020 (6.6%). This was mostly 
related to Covid-19 and seafarers being stopped from 
boarding the vessel if symptoms of Covid-19 were  
present. Our target is to have an absence due to illness 
below 5%.
Eidesvik is focused on preventive actions, both related to 
the physical and psychosocial working environment, and 
closer follow-up from the Company and management to 
increase attendance at work. Employees have also been 
able to subscribe to private health services, as well as 
cover for physiotherapy. Eidesvik is the only ship owner 
in Norway with its own occupational health service 
(OHS), which is free to all employees and their families.
OUR RESPONSE TO THE COVID-19 PANDEMIC 
Ensuring the health and safety of our employees during 
the pandemic, while still maintaining successful 
operations, has been a continued priority for Eidesvik 
throughout 2021. On 12th of March 2020, we set up the 
Company’s Emergency Response Organisation (ERO) to 
deal with the impacts of the pandemic. The ERO 
continued to be operative with weekly meetings 
throughout 2021. 
Eidesvik’s Company Health Service (CHS) was extensively 
used throughout the pandemic to ensure the health and 
safety of all employees. Seafarers have been in regular 
contact with the CHS prior to crew changes to ensure 
that no persons with symptoms of Covid-19 were 
allowed to board the vessels. A total of 7,300 phone calls 
were made during the pandemic to facilitate safe crew 
exchanges and approximately 260 seafarers were 
stopped from boarding ships due to the suspicion of 
Covid-19 in 2021. This prevented outbreaks of 
Covid-19 on board our vessels. Onshore, we have 
continued with our work-from-home policy and 
restricted business travel. We have also helped our 
employees to access vaccines. 
OUR PEOPLE
Eidesvik believes that creating a diverse and inclusive 
working environment where all employees feel valued 
and have equal career opportunities is not only the 
right thing to do but is financially beneficial for our 
business. Eidesvik’s ambition is to have highly qualified 
employees that are able to execute our strategy and 
deliver high quality services. 
TRAINEE RATE
9.3%
WOMEN IN ONSHORE POSITIONS
41%
 NATIONALITIES REPRESENTED
10
Our priorities in this area include:
   High focus on retaining and developing 
employees.
   Ensure high quality leadership in all levels of 
the organization.
   Securing an inclusive and safe working 
environment for all.
   Maintaining a dynamic apprentice program 
through the availability of a wide range of 
trainee and cadet positions.
   Supporting competence development through 
a combination of formal training, on the job 
training and own initiative.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
21
We use the Employee Net Promoter Score as a measure for 
employee wellbeing. We aim to have a score above 30. In 
2021, our score was 37, a slight increase from 34 in 2020. 
Eidesvik aims to give all employees the opportunity to 
participate in annual performance and career development 
reviews. In 2021, 70% of employees completed such reviews. 
We are focused on career development and aim to recruit 
from within whenever possible. In Q1/Q2 2022, we will 
establish a new leadership development program in 
cooperation with Norway’s largest leadership and organiza­
tional development consultancy AFF and NHH – Norwegian 
School of Economics. The program will focus on develop­
ment of personal leadership, team development and 
relationship competence. 
Throughout 2021, we have focused on improving our 
internal communication channels as we believe this is 
an important part of employee engagement. We have 
established a captains meeting every two weeks, a quarterly 
information meeting for all employees and a new channel for 
internal communication. We have a range of initiatives to 
promote employee welfare, including the occupational health 
services, a physical exercise campaign, access to physical 
therapy, employee agreements giving beneficial terms at a 
bank and regular social events throughout the year.  
Eidesvik recognizes that a good work-life balance is important. 
For personnel working onshore we offer opportunities 
for flexible hours and use of home office. Our employee 
satisfaction survey shows that our employees feel they 
have a good balance between work and leisure with a 
score of 4.1 out of 5 in 2021 (4.2 in 2020). 
We consider it a competitive advantage to have a diverse 
team. We do not discriminate in hiring, compensation, 
access to training, promotion, termination, or retirement 
based on race, caste, national origin, religion, age, 
disability, gender, marital status, sexual orientation, 
union membership or political affiliation. Eidesvik does 
not condone discrimination of worker representatives and 
ensures that they have sufficient access to carry out their 
representative functions in the workplace. In 2021, we had 
zero breaches of our Human Resources Policy on gender, 
age and ethnicity. For 2022, we will include Diversity as a 
topic in our new leadership development program and in 
our employee satisfaction survey. 
The majority of our workforce is Norwegian, but we 
also have employees from Sweden, the United Kingdom, 
Denmark, the Faroe Islands, Finland, Germany, Latvia and 
Lithuania. We have an agreement with ship management 
provider OSM Maritime, who we rely on for temporary 
crewing services from the Philippines.
A key part of our strategy to ensure the future success of 
our business and the maritime industry is to attract young 
people to the industry. Therefore, we have set a goal that a 
minimum of 7% of the entire workforce should be trainees. 
In 2021, the rate was 9.3%. We are actively involved in 
ensuring quality education in the maritime subject at high 
schools in the local community. We offer students the 
opportunity to spend time on board our vessels to get an 
impression of working as a seafarer. 
Men have typically dominated the shipping industry, particu­
larly offshore. This is also reflected in our organization where 
only 13% of employees are women. However, onshore we 
have 41% female representation. While we do aim to attract 
more women to the industry, we recognize that this is a 
challenge. Recruiting more women to the industry is often on 
the agenda at leadership meetings. We are also heavily 
involved in Maritim Opplæring11  where we are actively 
working on mapping how to recruit more women to the 
industry. We also support initiatives through the Norwegian 
Shipowners’ Association that aim to recruit women. 
MALE
FEMALE
<30
30-50
>50
TOTAL
Seafarers 
374
25
155
157
87
399
Onshore
34
24
2
29
58
58
Executive 
Management  
5
1
-
3
3
6
Board of Directors 
5
3
-
1
7
8
11 https://maropp.no/­
Eidesvik analyses the gender pay gaps of its employees. A salary 
comparison of employees at all levels shows that women’s 
income was 79% to that of men’s in 2021. More information on 
gender pay gap can be found in our annual report. Eidesvik has 
guidelines in place for salary placement and salary adjustment 
which is outlined in the Company’s Employee Handbook, which 
is based on our HR policy and Code of Conduct. Eidesvik 
determines each employee’s salary individually after a fair 
judgement of the persons qualifications, including competence, 
performance, results and responsibility. 
All seafarers are covered by collective bargaining agreements 
between the Norwegian Shipowners’ Association and the 
seafarer’s unions, who set wage agreements that a company 
cannot deviate from. These agreements ensure equal treat-
ment in relation to wages and working conditions. 
1 female and 2 men have taken parental leave in 2021.  
The average number of weeks for females was 52 weeks, 
while for men this figure was 9.5 weeks. 
LABOUR CONDITIONS AND HUMAN RIGHTS 
We aim to carry out our business in a way that supports and 
respects the protection of international proclaimed human 
rights. We do not engage in or support the use of child 
labour and support the elimination of all forms of forced 
labour, as outlined in our Code of Conduct. We ensure that all 
our employees, onshore and offshore, are working under 
conditions that meet the requirements set out in the 
International Labour Conventions and the Maritime Labour 
Conventions. Freedom of association and right to collective 
bargaining is respected and outlined in our Code of Conduct. In 
2021, we did not conduct operations in countries with 
heightened risk of human rights violations.

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
22
CLIMATE FOOTPRINT
CO2 emissions
Gross global Scope 1 emissions
Metric tons (t)CO2
97 284
86 422
107 849
Gross global Scope 2 emissions
Metric tons (t)CO2
Market-based: 
212
Location-based: 
4
Market-based: 
205
Location-based: 
5.7
Market-based: 
153
Location-based: 
6
Gross global Scope 3 emissions 
Metric tons (t)CO2
0.36
0.62
0.71
CO2 intensity
tCO2/nm
0.112
0.128
0.130
tCO2/operational day
29.83
34.78
41.19
Energy mix
(1) total energy consumed
Gigajoules (GJ)
1 368 321 
1 117 972
1 094 295
(2) heavy fuel oil
Percentage
0
0
0
(3) renewable
Percentage
0.003
0.004
0.0001
Energy transition
Share of fleet operating with battery hybrid 
systems
Percentage
75
60
38
Fleet, reduction t CO2 per nm
Percentage 
(year-on-year)
12.5
1.7
Not reported
Fleet, reduction t CO2 / operational days
Percentage 
(year-on-year)
14.2
15.6
Not reported
Unit of measure
Data 2021
Data 2020
Data 2019
Accounting metric
DATA SUMMARY 
12  Includes paper consumption, paper waste, residual garbage

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
23
AIR QUALITY
Air emissions of pollutants
NOx emissions (excluding N2O)
Metric tons (t)
909
799
1576
SOx emissions
Metric tons (t)
40
35
52
Particulate matter (PM10)
Metric tons (t)
43
31
38
ECOLOGICAL IMPACTS
Ecological impacts
Shipping duration in marine protected areas 
and areas of protected conservation status
Number of
travel days
0
0 
0
Spills and releases to the environment
Number
19
16
10
Cubic meters (m3)
4.3
1
0.08
Waste generated
Percentage of waste to 
onshore waste handling
89.4
91.3
91.1
Number, metric tonnes
49
392
504
ACCIDENTS, SAFETY AND LABOUR RIGHTS
Employee health and safety
Lost time incident rate (LTIR)
Rate
0
0.50
0.37
Total Reportable Case Frequency (TRCF1)
Number
0.45
2.52
Not reported
Sick leave
Ratio
6.93
5.75
5.47
Accidents and safety management
Marine casualties
Number
0
0
0
Percentage
0
0
0
Port state control
Deficiencies
0
0
2
Detentions
0
0
0
Unit of measure
Data 2021
Data 2020
Data 2019
Accounting metric

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
24
HUMAN RESOURCES
Diversity
Shipboard personel
Under 30 years
155
107
87
30-50 years
157
152
138
Over 50 years
87
99
105
Male/Female
374/25
374/19
313/17
Total
399
358
330
Board of Directors
Under 30 years
0
Not reported
Not reported
30-50 years
1
Over 50 years
7
Male/Female
5/3
Total
8
Executive Management
Under 30 years
0
0
0
30-50 years
3
3
3
Over 50 years
3
3
3
Male/Female
5/1
5/1
5/1
Total
6
6
6
Onshore
Under 30 years
2
0
0
30-50 years
29
29
36
Over 50 years
27
27
64
Male/Female
34/24
32/24
35/29
Total
58
56
64
Part-time employees
Number (male/female)
0
0
0
Temporary employees14
Number (male/female)
0/0
0/0
0/0
Parental leave
Average weeks
(male/female)
9.5/52 15
5/39
2/10
Ratio of basic salary of women to men
Ratio
Management: 
89%
Other employees
65 %
Not reported 
Not reported 
Unit of measure
Data 2021
Data 2020
Data 2019
Accounting metric
14 Excluding employees contracted through OSM
15 1 female and 2 males took our parental leave in 2021

EIDESVIK OFFSHORE ASA  –  SUSTAINABILITY REPORT 
25
16  The company did not operate in any of the 20 countries with the lowest rankings as rated in Transparency International’s Corruption Perception Index in the period 
2019-2021
Nationality mix in workforce
Percentage
Norway: 89
Sweden: 3.7
Latvia: 0.4 
Lithuania: 0.8
Germany: 0.8
Finland: 0.25
The Faroe 
Islands: 1.5 
Danish: 1.5
UK: 0.4
Norway: 89.3
Sweden: 3.8 
Latvia: 0.2 
Germany: 1.2
Finland: 0.9
The Faroe 
Islands: 1.4 
Danish: 2.4
UK: 0.4
Norway: 90.6
Sweden: 3.8
Germany: 1.1
Finland: 1.1
The Faroe 
Islands: 0.7 
Danish: 0.7
UK: 0.5
Portuguese: 0.2
Employee development & welfare
eNPS score
Number
37
34
NA
Trainee rate
Percentage
9.3
7
5.3
Performance appraisal
Percentage
70
70
70
BUSINESS ETHICS
Business ethics
Number of calls at ports in countries that 
have the 20 lowest rankings in Transparency 
International’s Corruption Perception Index
Number16
NA
NA
NA
Facilitation payments
Number
0
0
0
Fines
Value in reporting 
currency
0
Number
0
0
0
SHIP RECYCLING
Ship recycling
Number of ships recycled
Number
0
0
0
Unit of measure
Data 2021
Data 2020
Data 2019
Accounting metric