ESG report
2021
Enable. Enhance. Simplify.

Content
04
06
07
07
07
07
08
08
09
09
10
12
14
15
15
16
16
18
20
20
20
21
21
22
23
23
24
25
1 – ESG report  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Highlights for 2021  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
CEO message  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
About us  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
About the report  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Scope of this report  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
	 Entities included in the report
	 Entities not included in the report
Management approach  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Group structure . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Working with our stakeholders  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Stakeholders . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Materiality assessment overview .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
2 – Environment  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Climate change and greenhouse gas (GHG) emissions .  .  .  .  .  .  
	 GHG emissions ambition
	 Scope 1 and 2 emissions for consolidated companies
	 Scope 3 emissions – category 7 and 15
Key risks and opportunities . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Progress on targets .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Green growth and decarbonisation  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Biodiversity, ecosystems and circular economy  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
3 – Social  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Demographics  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Contribution to the SDG targets  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Occupational health and safety  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
	 Response to COVID-19
Key risks and opportunities . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Progress on targets  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Equality, diversity and inclusion  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
	 Gender pay gap for Norway 
	 Succession management 
Achievements and ambitions  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Competence development  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
	 Leadership development 
Human rights and employment conditions  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
	 Employee engagement 
	 Employment conditions 
	 Collective action for seafarer’s rights 
Local communities  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
4 – Governance  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Compliance .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
	 Whistleblowing channel
	 Whistleblowing cases
	 Awareness training
	 Reporting and control
	 Partnerships and alliances
	 New business and M&A activities
	 Cyber security
	 GDPR
Key risks and opportunities . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Progress on targets .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Supply chain management .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Responsible ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5 – Appendices  . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Appendix 1: GRI Index  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Appendix 2: Memberships and associations .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Appendix 3: TCFD disclosure . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Appendix 4: Gender pay gap Norway data . .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
Appendix 5: List of figures .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  
26
28 
29
29
30
30
32
34
37
39
41
42
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 2
Content

Our new look ESG report provides a transparent view into the Wilhelmsen 
group and how we approach environment, social and governance 
aspects. The content of this report is defined by a materiality 
assessment conducted in 2021.
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 3
Content

ESG report
1
Group  —  Group CEO’s statement
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 4
ESG report

Group  —  Group CEO’s statement
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 5
ESG report

Net zero in value
chain – working 
with our
partners and
suppliers
Business standards 
completion rate
Net zero in 
portfolio 
invesments 
from  
~1.7million 
tCO2e
Net zero in own 
operations 
from ~5,000 
tCO2e
40% of each gender in top three levels of management
Female
By 2030
Gender 
diversity ambition
Net zero GHG emissions ambition
Highlights for 2021
On target LTIF result (not to exceed 0.40)   
0.35 on vessels and 0.36 on shore 
0.36
0.35
Increase in whistles 
through the whistle 
blowing channel
ESG report
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 6

CEO MESSAGE
Our commitment to the ten principles of the UN Global 
Compact and to actively contribute towards the UN Sustainable 
Development Goals has never been stronger.
2021 was a year where we continued to make great strides 
towards a greener future. We redesigned our company structure 
to fit and accelerate our green ambitions, most notably 
establishing the New Energy segment with an USD 500 million 
investment ambition for renewable energy and decarbonisation 
projects. We have also set a commitment to have a net zero 
carbon footprint from own operations before 2030.
Unfortunately, the maritime industry has not traditionally 
been at the forefront of attracting an equal share of males 
and females. This is a challenge we have decided to take 
on, and we have decided that before 2030, we will have 
40% of each gender among our top three management 
levels and on internal boards. 
We believe our ability to realise our ambitions is unique. First, 
we have the will. Secondly, we have extensive maritime and 
offshore experience. And finally, we have one of the largest 
networks in the industry and our customer base spans more 
than 50% of the merchant fleet. Through our 160 years, we 
have been fortunate to develop a reputation and a brand that 
gives us a voice. This enables us to capitalise on our network 
by facilitating innovative partnerships, influencing regulatory 
development and governing bodies, and last but not least, 
we can set requirements to our supply chain. We believe the 
combination of our reach and our ability to influence our 
value chain will result in significant improvements for the 
industry at large.
This year we have reframed our annual sustainability report as an 
ESG report. We hope this makes it clearer to our stakeholders how 
we address environmental, social, and governance issues in our 
work to enable sustainable global trade.
                      — Thomas Wilhelmsen, group CEO
ESG Report
During 2021, the group actively contributed to collective action on ocean health, climate, 
decarbonisation of shipping, the crew change crisis, anti-corruption, and marine pollution.
ESG report
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 7

ABOUT THE REPORT
The content of this report is defined by a materiality 
assessment conducted in 2021 and covers activities in the 
calendar year 2021. Consolidated companies which Wilh. 
Wilhelmsen Holding ASA (Wilhelmsen) owns more than 50% 
are included in the scope of this report. 
This report is in accordance with the GRI Standard: Core 
option. No external assurance has been undertaken. The GRI 
disclosure table is available in appendix 1.
This report serves as our communication of progress and 
our continued commitment to the ten principles of the UN 
Global Compact. 
SCOPE OF THIS REPORT
In 2021, the corporate structure was reorganised into three 
distinct business segments: Maritime Services, New Energy, 
and Strategic Holdings and Investments. However, there have 
been no significant changes to the operating entities included 
in the scope of this report for 2021 compared with 2020. 
Entities included in the report
Wholly owned entities in the Maritime Services and New 
Energy segments where Wilhelmsen has majority ownership 
are included in the report:
•	Ship Management, which provides full technical management,  
	 crewing and related services for all major vessel types.
•	Ships Service, supplying products and services 
	 including marine products, marine chemicals, maritime 	
	
	 logistics, and ships agency.
•	Insurance Services, which provides marine and non-marine  
	 insurance solutions.
•	NorSea Group, which provides logistic support to offshore  
	 activities anywhere in the North Sea basin and beyond.
•	Raa Labs, which delivers infrastructure and services to  
	 digitalize vessels and operations.
•	WilNor Governmental Services, which provides military  
	 logistics services in Norway and internationally. 
•	Corporate services are also included in this report.
Entities not included in the report
Entities not wholly or majority owned are not included in 
this report:
•	Wallenius Wilhelmsen ASA (37.8%)
•	Hyundai Glovis (11% through Treasure ASA)
•	Massterly (50%)
•	Dolittle (46%)
•	NorSea Wind (owned 50% by NorSea Group and 50%
	 by Wilhelmsen Ship Management)
•	Edda Wind (25%)
MANAGEMENT APPROACH
We use a materiality assessment to identify the aspects of 
our business that we believe have the most impact on the 
environment and the societies in which we operate. In the 
Group structure
Wilh. Wilhelmsen Holding ASA
Ships Service
Maritime Services
Ship Management
Insurance Services
(all Maritime Services companies 
are 100% owned)
New Energy
NorSea Group 75%
NorSea Wind 87.6% (owned 50% by NorSea Group 
and 50% by Wilhelmsen Ship Management)
Edda Wind 25.7%
Topeka 100%
Massterly 50%
Raa Labs 100%
Dolittle 46%
Loke 18%
Ivaldi 10%
Strategic Holdings and Investments
Wallenius Wilhelmsen 37.8%
Treasure ASA (74.8%) which has an
11% interest in Hyundai Glovis
Financial investments
WilNor Govermental Services 87.8% (owned 51%
by Wilhelmsen and 49% by NorSea Group)
ESG report
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 8

Key topics
Channels and activities
Employees
Investors
Customers
Suppliers
Community
•	 Engagement, 
	 commitment, 
	 leadership, 
	 culture
•	 Climate, environmental 
	 impact
•	 Business 
	 ethics, working  
	 conditions, 	
	
	 QHSSE, training
•	 KPI results 
	 and targets
•	 ESG risks, opportunities  
	 and governance
•	 Results, 
	 prospects
•	 Knowledge
	 sharing
•	 Main business drivers
•	 Climate, environmental 	
	 protection, human rights,  
	 child labour
•	 Campaigns, 
	 plans
•	 Satisfaction, 
	 feedback
•	 Innovation,	
	
	 proper use,
	 expertise advise
•	 Human rights, 
	 child labour, 
	 environmental 	
	
	 protection
•	 Sustainability 
	 governance, 
	 transparency, 
	 values
•	 Working 
	 conditions, QHSSE,  
	 regulations
•	 Climate, 
	 environmental  
	 impact
•	 Anti-corruption,  
	 rules and 
	 regulations, labour  
	 regulations and  
	 standards
•	 Education
•	 Intranet, management  
	 communication
•	 Engagement 
	 survey
•	 Performance  
	 appraisal
•	 Industrial 
	 democracy
•	 Code of conduct
•	 Annual and 	
	
	 quarterly reports  
	 and presentations,  
	 capital markets day
•	 Press releases
•	 Investor meetings
•	 Customer 
	 meetings, regular  
	 dialogue
•	 Customer surveys
•	 Road-shows and fairs
•	 Supply chain 
	 code of conduct
•	 Procurement 
	 policies
•	 Supplier assessments  
	 and audits
•	 Meetings and 
	 discussions with  
	 NGOs
•	 Membership	
 
	 organisations and  
	 associations
•	 Sponsorships
•	 Presentations and  
	 guest lectures
Stakeholders
assessment, the importance of different topics is ranked by us 
and our stakeholders, such as our board, group and company 
management teams, employees, customers, suppliers, 
competitors, industry players, and shareholders. 
In 2021, we conducted a materiality assessment to account for 
changes to the internal and external context since 2020. Based 
on the assessment, the group management team prioritised 
four strategic topics that were approved by the board: 
•	Decarbonisation and green growth
•	Health and safety
•	Equality, diversity and inclusion
•	Compliance and supply chain management
These strategic topics are integrated in the group’s long-term 
strategy and aligned with our intentions to contribute actively 
and positively to the targets of the Sustainable Development 
Goals (SDGs). Companies are accountable for integrating these 
topics into their strategies and annual plans. Metrics and the 
status of activities related to these topics are reviewed on a 
quarterly basis by the group management team and the board.
WORKING WITH OUR STAKEHOLDERS
We are regularly in dialogue with key stakeholders who engage 
in issues relating to the maritime industry and the activities 
of the group. The dialogue contributes to understanding 
the expectations of stakeholders and transferring them to 
the group. It also enables us to communicate decisions to 
stakeholders and provide them with explanations for our 
underlying motives.
Wilhelmsen engages in dialogues with governments, investors, 
non-governmental organisations and other stakeholders on 
topics related to the group or industry at large. We utilise 
external partners, shareholder meetings and stakeholder 
engagement for advice and to identify ways to improve and 
remain in the forefront of developments. We meet evolving 
stakeholder demands by:
•	partnering with other serious actors, our customers, and 
	 value chain for broader impact
•	working through local and international associations to  
	 contribute to improved ESG practices 
•	implementing recognised and transparent international  
	 standards and proactively demonstrating our ESG work.
During 2021, stakeholders’ interests were related to the ongoing 
COVID-19 response, financial issues, compliance, innovation, 
decarbonisation of shipping, renewable energy, and ESG in 
general. We continued our active and collaborative stakeholder 
engagement through our memberships at a group level, as well as 
at individual company levels with the Green Shipping Program 
Norway, UN Global Compact, Maritime Anti-corruption Network 
(MACN), and Sustainable Shipping Initiative (SSI) amongst others.
During 2021, the group actively contributed to collective 
action on ocean health, climate, decarbonisation of 
shipping, crew change crisis, anti-corruption, and 
marine pollution. We will continue to actively engage 
with stakeholders directly and through our membership 
platforms (see appendix 2 for a list of memberships and
associations).
ESG report
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 9

Environment
Social
Governance
Strategic topics
ESG
Materiality assessment overview
Strategic ambition
Alignment with SDGs
Material topics
Decarbonisation and 
green growth
Compliance and supply 
chain management
Health and safety
Equality and diversity
Shape the maritime 
industry’s transition towards 
net zero emissions and 
capitalise on green growth.
Be a responsible, trusted 
and compliant value 
chain partner.
Have an engaging and safe 
workplace with no harm 
to people.
Have a culture where each 
employee is valued for their 
contribution.
13. Climate action – Strengthen resilience and adaptive 
capacity to climate-related hazards, and integrate climate 
change measures into policy, strategy, and planning 
(Targets 13.1, 13.2).
7. Affordable and clean energy – By 2030, increase 
substantially the share of renewable energy in the global 
energy mix (target 7.2). By 2030, double the global rate of 
improvement in energy efficiency (Target 7.3)
14. Life below water – Prevent and significantly reduce 
marine pollution, sustainably manage and protect marine 
and coastal ecosystems and minimize and address the 
impacts of ocean acidification (Targets 14.1, 14.2, 14.3) 
16. Peace, justice and strong institutions – Substantially 
reduce corruption and bribery (Target 16.5). Develop 
effective, accountable and transparent institutions at all 
levels (Target 16.6)
8. Decent work and economic growth – Achieve 
higher levels of economic productivity, improve global 
resource efficiency and decouple economic growth from 
environmental degradation (Targets 8.2, 8.4). Achieve full 
and productive employment and decent work, eradicate 
forced labour, modern slavery, human trafficking and child 
labour, protect labour rights and promote safe working 
environments (Targets 8.5, 8.7, 8.8) 
GHG Emissions
Compliance
Supply chain management
Responsible ownership
Occupational health 
and safety
Competence development
Human rights and 
employment conditions
Equality, diversity, 
and inclusion
Local communities 
Biodiversity and ecosystems
Circular economy 
Green growth and 
decarbonisation
ESG report
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 10

What the topic covers
Why the topic is material
Topic boundary
GHG emissions from own 
operations.
Business ethics and 
anti-corruption. 
Responsible procurement and 
supplier monitoring
Sustainable investments and 
active (ESG) ownership. 
Accidents, injuries and absence.
Investing in human capital.
Respect and protection of 
fundamental human rights. 
Respect and protection of equal 
opportunities. 
Responsible relations with local 
communities. 
Impact of our activities and 
products on air, soil, and water.
Reduce, reuse and recycle to 
minimise resource use. 
Low-carbon / circular (i.e. 
taxonomy) products and services.
Addressing climate change and associated physical and transition risks requires operations, 
products and solutions with lower or no GHG emissions. 
Compliant and ethical operations, and the elimination of corruption in the value chain supports 
fair trade and a level playing field. Our various stakeholders depend on us being a transparent, 
accountable and compliant partner. We expect the same of our partners and suppliers in order 
to do business. This includes standards and practices addressing business ethics and anti-
corruption, data privacy, and channels for raising anonymous concerns from internal or external 
stakeholders (whistleblowing). 
We need to ensure our ESG expectations are clear for our suppliers and that products and 
services are compliant with our standards. This includes standards and practices addressing 
human rights, employment conditions, compliance, business ethics and anti-corruption, health 
and safety, diversity and inclusion, emissions, waste and recycling.
We engage and actively exercise investor influence on ESG issues. ESG matters in the 
company’s sourcing, investing and management of investments sets clear expectations to 
portfolio companies and better management of ESG risk and exposure. 
An engaging and safe working environment at sea and on shore is a prerequisite for an efficient, 
sustainable and profitable business. High health, safety and wellness standards prevent 
accidents and dangerous situations for our employees. We need to have in place standards and 
practices addressing physical and psychosocial health of employees; operational and process 
safety including accident prevention; and wellbeing of employees and contractors. 
To meet current and future demands, we need to continually renew ourselves, to work smarter 
and improve our fields of expertise. Particular attention towards renewables, technological and 
digital capabilities. 
We conduct business with respect for human rights with sound, safe working conditions free 
from discrimination. This includes respect and protection of working conditions, equal treatment 
and non-discrimination practices, labour standards, and labour relations including freedom of 
association, collective bargaining, working hours, rest, minimum age, fair wages, and adherence 
to the ILO Maritime Labour Convention. 
To do business and access the best local talent, we need to provide an engaging and safe work 
environment where equal opportunities are available for all. We also need to retain and attract a 
diverse and talented workforce with the right competence, experience, skills, and motivation.
We have employees in 60+ countries around the world. To do business and access the best 
local talent, we need to ensure a positive contribution to the development in these communities. 
This includes engagement and partnership activities with the public sector, communities, other 
bodies and associations with the purpose of promoting, implementing and demonstrating 
sustainable ways of working. 
Overuse or mismanaged use of ecosystem services can lead to contamination, ecological 
devastation, economic disruption and impacts on human health. 
Pollution, stronger environmental focus, full asset / product lifecycle accountability, as well as 
regulatory requirements requires new product and service offerings for the maritime industry.
We pursue investments and new business models aimed at decarbonising the maritime industry, 
enabling the energy transition and renewable energy, and sustainable product and service 
offerings.
Wilhelmsen group, customers, 
suppliers and partners
Wilhelmsen group, customers, 
suppliers and partners
Wilhelmsen group, customers, 
suppliers and partners
Wilhelmsen group
Wilhelmsen group, customers, 
suppliers and partners
Wilhelmsen group
Wilhelmsen group, customers, 
suppliers and partners
Wilhelmsen group, customers, 
suppliers and partners
Wilhelmsen group, local 
communities
Wilhelmsen group, customers, 
suppliers and partners
Wilhelmsen group, customers, 
suppliers and partners
Wilhelmsen group, customers, 
suppliers and partners
ESG report
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 11

Environment
2
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 12
Environment
Environment

Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 13
Environment
Environment

Our ambition is to shape the maritime industry’s transition 
towards net zero emissions and capitalise on green growth. 
In practice, we focus on greenhouse gas (GHG) emissions, 
biodiversity and ecosystems, circular economy, and green 
growth and decarbonisation.
CLIMATE CHANGE AND GREENHOUSE GAS (GHG) EMISSIONS
Addressing climate change and associated physical and 
transition risks for the group requires investments, operations, 
products and solutions with lower or no GHG emissions. 
We continue to develop and mature a systematic approach to 
climate risk identification, including firm estimates of future 
costs and income prospects for new opportunities. 
Our management of climate risk and GHG emissions is 
described in appendix 3 based on the Task Force on Climate-
related Financial Disclosures (TCFD) framework. 
	
GHG emissions ambition
In 2021, the group’s long term GHG emissions ambition was 
defined and embedded in the long-term strategy process:
1.	Net zero emissions in own operations before 2030
2.	Net zero emissions in the value chain before 2040
3.	Net zero emissions in portfolio (equity investments) before 2050 
The ambition has been set by the group management team and 
endorsed by the Wilhelmsen board of directors. 
In 2022, consolidated companies will set science-based targets 
and their emissions reductions programs towards this ambition.
For equity investments, the group monitors and actively 
engages in discussions related to climate risk and emissions 
reductions achievements with the relevant companies, 
specifically: 
1.	Progress on GHG emissions reductions against stated targets 
2.	Progress on green growth investments / activities  
	 contributing to energy transition.
Scope 1 and 2 emissions for consolidated companies
In 2021, we established an initial GHG emissions inventory 
based on the GHG Protocol standard for scope 1 and 2 
emissions for consolidated entities where the company 
has operational control. We will build on the scope of 
this inventory as data integrity is improved and will seek 
verification of the inventory data for the 2022 ESG report. 
The scope 1 and 2 emissions in tonne of CO equivalent (tCO2e) 
from consolidated entities are described below.
Several data collection and reporting improvement actions 
have been identified to continue to build a robust reporting 
framework over time. Office sites are particularly challenging to 
account for as the vast majority of our employees work in multi-
user leased spaces where there is limited or no operational 
control of facilities. In 2022, consolidated companies will set 
science-based targets and their emissions reductions program.
Scope 3 emissions – category 7 and 15
The group included two categories of scope 3 emissions in 
Environment
13. Climate action – Strengthen resilience and 
adaptive capacity to climate-related hazards, and 
integrate climate change measures into policy, 
strategy and planning (Targets 13.1, 13.2).
7. Affordable and clean energy – By 2030, increase 
substantially the share of renewable energy in the 
global energy mix (target 7.2). By 2030, double the 
global rate of improvement in energy efficiency 
(Target 7.3)
14. Life below water – Prevent and significantly 
reduce marine pollution, sustainably manage and 
protect marine and coastal ecosystems and mini-
mize and address the impacts of ocean acidification 
(Targets 14.1, 14.2, 14.3)
Contribution to the SDG targets 
Year
tCO2e
Scope 1
Scope 2
Total
2020
1 891 
2 669 
4 562 
2021
1 855
2 824 
4 679 
Environment
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 14

the initial inventory work – category 7 employee commuting 
for seafarers; and category 15 investments. This was based on 
accessibility of data and further categories will be included in 
the inventory over time.
The scope 3 emissions related to seafarer’s air travel 
commuting to/from vessels are described below based on 
calculations from third party travel providers. Travel plan 
optimization is key to secure seafarers join vessels and return 
home in a safe, secure, and efficient manner.
The scope 3 emissions related to the group’s equity investments 
are described below. This is based on the proportion of the 
group’s equity investments in Wallenius Wilhelmsen ASA 
(37.8%), Hyundai Glovis (11% through Treasure ASA), and Qube 
(1.8%). It is calculated based on the GHG Protocol’s investment-
specific method using publicly available data from the 
operating companies. 
The group has neither financial control nor significant direct 
influence over the operating entities in this portfolio. 
*The operating companies publish their emissions report after the group’s ESG 
report is produced. The emissions data for 2021 will therefore be reported in the 
group’s 2022 ESG report. 
The main source of the emissions are the operating companies’ 
scope 1 emissions related to energy consumption from shipping 
activities. The companies have established systems in place for 
managing climate risk and implementing emissions reduction 
activities. The companies have established targets to reduce 
the intensity and absolute greenhouse gas emissions of their 
operations.
GHG Inventory verified for 2022 report. 
Key risks and opportunities
Progress on targets
Key opportunities 
Target 2021
Result 2021
Target 2022
Key risks
•	 Green growth in new arenas.
•	 New partnerships with other serious actors.
•	 Access to capital from environmentally conscious actors, 
	 both public and private.
•	 Physical risks from extreme weather, rising water levels, 
	 and resource scarcity/cost. 
•	 Transition risks related to regulations, potential liability, technology 
	 shift, market shifts and reputational impact.
Year
tCO2e
2020
15 391 
2021
21 260 
Year
tCO2e
2018
2 270 616 
2019
2 127 101 
2020
1 687 632 
2021
*data not available at time of this report 
Consolidated companies establish 
science-based targets and reduction program.
Improve visibility and integrity of data with vendors. 
Progress circular initiatives.
Implement a common greenhouse gas (GHG) 
emissions reporting framework and system for all 
entities where we have more than 50% ownership. 
Establish appropriate GHG emission reduction 
targets to direct activities across entities. 
Implement a common waste reporting framework 
and system for all entities where we have more than 
50% ownership.
Establish appropriate targets to direct activities 
across our entities, guided by circularity principles.
GHG emission reporting channel in place 
for entities and to be continuously improved. 
Wilhelmsen group ambition for net zero emissions 
embedded in long term strategy: Net zero emissions 
in own operations before 2030; in value chain before 
2040; and in portfolio before 2050.
Waste emission reporting channel established, 
however there are data integrity challenges. For 
example, accounting for leased office sites with 
no operational control of facilities is particularly 
challenging, as is the identification of waste 
disposal streams. 
Product lines have several circular 
initiatives ongoing.
Environment
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 15

GREEN GROWTH AND DECARBONISATION
We pursue investments and new business models aimed 
at decarbonising the maritime industry, enabling energy 
transition and the growth of renewable energy, and sustainable 
product and service offerings. 
In 2021, the group established a New Energy segment, a 
continuation of several years of exploring renewable opportunities 
and to capitalise on the opportunities which will arise from global 
energy transition. The group committed up to USD 500 million 
in new business investments related to renewable segments over 
the next five years, investing in own ventures, together with 
partners, and/or utilising the capital market.
Across our entities, we continued to work with other industry 
leaders in partnership to develop value chains for new and 
renewable fuels for marine applications in Norway and 
internationally.
In addition, our joint venture company Massterly, continues 
to partner with industry leaders to move cargo transport from 
road to sea, and towards zero emissions autonomous logistics 
chains. 2021 saw the delivery of Yara Birkeland to Norway to 
take on the task of hauling Yara fertilizer products and reducing 
40 000 truckloads each year. Massterly will be responsible for the 
operation of this vessel which will eventually run autonomously. 
Massterly will also handle two new battery powered vessels for 
Norwegian food wholesaler ASKO that will be delivered in 2022, 
carrying shipping containers across the Oslo fjord. 
 
Other entities continued to develop innovative and more 
sustainable products and services. RaaLabs continued their 
work to offer vessel data as a service, streaming performance 
data to onshore digital dashboards to track engine performance, 
improving efficiency and reducing emissions. Marine Products 
in partnership with thyssenkrupp successfully digitised, 
printed, tested, and delivered a spare part on behalf of an 
OEM. This was an important and significant milestone in their 
aim to re-examine and optimize the production and delivery 
process of 3D printed spare parts for the unique demands of the 
maritime market. 
Entities have also continued to work actively in the offshore 
wind value chain. NorSea Wind provides integrated service 
packages to the offshore wind sector. NorSea Group continues 
to increase its footprint in the sector. In 2021, the company 
established an alliance with Parkwind, with the intention of 
becoming an operator of offshore wind parks in the North 
Sea. The company is also working with other partners to 
establish a new, pioneering industrial plant at Jelsa in Ryfylke, 
Norway, for assembling wind turbines. To future proof its base 
facilities, the company has also developed its 2030 vision of 
maritime industrial parks bringing together services for the 
offshore energy sector, hydrogen hubs, cargo operations, and 
aquaculture including fish farming and algae operations.
In 2020, Wilhelmsen acquired 25% of Østensjø Group’s offshore 
wind company, Edda Wind, with an option to buy another 25%. 
The option was exercised in the first quarter of 2021, increasing 
the Wilhelmsen ownership to 50%. In the fourth quarter, Edda 
Wind ASA launched an initial public offering (IPO). Following 
completion of the IPO, Wilhelmsen owns 16.5 million shares 
in Edda Wind ASA, representing 25.7% of total shares. The 
company operates service vessels supporting the maintenance 
work conducted during the commissioning and operation of 
offshore wind parks and the vessels are constructed to be able 
to accommodate future zero-emission technology.
The group is also exploring new areas. Norway is one of the 
only countries to have formalised marine mineral legislation 
with the Seabed Mineral Act in in 2019. Following a detailed 
public consultation in 2021, the Norwegian government is 
now preparing an in-depth environmental impact assessment, 
ahead of its final decision on licensing approval for exploration 
and production. The decision is expected in the second quarter 
of 2023. Wilhelmsen and NorSea Group have together acquired 
a 18% stake in innovative Norwegian deep-sea mining company 
Loke Marine Minerals.
In 2022, we will continue to progress our investments, projects 
and other innovations in line with our strategy. We will also 
continue the work to prepare for the EU taxonomy regulations. 
In 2021, awareness sessions about the EU taxonomy were 
held internally and with the Board, and an initial screening of 
activities was conducted. The regulations are expected to enter 
into force in Norway in 2022, and will require listed companies 
with more than 500 employees to include information in their 
annual reports on the extent to which their activities can be 
classified as sustainable according to the taxonomy.
BIODIVERSITY, ECOSYSTEMS AND CIRCULAR ECONOMY
Overuse or mismanaged use of ecosystem services can lead to 
contamination, ecological devastation, economic disruption 
and impacts on human health. In addition, full asset and 
product lifecycle accountability, as well as growing regulatory 
requirements require new product and service offerings for 
the maritime industry. The group aims to minimise resource 
use and the impact of our activities and products on air, soil, 
and water.
Ship Management provides full technical management, 
crewing and related services for all major vessel types, and as 
such is in a good position to influence compliant, sensible, safe 
and environmentally sound operations for vessel owners. 
To provide value to customers and reduce environmental 
impact, ship management works with customers to optimize 
vessel and voyage operations to reduce operational costs 
and emissions, offering purpose-built digital solutions such 
as Spark to enable this. Ship management’s environmental 
management practices onboard are in compliance to 
Convention for Prevention of Marine Pollution (MARPOL), 
Ballast Water Management Convention (BWMC) and The 
International Convention on Oil Pollution Preparedness 
(OPRC). The company promotes responsible consumption 
and recycling programs onboard and onshore. The company 
is also proactive in reducing plastics in vessel operations by 
introducing requirements towards suppliers and facilitating 
industry initiatives to reduce single use plastics in the maritime 
industry. The company is committed to the ﬁrst milestone of 
the IMPA SAVE program to reach zero plastic drinking water 
bottles by 2025, a resolution that branched from roundtable 
discussions facilitated by the company in 2019.
The company also supports customers adapting to stricter 
emissions regulations, such as the Energy Efficiency 
Design Index for existing ships (EEXI) and Carbon Intensity 
indicator (CII) which come into effect on 1 January 2023. Ship 
management’s ongoing goal is to collaborate with relevant 
partners towards the decarbonisation of shipping, particularly 
in the development and transition to alternative fuels including 
hydrogen, ammonia and methanol. 
Wilhelmsen Chemicals is located in Norway, a 12 000m2 
production facility with chemical tanks, storage facilities 
Environment
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 16

and a deep-water quay. The site does not produce chemicals, 
but rather brings in different components and mixes them to 
become products distributed nationally in Norway and globally 
through the Ships Service network. The operation is certified 
according to the ISO14001 standard and has focus on utilising 
chemical components that are less harmful to the environment, 
employees and customers, and addressing the plastic packaging 
and packing materials used for chemical distribution. The 
company has products that meet the high standards of the 
Nordic Eco-labelling scheme. The company is also an active 
member of Grønt Punkt Norway and has committed to increase 
the use of recycled plastics in own packaging; cut unnecessary 
use of plastics and design for recycling. 
NorSea Group has nine bases covering 2 471 000m2. When 
investing, developing and operating bases, environmental 
aspects and impacts are addressed in five key areas – 
infrastructure, machines and equipment, buildings, 
digitalization and improvement, and collaboration and new 
business concepts.
Bases set environmental targets and improvement projects 
based on their individual site risk assessments. The operations 
are certified according to the ISO 14001 standard and focus 
areas include energy and emissions, waste and recycling, oil 
separators, tanks and chemical handling. 
Activities related to energy transition and emissions reductions 
include the installation of shore power, gradual electrification 
of the machine park, efficient terminal management system, 
and supporting infrastructure development to contribute to the 
offshore wind, hydrogen and carbon capture value chains. 
Ships Service has localised activities in offices and warehouse 
sites to reduce energy consumption and waste, for example 
transitioning to electric forklifts, finetuning / replacement 
of heating and lighting, reuse of packaging and pallets and 
appropriate waste segregation. The company delivers a range 
of marine products, chemicals and technology solutions to 
customers that support compliance, efficiency and reduced 
environmental impact. For example:
•	Highly concentrated cargo hold cleaning product solutions  
	 to get more done with less chemicals that are classified as  
	 not harmful to the marine environment.
•	Responsible refrigerant solutions to support customers  
	 comply with the gradual phasing out of refrigerants with high  
	 global warming potential (GWP) and achieve better energy  
	 efficiency and safety outcomes. 
•	Supporting customers to extend the service life of vessel’s  
	 ropes, and innovations such as the snap back arrestor to  
	 secure safer and more efficient vessel mooring. End of life  
	 rope recycling is also in focus to reduce waste to landfill and  
	 marine pollution.
Ships Service has localised activities in offices and warehouse sites to reduce 
energy consumption and waste, for example transitioning to electric forklifts.
Environment
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 17

Social
3
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 18
Social

Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 19
Social

People make our strategy come alive. Simply put. People are 
our most valuable asset. That is why we take pride in creating 
an attractive, engaging, and safe workplace, and nourishing 
a culture where employees around the world deliver the right 
results, the right way. Since our strategic ambitions require 
us to change and transform the businesses we are in, we need 
to ensure we have engaging and inspiring leaders and offer 
employees the possibility to grow and excel. 
We conduct our businesses with respect for human rights and 
labour standards, including conventions and guidelines related 
to the prevention of child or forced labour, minimum wage 
and salary, working conditions, and freedom of association. 
Employees and external stakeholders are encouraged to 
report on non-compliant behaviour through the group’s global 
whistleblowing system. 
DEMOGRAPHICS 
At the end of 2021, the group employed 15 464 people, 4 476 
onshore and 10 988 seafarers. 85 nationalities are represented 
in Wilhelmsen’s global onshore operations, with Norway, 
Malaysia, and India representing the top three populations in 
size. Females represent 36% of the onshore population, and 1% 
of the seafarer population. 
The Wilhelmsen group consists of a diverse portfolio of 
maritime related companies operating on six continents. We 
have the world’s largest maritime network with 239 offices in 60 
countries on call 24/7 and deliver products and services to more 
than 50% of the world’s merchant fleet. 
70% of the senior management team members at the head 
office locations in Norway, Singapore and Kuala Lumpur were 
from the local communities. 22% of these senior management 
team positions were held by females. Senior management 
teams are defined as the top three levels in each company 
included in the scope of this report. One of the five members of 
the company’s group management is female and two of the five 
directors on the board of directors of Wilhelmsen.
The annual turnover rate for employees in the group was 12.74% 
in 2021, in line with previous years.
OCCUPATIONAL HEALTH AND SAFETY
We take pride in offering an engaging and safe workplace. In 
addition to continuously improving our health and safety 
management systems and employee behaviours, our aim is to have 
zero work related fatalities or other work-related harm to our people.
Through our different entities, we conduct our businesses 
in compliance with local labour standards and internally 
accepted human rights as described in the UN Global Compact, 
which the group subscribes to. Through our ship management 
organisation, we are Maritime Labour Convention (MLC)-
compliant. All seafarers’ contracts are in accordance with local 
Collective Bargaining Agreement (CBA)s and International 
Transport Workers’ Federation (ITF) standards.
Social
8. Decent work and economic growth – Achieve 
higher levels of economic productivity, improve 
global resource efficiency and decouple economic 
growth from environmental degradation (Targets 
8.2, 8.4). Achieve full and productive employment 
and decent work, eradicate forced labour, modern 
slavery, human trafficking and child labour, protect 
labour rights and promote safe working environ-
ments (Targets 8.5, 8.7, 8.8) 
5. Gender equality – End all forms of 
discrimination against all females and girls 
everywhere (5.1). Ensure full participation in 
leadership and decision-making (5.5).
Contribution to the SDG targets 
 Demographics
2021
2020
2019
Offices
239
229
241
Countries
60
62
62
Total employees 
15 464
15 452
15 065
Land based employees (FTE)
4 476
4 813
4 835
Seafarers
10 988
10 639
10 230
Nationalities
85
84
89
Turnover rate onshore
12.74%
11.25%
12.71%
Social
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 20

The group’s variety of ongoing initiatives to maintain employee 
wellbeing and a healthy and safe work environment were 
particularly critical during the year. The focus was on physical 
and mental health and safety, working conditions (including 
working from home), employee assistance program, safe social 
activities, employee engagement surveys and opportunities for 
personal development.
Entities in the group have also developed comprehensive 
health, safety, security, environment, and quality management 
systems, supporting a safe working environment. Ship 
Management are certified to operate ships as per the ISM Code. 
Ships Service and NorSea Group are certified according to the 
ISO45001 occupational health and safety standard.
In 2021, there were around 42.5 million exposure hours (work 
hours) in the group. Vessel based operations accounted 
for 80% of total exposure hours and onshore operations 
accounted for 20%. 
Regrettably in 2021, there was one work related fatality of 
a seafarer re-enforcing the need to continuously apply and 
improve measures that secure a safe work environment and a 
robust safety culture for all employees. 
The lost-time injury frequency (LTIF) rate for sailing personnel 
was 0.35, within the target not to exceed 0.40. The total 
recordable case frequency (TRCF) rate was 1.26, within the 
target not to exceed 2.80. Sickness absence was 0.02% and no 
occupational disease cases were recorded. The targets will 
remain the same for 2022.
During the year, safety campaigns focused on COVID-19 
measures and mental health and wellness. Crew changes were 
conducted where possible, when risk mitigation conditions 
were met, and according to international and local guidelines. 
Management continued to be active in measures to enable the 
safe and unhindered movement of seafarers to and from their 
workplace.
For onshore operations, campaigns focused on safety risks, 
COVID-19 measures and mental and physical health and 
wellness, including the working from home situation. 
The LTIF rate onshore was 0.36 in 2021, within target not to 
exceed 0.40. The TRCF rate result of 0.52 was within target not 
to exceed 1.00. The targets will remain the same for 2022. The 
sickness absence rate was 2.05% for onshore operations, in 
line with previous year. There were two onshore occupational 
disease cases recorded in 2021 resulting from work-
related stress.
All reported incidents were investigated to avoid similar 
incidents in the future, improve necessary training and 
awareness measures.
Key risks and opportunities
Key opportunities 
Key risks
•	 High engagement score 
•	 Strengthen learning and development culture
•	 Diversify the workforce
•	 Build sustainable brand reputation 
•	 Fight for talent 
•	 Lack of engaging and inspiring leaders navigating through changing 
	 business environment 
•	 Lack of competence development
Lost time injury frequency (LTIF) rate
Onshore not to exceed 0.40
On vessels not to exceed 0.40
Total recordable case frequency (TRCF) 
Onshore not to exceed 1.00
On vessels not to exceed 2.80
Engagement survey score >75
0.36 
0.35
0.52
1.26
78
not to exceed 0.40
not to exceed 0.40
not to exceed 1.00
not to exceed 2.80
Greater than 75
Progress on targets
Target 2021
Result 2021
Target 2022
Social
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 21

Response to COVID-19 
The group’s variety of ongoing initiatives to maintain 
employee wellbeing and a healthy and safe work environment 
were particularly critical during the year due to the ongoing 
pandemic. The focus was on physical and mental health 
and safety, working conditions (including working from 
home), employee assistance programs, safe social activities, 
employee engagement surveys and opportunities for personal 
development.
Through 2021, we have responded globally and locally to the 
situation with communications, site risk assessments, business 
continuity planning and situation reporting in place for our 
business units and local emergency response teams. 
During our annual engagement survey, employees responded 
that they feel well taken care off, have received sufficient and 
timely information, have experienced the company taking 
sufficient measures to reduce risk of infection, and have been 
able to keep motivation despite most working from home. In 
2021, we introduced an employee driven health and wellness 
hub. The hub is a place for employees to share their experiences 
and thoughts about staying well and how to deal with the 
pandemic during challenging times. The hub also includes 
information related to nutrition, fitness, mental wellness, and 
support tools.
For our seafaring employees, the challenges related to 
crew change continued into 2021. During the year, we have 
conducted crew changes where possible, when risk mitigation 
conditions were met, and according to international and 
local guidelines. We have also offered vaccines to crew where 
possible. Management has also been active in raising awareness 
of the need for seafarers to be recognised as key workers, to 
enable the safe and unhindered movement of seafarers to and 
from their workplace. Management has been making personal 
calls to the crew regularly, to ensure crew health, safety, and 
wellness, and to seek feedback from crew on how we can 
support them better during this difficult time. In 2022, we will 
continue to apply appropriate COVID-19 response measures 
and wellness activities for our employees. 
EQUALITY, DIVERSITY AND INCLUSION
The maritime industry has been and still is male dominated. 
Being a global company with operations in more than 60 
countries and representing employees from 85 nationalities, 
the Wilhelmsen group is diverse. Despite an ethnically 
diverse workforce, where engagement survey results support 
a culture characterised by zero-tolerance for harassment and 
discrimination, where differences are valued and respected, 
the percentage of females in the organisation has been stable 
for several years, suggesting increased attention is necessary. 
We believe an even more diverse workforce is valuable for 
several reasons:
•	It allows us to access the broadest talent pool possible
•	It enables better decision making and increased value creation
•	It is part of our social responsibility, contributing to higher 	 	
	 workplace participation
*Senior management defined as the top three levels in each key legal entity and 
managing director in smaller entities.
In 2021, we set an ambition of increasing the number of female 
leaders and internal board members. By 2030, our ambition is 
to have 40% of each gender represented in the top three level of 
management onshore and in internal boards. The ambition has 
been approved by the group management team and endorsed 
by the Wilhelmsen board of directors.
To reach the ambition, we need to actively engage in a wide 
range of equality and non-discrimination activities including 
recruitment, salary-and work conditions, promotion and 
development opportunities, diversity management training, 
and work-life balance to mention some. 
As needs vary pending on location, local HR is responsible for 
developing activities tailor-made to local needs to support the 
group’s overall ambition. A group with HR representatives from 
the global organisation has been active in developing a toolbox 
with a broad set of activities to inspire and motivate the local 
organisation.
At Wilhelmsen, employees have the right to equal 
opportunities. Harassment and discrimination based on race, 
gender or similar grounds, or other behaviour that may be 
perceived as threatening or degrading, is not acceptable. To 
ensure we strive to build a culture where employees feel safe 
and are heard and accepted for who they are and what they 
bring to the workplace, we conduct an annual Engagement 
Survey capturing discrimination, harassment, and inclusion. 
We will further assess if the Engagement Survey should 
be expanded to include a question related to diversity 
Metrics
2021
2020
2019
Onshore (exposure 8 hours a day, 5 days a week)
Exposure hours
 8 771 793
9 222 182
9 094 979 
Lost time injury frequency rate 
0.36
0.13
0.18
Total recordable case frequency rate 
0.52
0.30
0.33
Safety observations
 1 937
9 450
5 414
Sickness absence
2.05% 
2.01%
1.68%
Seafarers on vessels (exposure 24 hours a day, 7 days a week) 
Exposure hours
 34 001 856
35 570 856
29 683 152 
Lost time injury frequency rate 
0.35
0.28
0.32
Total recordable case frequency rate 
1.26
1.4
1.46
Safety observations
 9 973
10 969
9 782
Sickness absence
0.02%
0.01%
n/a
Metrics
2021
2020
2019
Number of nationalities onshore 
85
84
89
% of senior management from local communities
70%
71%
61%
Females – % of employees onshore
36%
35%
35%
Females – % seafarers
1%
1%
1%
Females – % senior management *
22%
25%
25%
Females – % in group leadership program
39%
27%
28%
% of female of Wilh. Wilhelmsen Holding ASA board
40%
40%
40%
Social
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 22

management and/or if we can develop a diversity and inclusion 
maturity index based on existing survey scores.
Gender-pay gap for Norway
To comply with local regulations, a gender pay gap analysis 
was conducted in 2021 for the group’s 100% owned companies 
in Norway. 333 employees were included in the analysis, 
representing 275 different positions and/or job titles. 
Positions were grouped into seven levels based on complexity, 
requirements, functional descriptions, and impact on the 
organisation. Data related to working conditions, salary and 
variable pay are available in appendix 4.
The analysis showed that median pay for females in Norway 
is 21% lower than males. From the analysis we have identified 
some improvement areas including fine-tuning use of job 
profiles and titles to improve data quality and comparisons 
made. This work will be undertaken in 2022.
Succession management
To ensure the group has a diverse and sustainable pipeline of 
leaders, a new succession management process was introduced 
in 2021 and included 46 senior executives. 96% positions were 
in Europe or Asia, following the two main hubs for the group’s 
management teams being Norway and Singapore. 76% of the 
positions were held by males. For most of the positions (76%), 
two or more candidates were identified. 
As part of securing a sufficient and diverse pipeline of 
leaders, the succession process will be extended to another 
approximately 250 positions in 2022. 
COMPETENCE DEVELOPMENT 
To truly live our vision of shaping the maritime industry and 
building on our values, learning and innovation and teaming 
and collaboration, we consistently work to stay relevant and 
ensure we have the skills and competencies necessary to 
create business value today and in the future. Our approach 
to learning includes three simple words – learn, apply, and 
share. By learning something new, applying it in our work, 
and sharing it with our colleagues, we know we create greater 
business impact. A learning organisation with motivated 
employees contributes to efficient operations and has a positive 
effect on financial performance. 
Personal development plans are integrated in our performance 
appraisal and review processes. In 2021, employees were 
encouraged to spend a minimum of eight hours of training. For 
most of our employees, the number of hours is a lot higher. In 
addition to formal training, employees also conduct mandatory 
training, and most will learn and apply new things as part 
of their continuous improvement and development of their 
working day. 
Our seafarers have extensive, ongoing training throughout 
the year to comply with rules and regulations and best 
practice. Our systems are built to ensure authentic certificates 
are achieved and essential competencies are learnt by our 
seafarers, rather than for collecting quantitative statistics such 
as number of training hours/days. We are therefore not able 
Metrics
2021
2020
2019
Ambitions
Discrimination reported in 
Engagement survey
<2%
<5%
<9%
Zero
Bullying reported in 
Engagement survey
<2%
<2%
<4%
Zero
Sexual harassment reported 
in Engagement survey
Zero
<2%
<4%
Zero
Inclusion: Based on 
two questions in the 
Engagement survey (In 
my team we respect and 
trust one another, and I feel 
respected and appreciated 
for who I am at work)
>80
>80
>80
A score on the 
Engagement 
survey >75 is 
considered a 
good score
•	 Equality and diversity assessment 	
	 identified opportunities and risks.  
	 Action plan developed.
•	 Target set for gender diversity in top  
	 three mgmt. levels 
•	 Target set for gender diversity in  
	 internal boards 
•	 Report on gender-pay gap  
	 for Norway
•	 Dashboards to monitor  
	 progress developed
 
•	 Sharpened language in policies
 
•	 Diversity included as opportunity in  
	 materiality assessment 
•	 Diversity included as strategic 	 	
	 challenge and opportunity in group  
	 long-term strategy 
•	 Quarterly reviews of equality,  
	 diversity, and inclusion progress  
	 by HR executives, global mgmt. 
	 team, and board
•	 Pilot unconscious bias training for  
	 human resource executives
•	 Communication plan to increase  
	 internal awareness of equality,  
	 diversity, and inclusion
•	 Assess opportunities to develop  
	 diversity and inclusion index 
	 based on existing engagement  
	 survey scores
•	 Strengthen leadership 
	 accountability through 
	 unconscious bias and diversity  
	 management training 
•	 40% of each gender in top three  
	 mgmt. levels and internal boards 
Achievements and ambitions
2021 achievements 
2022 targets
2023 ambitions
2030 ambition
Social
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 23

to report on the average number of training hours per year for 
seafarers.
Leadership development 
Securing an inspiring and engaging work environment where 
our employees can do their best and live up to the standards 
in our governing elements, requires a lot from our leaders. 
Our Leadership Development Journey consists of two to three 
learning modules per year for all leaders (approximately 1 050) 
in the Wilhelmsen group. In 2021, 92% of targeted leaders 
completed one module on our leadership expectations and 
one module on leading in challenging times. 39% of the 
participants were female.
In 2022, we will continue our learning journey focusing on 
change management. The aim is to prepare leaders for the 
changes in our business surroundings and the transformation 
needed for many of our business related to new technology and 
energy transformation and how to inspire, motivate, and lead 
the organisation through changes ahead. 
HUMAN RIGHTS AND EMPLOYMENT CONDITIONS
We support and respect the protection of internationally 
proclaimed human rights. As an employer, we uphold 
the freedom of association and recognise the right of our 
employees to collective bargaining. We are also committed 
to eliminating all forms of forced and compulsory labour 
including child labour, modern slavery, and human trafficking, 
and to eliminate discrimination in respect of employment and 
occupation.
Employee engagement 
The annual employee engagement survey, measuring our 
ability to provide an engaging and safe work environment, was 
conducted in the third quarter. The results point to consistent 
and positive high engagement, where employees feel positively 
taken care of during the COVID-19 pandemic. 
There is always room for improvement. Senior management 
and individual managers in all locations were required 
to conduct follow up discussions with their teams. 
Where results were less than the expected benchmark, 
managers were required to implement specific actions to 
improve results. 
In additon to the enagagement survey, employees are offered 
an annual performance review and mid-year review where 
achievements are recognised, development areas discussed and 
targets for the second period agreed. 
Employment conditions
Local and internationally accepted labour and human 
rights form the basis for how we treat our employees. To 
ensure decent working conditions, our People Policy states 
that we will:
•	provide an engaging and safe work environment with equal  
	 opportunities for all employees to contribute and create value, 
•	offer a professional and consistent management of our  
	 people, and
•	offer employees possibilities to grow and excel.
In 2021, 12 potential violations related to our People Policy 
(mainly claiming unfair dismissals, bullying/harassment) 
were reported through the whistleblowing channel. 10 of the 
cases were dismissed, and 2 lead to improved procedures and 
mitigating activities. By year end, all of the cases were closed 
with corrective measures where applicable. None of the cases 
were related to human rights. 
During the year, we updated our People Policy to also 
include our ambition to engage with suppliers and 
customers that demonstrate their commitment to the UN 
Global Compact or similar through transparently reporting 
on their environmental, social, and governance practice 
and performance and/or contribute to accelerate such a 
commitment. 
In 2022, the Norwegian Transparency Act enters into force 1 
July, which requires companies to publish statements of due 
diligence, and upon request provide information on how they 
work to deal with negative consequences on basic human 
rights and decent working conditions. This relates to our 
own organisation and also our suppliers. With thousands of 
suppliers in our world-wide operations we will need to work 
diligently to further strengthen our efforts and due diligence to 
ensure compliance with the Act. 
Collective action for seafarer’s rights
During the year, Ship Management played an active role 
together with other members of the Sustainable Shipping 
Initiative (SSI) to develop a Code of Conduct and assessment 
tool to protect the human rights and welfare of the world’s 
nearly 2 million seafarers. The Code of Conduct seeks 
to address systematic risks and impacts experienced by 
seafarers through:
i.	 emphasing rights in the Maritime Labour Convention that  
	
are not being adequately enforced; and 
ii.	including rights and issues that are important to 	 	
 
	
seafarers but not currently covered in the regulation. 
The goal is to continue to lift the industry treatment of 
seafarers beyond minimum compliance. 
The company also became a signatory to the Neptune 
Declaration on Seafarer Wellbeing and Crew Change. The 
Learning and development 
2021
2020
2019
Performance appraisal – % completion rate 
98
92
95
Minimum training hours onshore
8
8
8 
Mandatory business standards training
– % completion rate
100%
84%
31%
Mandatory competition law training for specific 
employees based on role – % completion rate
100%
n/a
n/a
Mandatory cyber security training
100%
95%
70%
Employee engagement
2021
2020
2019
Performance appraisal completion rate
98%
92%
95%
Engagement survey score
78
76
73
Engagement survey completion rate
91%
88%
88%
Net promoter score
33
39
n/a
Mandatory cyber security training
100%
95%
70%
Social
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 24

declaration commits the company to shared responsibility in 
addressing four key areas related to the ongoing crew change 
crisis resulting from the pandemic: 
•	Recognise seafarers as key workers and give them priority  
	 access to COVID-19 vaccines
•	Establish and implement gold standard health protocols  
	 based on existing best practice
•	Increase collaboration between ship operators and charterers  
	 to facilitate crew changes
•	Ensure air connectivity between key maritime hubs  
	 for seafarers
LOCAL COMMUNITIES
We care for the local communities in which we have operations 
and as a responsible employer it is important for us to give back 
to the communities. Each year, our employees are therefore 
invited to make a difference in their community by applying 
for “Do good locally program” funding on behalf of a local not 
for profit organisation. Whilst most activities needed to be 
rescheduled or reshaped due to COVID-19 in 2021, a number of 
initiatives were completed. 
Some of the projects selected in 2021 focused on; supporting 
marine biodiversity in the Barcelona area, providing education 
for children with cerebral palsy in Turkey, donating food to 
homeless people with disabilities in Malaysia, supporting 
seafarers living with HIV and delivering humanitarian 
assistance to migrant workers in Singapore, to mention 
just a few.
During 2021 Ship Management played an active role together with other members of the 
Sustainable Shipping Initiative (SSI) to develop a Code of Conduct and assessment tool to 
help protect the human rights and welfare of the world’s nearly 2 million seafarers.
Social
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 25

Governance
4
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 26
Governance

Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 27
Governance

Our ambition is to be a responsible, trusted, and compliant 
value chain partner. To ensure we have sound governance 
of our group of companies, we have a robust governance 
and management system in place. In 2022, we will also 
issue an owner’s statement, describing how we govern and 
the requirements we set to our portfolio of companies and 
investments.
For the purpose of this report, governance is related to how we 
aspire to reach our ESG ambitions, including how we set and 
follow up on them, requirements we apply to the investments 
we make, our whistle-blowing routines, as well as how we work 
with anti-corruption and supply chain management. 
Corporate governance is covered in a separate report, available 
on wilhelmsen.com.
COMPLIANCE 
The industry we are operating in is exposed to several risks. 
To mitigate risks and prevent and mitigate unethical business 
practise, we have a governance system in place including 
policies, audits, risk assessments, and reporting. We also have 
an external and internal whistleblowing channel and perform 
continuous awareness training to ensure our employees 
understand our expectations. 
We also find it valuable to participate in networks with other 
companies in our industry and other business partners, as we 
believe in collaborating to move the industry and the world 
in the right direction and contribute to develop regulatory 
requirements. 
At Wilhelmsen, we have zero-tolerance for corruption, and 
we work tirelessly to achieve a culture of fully compliant 
employees. Each year that passes, we see an increase in number 
of whistleblowing cases which show us that our employees 
and partners speak out more, and we are happy to see that 
number goes up. All the while, the whistleblowing cases we 
have each year also tell us that working towards our goal of a 
fully compliant workforce never stops. We unfortunately still 
have cases every year of employees operating in non-compliant 
ways. By continuing our work towards zero corruption, a sound 
and compliant culture, and having the systems in place to 
report and act on non-compliance, we see improvements every 
year, and we feel confident that we can achieve the right results 
the right way. 
Whistleblowing channel 
The whistleblowing channel provides all employees and 
external stakeholders with a secure channel to report 
violations of laws, our governing elements, and internal 
policies. Our whistleblowing channel enables all employees 
of Wilhelmsen, business partners, and stakeholders to report 
any serious concerns or offenses in a confidential manner. The 
whistleblowing channel can be found on wilhelmsen.com. 
Whistleblowing cases
In 2021, 28 whistles were received related to allegations of 
fraud/corruption, data protection, health and safety and other 
HR related issues. In 26 of the whistles, the reported issues 
have been concluded with appropriate action taken where 
applicable. At the end of the year, two of the whistles received 
in 2021 were pending a conclusion. In addition, we have three 
open cases from 2020, bringing the total open cases up to five.
There were no confirmed incidents of corruption and no 
confirmed incidents of discrimination and harassment. 
*This includes whistles open from previous years (not resolved due to Covid 
restrictions, with none perceived as business critical)
Awareness training
Facilitation payments remain a challenge in the industry. 
We do not tolerate any form of corruption, and we expect 
all employees to live up to the high ethical standards we 
lay down in our governing elements and Code of Conduct. 
Business standards work is ongoing and constant, and our 
various stakeholders depend on us being a transparent and 
compliant partner.
Governance
16. Peace, justice, and 
strong institutions – 
Substantially reduce 
corruption and 
bribery (Target 16.5). 
Develop effective, 
accountable, and 
transparent insti-
tutions at all levels 
(Target 16.6)
Contribution to the SDG targets 
Metrics
2021
2020
2019
Number of whistles 
28
25
19
Number of whistles open at year-end*
5
3
2
Number of whistles related to alleged 
corruption
1
2
1
Number of whistles related to alleged 
discrimination and harassment 
12
No 
records
No 
records
Number of dismissals related to confirmed 
breaches of the company’s Code of 
Conduct and Business Standards 
3
No 
records
No 
records
Governance
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 28

All new employees participate in mandatory business 
standards training as part of the onboarding process. The 
training addresses anti-corruption, theft and fraud, GDPR and 
data protection, competition law, and whistleblowing.
An impressive 100% of employees completed business 
standards training and a selected group of employees also 
completed specific competition law training. Reaching a 100% 
compliance rate even for mandatory training requires hard 
work. In addition to having built a strong culture with focus 
on high ethical practice over many years, we believe that our 
success is a result of active management attention, dashboards 
monitoring progress, screen savers reminding our employees of 
the tasks ahead, and a wide range of communication activities 
through several channels.
In addition, the group used the international anti-corruption 
day 9 December to create awareness related to fraud and 
corruption. The group has also completed awareness training 
related to the whistleblowing channel. 
In 2022, we will conduct a refresher training for all employees 
worldwide, running a shorter version of the business standards 
training with the target of 100% completion. 
Reporting and control
The COVID-19 situation has had an impact on compliance 
activities that require travel and physical presence at our 
locations, such as investigations and audits. Follow up of 
potential irregularities was mainly conducted by providing 
guidance and instructions to local and regional resources. As 
in previous years, internal fraud cases have been detected, 
with one case reported to the police and currently being 
investigated. We have also guided in other cases from various 
group companies, resulting in matters ending up in local police 
and judicial systems. 
All group companies are expected to make risk assessments 
and initiate mitigating actions where applicable. The board 
receives a quarterly update on potential compliance issues and 
awareness training and have an annual deep dive related to 
compliance, regulatory requirements etc. 
Partnerships and alliances
We also find it valuable to participate in networks with other 
companies in our industry and other business partners, as we 
believe in collaborating to move the industry and the world 
in the right direction and contribute to develop regulatory 
requirements. 
We are actively engaged in the Maritime Anti-Corruption 
Network, where one of our employees serves on the board of 
directors. Several of our companies are also TRACE certified 
and we are a member of Transparency International Norway.
New business and M&A activities 
As part of opening business in new countries and/or investing 
in new companies and/or merging or acquiring new businesses, 
we conduct country assessments and integrity due diligence as 
part of the assessment.
Cyber security
Our objective is to minimise cyber security risk and data 
protection risk and to secure employees’ active contribution 
to a risk prevention culture. The key focus areas are to 
continuously improve our cyber security maturity, strengthen 
operational measures, and increase employee competence in 
cyber security and data protection risk prevention behaviour. 
Key risks and opportunities
Key opportunities 
Key risks
•	 Non-compliance events with security, reputational and/or financial  
	 consequences
•	 Operational or supply chain disruption
•	 Business dealings in high governance risk countries 
•	 Customer and market confidence in ethical business culture
•	 Healthy partnerships with serious actors 
•	 Higher employee engagement as a responsible employer
95% completion rate for business standards 
training 
Continued screening of new suppliers. Audits as per 
schedule as far as practicable.
100% onshore
96% seafarers
Matured screening and risk management processes 
in place. 75 supplier audits conducted.
Refresher business standards training with
100% completion rate
Continued screening of new suppliers against strict 
criteria. Audits as per schedule as far as practicable.
Progress on targets
Goal 2021
Result 2021
Target 2022
Governance
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 29

In 2021, cyber security maturity efforts were focused on 
strengthening risk management and governance. Mandatory 
cyber security training was also conducted in the year with a 
100% completion rate. 
We will continue to develop the maturity of our systems to keep 
up with regulatory updates as well as strengthen our defence 
based on experience over time.
GDPR
GDPR practices are managed through our internal network of 
personal data protection administrators. In 2021, an external 
review of GDPR compliance was conducted and quarterly 
internal reviews were implemented. Two improvement areas 
were identified during the year related to documentation 
of local processing activities and recording data processing 
agreements with relevant vendors. The global data protection 
officer processed 30 enquiries and incidents during the year. 
SUPPLY CHAIN MANAGEMENT 
We are committed to doing business with responsible 
suppliers. We need to ensure our ESG expectations are clear to 
suppliers and that products and services are compliant with 
our standards. 
Ship Management works with suppliers who will comply with 
the International Marine Purchasing Association (IMPA) ACT 
Supplier Code of Conduct (SCoC). The SCoC seeks to improve 
the economic, social, and environmental sustainability of 
international shipping and marine industries and is aligned with 
the United Nations Guiding Principles on business and human 
rights. The company places clear responsibilities on suppliers to 
comply with minimum requirements on the following areas:
•	Preventive measures of financial fraud
•	Sanctions and compliance
•	Quality management systems and accreditation
•	Business ethics and code of conduct
•	Supporting the UN Convention on the rights of the child
•	Cybersecurity precautions
•	Reduction in single use plastics
Ship Management vets and verifies all applications from 
companies to become a supplier and retain all supporting 
documentation for future reference. Suppliers agree to be 
audited at any time and will be audited from time to time. 
All suppliers with framework agreements are required to re-
submit their applications annually. Suppliers who do not meet 
the minimum standards will be removed from the approved 
supplier list. The company conducted 429 assessments of 
new suppliers in 2021 and 86% were accepted according to the 
company’s standards. During 2021, conducting physical audits 
of suppliers was not possible due to COVID-19 restrictions.  
An annual review of contracted suppliers was conducted in 
accordance with  ISAE 3402 procurement controls requiring the 
selected suppliers to complete a self-assessment questionnaire 
which was then subject to review and follow up. 58 contracted 
suppliers were invited to complete the questionnaire, of which 
65% were found to be satisfactory and were awarded ‘approved’ 
supplier status, whilst 35% were removed as approved 
suppliers. 
In Ships Service, suppliers are risk assessed and are required 
to sign a supplier Code of Conduct which addresses 
compliance, fair business conduct, corruption and bribery, 
working conditions including health and safety, harassment, 
and discrimination, human rights and child labour, and 
environmental aspects. The company conducted 17 risk-based 
audits of suppliers in 2021, in addition to periodic performance 
assessments / reviews.
In 2022 we will continue the work to prepare for the 
Transparency Act regulations in Norway which enter into force 
on 1 July, 2022.  The Act requires companies to promote respect 
for basic human rights and decent working conditions, conduct 
due dilligence of it’s supply chain and ensure the public has 
access to this information.
RESPONSIBLE OWNERSHIP
The group includes environmental, social, and governance 
(ESG) issues in its investment analysis, business decisions, 
ownership practises, and financial reporting. The group’s 
policy is to secure that there are clear expectations to portfolio 
companies to manage risk and exposure and implement a 
systematic approach to ESG. 
As an active owner, the group has expressed expectations 
to companies where it has equity investments to reduce 
environmental impact; contribute to promote human rights, 
sound working standards; and work towards eliminating 
corruption in own operations and investments, as well as the 
operations of suppliers and business partners. The group has 
also expressed expectations and support for those companies 
to invest in green growth and to take an active role in the 
decarbonisation of the maritime and logistics sector.
Management and the Board assess investment risks and 
opportunities related to equity investments under different 
scenarios on an annual basis. Information and interactions 
with relevant personnel at these companies inform this 
evaluation. The group participates in investor meetings with 
these companies as an opportunity to address expectations, 
strategy and ESG matters. In response to the rapidly developing 
focus on ESG issues, the group will prepare in 2022 a detailed 
ownership requirements statement to clarify its expectations 
towards companies where it has a significant shareholding.
Governance
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 30

We are committed to doing business with responsible suppliers. We need to ensure our ESG 
expectations are clear to suppliers and that products and services are compliant with our standards.
Governance
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 31

Appendices
5
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 32
Appendicies

Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 33
Appendicies

Appendix 1: GRI Index
The 2016 version of the below GRI Standards have been used for this report with the exception of GRI 403: 
Occupational health and safety which is based on the 2018 version of the standard. 
Number
Disclosure Title 
Disclosure
Description
102-1
Name of the organization
Wilh. Wilhelmsen Holding ASA (Wilhelmsen)
Fully
102-2
Activities, brands, products, and 
services
Company information and annual reports are available on our website: http://
www.wilhelmsen.com/about-wilhelmsen/companies/
Annual report/Directors report page 14
Annual report/Corporate structure page 100 
Fully
102-3
 Location of headquarters 
Lysaker, Norway
Fully
102-4
 Location of operations 
Annual report/Corporate structure page 100
Fully
102-5 
 Ownership and legal form 
Wilhelmsen is listed on the Oslo Stock Exchange.  
A current list of the largest shareholders is available on our website: 
http://www.wilhelmsen.com/investors/the-share/20-largest-shareholders/
Annual report/Equity page 29
Fully
102-6
 Markets served 
Annual report/Note 2 Segment reporting page 32
Fully
102-7 
 Scale of the organization 
Annual report/Directors report page 14
Annual report/Income statement page 26
Fully
102-8 
Information on employees 
and other workers 
ESG report/Social/Demographics
Partially reported due to lack of data on employment type full/part time and 
supervised workers.
Partially –
information 
unavailable
102-9 
 Supply chain 
ESG report/Governance/Supply chain management
Partially reported due to lack of data for all business segments.
Partially – 
information 
unavailable
102-10 
Significant changes to the 
organization and its supply chain 
There are no significant changes to the reporting boundary for this period.
Annual report/Directors report page 14
Fully
102-11 
Precautionary Principle or 
approach 
Wilhelmsen internet site/Governing elements
Corporate governance report
Fully
102-12
External initiatives
ESG report/Working with Stakeholders
Fully
102-13
Membership of associations 
ESG site/Stakeholders
ESG report/Working with Stakeholders
Fully
102-14
Statement from senior 
decision-maker 
ESG report/CEO message
Annual report/Group CEO statement page 10
Fully
102-16 
Values, principles, standards, 
and norms of behaviour  
Wilhelmsen internet site/Governing elements
Corporate governance report
Fully
102-18 
 Governance structure  
Wilhelmsen internet site/Governing elements
Corporate governance report
Fully
102-40
 List of stakeholder groups  
ESG report/Working with stakeholders
Fully
102-41
 Collective bargaining agreements 
100% of seafarers. Onshore employees are not covered by 
collective bargaining agreements. 
 Fully 
102-42
Identifying and selecting 
stakeholders 
ESG report/Working with stakeholders
Fully
102-43
Approach to stakeholder 
engagement
ESG report/Working with stakeholders
Fully
102-44
Key topics and concerns raised
ESG report/Working with stakeholders
Fully
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 34

Cont. appendix 1: GRI Index
Number
Disclosure Title 
Disclosure
Description
102-45
Entities included in the consolidated 
financial statements 
Annual report/Directors report page 14
Annual report/General accounting principles page 30 
Annual report/Corporate structure page 100 
Joint ventures, associated companies and minority interest companies are not 
covered by the ESG report.
Fully
 102-46 
Defining report content and 
topic Boundaries 
ESG report/About our report 
Corporate governance report
Fully
102-47
List of material topics 
ESG report/Materiality assessment overview
Fully
102-48
Restatements of information
No restatements.
Fully
102-49 
 Changes in reporting 
ESG report/Scope of the report
Fully
102-50
Reporting period 
Fiscal year 2021
Fully
102-51
Date of most recent report 
Fiscal year 2021 report published 25 March 2022
Fully
102-52
Reporting cycle
Annual
Fully
102-53 
Contact point for questions 
regarding the report 
Head of sustainability – Melanie Moore
email: melanie.moore@wilhelmsen.com
Fully
102-54
Claims of reporting in accordance 
with the GRI Standards
This report has been prepared in accordance with the GRI Standards: 
Core option. No external assurance. 
Fully
102-55
GRI content index
ESG report/GRI content index
Fully
102-56
External assurance 
The ESG report has not been externally assured. Price Waterhouse Coopers AS 
(PWC) has included the financials of the annual report in their Auditor report. 
Fully
103-1
Explanation of the material topic 
and its Boundary
ESG report/Management Approach/Materiality assessment
Fully
103-2
The management approach and its 
components 
ESG report/Management Approach/Materiality assessment
Fully
103-3
Evaluation of the management 
approach
ESG report/Management Approach/Materiality assessment
Fully
201-1 
Direct economic value generated 
and distributed 
Annual report/Accounts and notes page 24 
Most figures are reported, however not set up as required by GRI due to business 
complexity and lack of reporting of local breakdown.
Partially – 
information 
unavailable
201-3 
Defined benefit plan obligations 
and other retirement plans 
Annual report/Note 11/Pension page 52
Annual report/Note 6/Employee benefits page 43
Fully
202-2
Proportion of senior management 
hired from the local community
ESG report/Social/Equality, diversity and inclusion
Fully
205-1 
Operations assessed for risks 
related to corruption 
ESG site/Governance/Compliance 
All business areas conducts risk analysis on compliance. However, we are 
not currently able to provide the percentage of operations which have been 
assessed.
Partially – 
information 
unavailable
205-2 
Communication and training 
about anti-corruption policies and 
procedures 
ESG report/Governance/Compliance 
Partially due to not broken down by business partners.
Fully
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 35

Cont. appendix 1: GRI Index
Number
Disclosure Title 
Disclosure
Description
205-3
Confirmed incidents of corruption 
and actions taken
ESG report/Governance/Compliance
Annual report/Whistleblowing and anti-corruption page 21
Fully
206-1
Legal actions for anti-competitive 
behaviour, anti-trust, and monopoly 
practices
ESG report/Governance/Compliance
Fully
305-1
Direct scope 1 GHG emissions
ESG report/Environment/GHG emissions and Climate
Based on GHG Protocol’s operational control approach.  DEFRA conversion 
factors utilised in calculations for all GHG emissions measured in CO2e.  The GWPs 
used in the calculation of CO2e are based on the Intergovernmental Panel on 
Climate Change (IPCC) Fourth Assessment Report (AR4) over a 100-year period.
Fully
305-2
Direct scope 2 GHG emissions
ESG report/Environment/GHG emissions and Climate
Based on GHG Protocol’s operational control approach.  DEFRA conversion 
factors utilised in calculations for all GHG emissions measured in CO2e.  The 
GWPs used in the calculation of CO2e are based on the Intergovernmental Panel 
on Climate Change (IPCC) Fourth Assessment Report (AR4) over a 100-year 
period.  Location based average emissions factors are used and reported.  Gross 
market-based energy indirect (Scope 2) GHG emissions are not reported. 
Partially – 
information 
unavailable
 308-1 
New suppliers that were screened 
using environmental criteria 
ESG report/Governance/Supply chain management
Partially reported due to lack of data for all business segments.
Partially – 
information 
unavailable
 401-1 
 New employee hires and employee 
turnover 
ESG report/Social/Demographics
Partially due to not broken down by gender or region.
Partially –
information 
unavailable
402-1
Minimum notice periods regarding 
operational changes 
According to local rules and regulations. 
According to standard CBA for seafarers.
Fully
 403-1 
Occupational health and safety 
management system 
ESG report /Social/Occupational health and safety.
Fully
403-6
Promotion of worker health
ESG report/Social/Occupational health and safety 
Fully
403-9
Work-related injuries
ESG report/Social/Occupational health and safety 
Partially – 
information 
unavailable
403-10
Work related ill health
ESG report/Social/Occupational health and safety 
Partially – 
information 
unavailable
 404-1 
Average hours of training per 
year per employee 
ESG report/Social/Competence development
Average training hours not defined per gender. Number of seafarer training hours 
is not recorded (certification and competencies are recorded). 
Partially – 
information 
unavailable
 404-3 
Percentage of employees receiving 
regular performance and career 
development reviews 
ESG report/Social/Competence development
Partially due to not broken down by gender.
Partially – 
information 
unavailable
 405-1 
Diversity of governance bodies and 
employees 
ESG report/Social/Demographics
ESG report/Social/Equality, diversity and inclusion
Partially due to not broken down by region.
Partially – 
information 
unavailable
 414-1 
New suppliers that were screened 
using social criteria 
ESG report/Governance/Supply chain management
Partially reported due to lack of data for all business segments.
Partially – 
information 
unavailable
419-1
Non-compliance with laws and 
regulations in the social and 
economic area
ESG report/Governance/Compliance
Fully
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 36

Appendix 2: Memberships and associations
Initiative/principle/association 
Description
Dansk Industri (DI)
Confederation of Danish Industry (DI) is a private organisation funded, owned and managed entirely by 10,000 companies 
within manufacturing, trade and service industry.
Danske Speditører
Danish freight forwarders are an industry organization for a large number of member companies that plan and trade in trans-
port and logistics services as a link between the trade and manufacturing sector and the transport industry. Danish freight 
forwarders are members of the Nordic Freight Forwarding Federation (NSF), FIATA and Dansk Erhverv. The Nordic Freight 
Forwarders Association carries out the interests of the Nordic organizations in the field of transport and distributes NSAB – 
General Provisions of the Nordic Freight Forwarder.
Digital Norway
A business-driven initiative to digitise Norwegian businesses. Develops arenas for sharing expertise and knowledge 
across companies and industries and provides concrete services for companies that want to speed up their own digitisa-
tion efforts. Works with digitalisation projects across companies and industries across the country.
International Chamber of Shipping 
(ICS)
ICS is the principal international trade association for merchant shipowners and operators, representing all sectors and 
trades and over 80% of the world merchant fleet.
International Hazmat Association 
(IHMA)
IHMA ensures high quality IHM preparations by setting good quality standards and filling gaps of the current practices 
and international guidelines. A global network of highly motivated and experienced IHM experts is ensuring that this goal 
will be achieved and shipowners as well as ship recyclers will receive what they are looking for, affordable IHMs providing 
clear and reliable information on hazardous materials on board.
International Life-saving Appliance 
Manufacturers' Association (ILAMA)
 ILAMA plays a significant role in the international maritime and offshore oil and gas safety scene. By sharing its members’ 
views, experience and technical papers, ILAMA ensures that regulatory bodies and the International Maritime Organisati-
on are aware of their collective concerns.
International Ship Recycling 
Association (ISRA)
ISRA is a platform for recyclers who have developed a quality standard based on requirements needed to protect en-
vironment and secure works safety during the recycling-process.
ITD – Int. Transport Danmark
ITD is a private industry organization for the professional transport and logistics companies. They take care of the trans-
port and logistics industry politically nationally and internationally. At the same time, they provide us with targeted tools 
that make a positive difference in the everyday life.
Maritime Anti-Corruption Network 
(MACN)
MACN is a global business network promoting good corporate practice in the maritime industry for tackling bribes, facili-
tation payments, and other forms of corruption.
Maritim Forum 
Maritimt Forum is an interest organization that brings together the entire Norwegian maritime industryin a comprehensi-
ve maritime cluster. Maritimt Forum brings together both the employee and employer side of the industry, and represents 
the common interests of the cluster.
NCE Maritime CleanTech (NCE MCT) 
The cluster organisation uses the Norwegian maritime expertise, built up over generations, as a springboard for the de-
velopment of new energy-efficient and environmental friendly technologies. The cluster focus on establishing sustaina-
ble innovation projects with commercial potential, and work together for new clean maritime solutions.
Norwegian Shipowners’ Mutual War 
Risk Insurance Association (DNK) 
The Association's purpose is to insure on a mutual basis, interests attached to vessels, drilling rigs and similar movable 
units against war risk.
The Association is open for membership by companies within the Norwegian Shipping Community.
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 37

Cont. appendix 2: Memberships and associations
Initiative/principle/association 
Description
Ocean Industry Forum Oslofjord
The Ocean Industry Forum is a cooperation forum for key players from the various parts of the ocean-based industries in the 
region. The goal is to further strengthen the Oslofjord region and Norway's position as the place where the most innovative and 
profitable solutions and the highest standards for maritime quality are created and commercialised.
Offshore Energy
Organisation for oil ang gas, wind industry within offshore in Denmark
Oil & Gas Denmark
Oil Gas Denmark is a trade organization for all companies in the upstream oil and gas production sector. This involves oil 
producing companies as well as partners, suppliers and service companies operating within exploration and production 
of oil and gas in Denmark.
Sustainable Shipping Initiative
The Sustainable Shipping Initiative (SSI) is a multi-stakeholder collective of ambitious and like-minded leaders, driving 
change through cross-sectoral collaboration to contribute to – and thrive in – a more sustainable maritime industry. 
Spanning the entire shipping value chain, SSI members are shipowners and charterers; ports; shipyards, marine product, 
equipment and service providers; banks, ship finance and insurance providers; classification societies; and sustainability 
non-profits.
The Baltic and International 
Maritime Council (BIMCO)
BIMCO is the world’s largest international shipping association, with 2,100 members in more than 120 countries. Our 
global membership includes shipowners, operators, managers, brokers and agents. The association’s main objective is 
to facilitate the commercial operations of its members by means of developing standard contracts and clauses, and pro-
viding quality information, advice, and education. BIMCO promotes fair business practices, free trade and open access to 
markets and is a strong advocate for the harmonisation and standardisation of all shipping related activity.
The Norwegian Oil and Gas 
Association
The Norwegian Oil and Gas Association (Norwegian Oil and Gas) is a professional body and employer’s association for oil 
and supplier companies engaged in the field of exploration and production of oil and gas on the Norwegian Continental 
Shelf. The Norwegian Oil and Gas Association works to solve common challenges for the members and to strengthen the 
competitiveness of the Shelf
The Norwegian Shipowners' 
Association
The Norwegian Shipowners' Association is an employer organization serving more than 160 companies in the field of 
Norwegian shipping and offshore contractor activities. The members are the core and driving force within the Norwegian 
maritime environment. The members of the Norwegian Shipowners' Association employ more than 55,000 seafarers and 
offshore workers from more than 50 different nations.
TRACE International
TRACE International is a non-profit business association that pools resources to provide members with anti-bribery 
compliance support.
Transparency International Norway 
(TI)
Transparency International is a global civil society organisation leading the fight against corruption. Through more 
than 100 chapters worldwide, TI raises awareness of the damaging effects of corruption and works with partners in
governments, businesses and civil society to develop and implement effective measures to tackle it.
UN Global Compact
A voluntary initiative based on CEO commitments to implement universal sustainability principles and to take steps 
to support UN goals.
Green shipping programme 
(Norway)
The Green Shipping Programme aims to find scalable solutions for efficient and environmentally friendly shipping. The 
results will be cost-effective emission cuts, economic growth, increased competitiveness, and new jobs in Norway. Both 
authorities and industry actors participate in the programme and are working together to achieve these goals.
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 38

Appendix 3: TCFD disclosure
#
TCFD 
Disclosure
Governance
1
Describe the board’s oversight of climate-
related risks and opportunities. 
The board reviews risk and opportunities quarterly under different scenarios including pathways for the 
decarbonisation of the maritime and logistics sectors and the global energy transition. 
2
Describe management’s role in assessing 
and managing climate-related risks and 
opportunities.
Management reviews risk and opportunities at least quarterly in value creation maps and assessments 
of portfolio under different scenarios including pathways for the decarbonisation of the maritime and 
logistics sectors and the global energy transition. 
Strategy
3
Describe the climate-related risks and 
opportunities the organization has identified 
over the short, medium, and long term.
Wilhelmsen is exposed to physical and transition climate risks on a general basis and related to 
specific group companies. 
Physical risks related to assets and operations, such as more extreme weather and rising water levels, 
are considered to be medium to long term risks.
Transition risks related to the group are considered to be more short to medium term. This 
includes regulatory, reputational, market, and technology risks. The energy transition and the 
decarbonisation of shipping are the backdrop for the transition risks for the group, but also 
present significant opportunities.  
The Norwegian government’s climate program coupled with the EU green deal measures, International 
Maritime Organisation’s (IMO) greenhouse gas (GHG) emissions ambition, other regional and national 
government’s climate measures and energy transition priorities, as well as stakeholder’s increased 
attention on ESG issues, all exemplify the changing climate risk and opportunity landscape for 
Wilhelmsen. 
Wilhelmsen continues to work with partners to drive energy infrastructure transformation and maritime 
decarbonisation. This includes services to the offshore wind industry, projects related to zero emission 
and autonomous vessel operation, enabling the hydrogen value chain, and digital services. 
4
Describe the impact of climate-related risks 
and opportunities on the organization’s 
businesses, strategy, and financial planning
Wilhelmsen's management of climate risks and opportunities are evaluated and integrated in the 
management and board’s strategic reviews. A summary of the strategic direction and a risk review is 
included in the Director’s report for 2021.
5
Describe the resilience of the organization’s 
strategy, taking into consideration different 
climate-related scenarios, including a 2°C or 
lower scenario.
The framework conditions including regulations and incentives for the green transition are evolving 
rapidly to secure that national, regional, and international commitments to the Paris agreement are 
met. Wilhelmsen's considers scenarios informed by these commitments including for example: Norway 
to reduce emissions by at least 40 percent by 2030 compared to 1990, including a 50% reduction 
from domestic shipping; EU to reduce emissions by at least 55% by 2030 compared to 1990; and IMO 
international shipping emissions by at least 50% by 2050 compared to 2008. 
Risk management
6
Describe the organization’s processes for 
identifying and assessing climate-related 
risks.
This is included in strategy development and review processes, which is informed by public and private 
industry reports and interactions with relevant experts and organisations. 
7
Describe the organization’s processes for 
managing climate-related risks.
The risks and opportunities are integrated in both the group and individual entities' strategies. 
8
Describe how processes for identifying, 
assessing, and managing climate-related 
risks are integrated into the organization’s 
overall risk management
The group’s risk management matrix categorizes strategic, financial, ESG and governance risk.
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 39

Cont. appendix 3: TCFD disclosure
#
TCFD 
Disclosure
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 management process.
The group uses a risk matrix method to determine the probability and consequence of risks and 
opportunities including those related to climate. Management reviews risk and opportunities at least 
quarterly in value creation maps and assessments of portfolio under different scenarios including 
pathways for the decarbonisation of the maritime and logistics sectors and the global energy transition.
10
Disclose Scope 1, Scope2, and, if 
appropriate, Scope 3 GHG emissions, 
and the related risks.
In 2021, the group established an initial GHG emissions inventory based on the GHG Protocol standard 
for scope 1 and 2 emissions for consolidated entities where we have operational control. The group 
will build on the scope of this inventory as data integrity is improved and will seek verification of the 
inventory data for the 2022 ESG report.
Scope 1 and 2 emissions
The scope 1 and 2 emissions for consolidated companies are described below in tonne of CO2 
equivalent (tCO2e). 
Several data collection and reporting improvement actions have been identified to continue to build 
a robust reporting framework over time. Office sites are particularly challenging to account for as the 
vast majority of our employees work in multi-user leased spaces where there is limited/no operational 
control of facilities. In 2022, consolidated companies will set science-based targets and their emissions 
reductions program.
Scope 3 emissions
The group included two categories of scope 3 emissions in the initial inventory work – category 7 
employee commuting for seafarers; and category 15 investments.  This was based on accessibility of 
data and further categories will be included in the inventory over time.
The scope 3 emissions related to seafarer’s air travel commuting to/from vessels are described 
below based on calculations from third party travel providers. Travel plan optimization is key to secure 
seafarers join vessels and return home in a safe, secure, and efficient manner.
The scope 3 emissions related to the group’s equity investments are described below. This is based on the 
proportion of the group’s equity investments in Wallenius Wilhelmsen ASA (37.8%), Hyundai Glovis (11%) 
through Treasure ASA, and Qube (1.8%). It is calculated based on the GHG Protocol’s investment-specific 
method using publicly available data from the operating companies.  The group has neither financial 
control nor significant direct influence over the operating entities in this portfolio.
The main source of the emissions are the operating companies’ scope 1 emissions related to energy 
consumption from shipping activities. The companies have established systems in place for managing 
climate risk and implementing emissions reduction activities. The companies have established targets 
to reduce the intensity and absolute greenhouse gas emissions of their operations.
*The operating companies publish their emissions report after the group’s ESG report is produced. 
The emissions data for 2021 will therefore be reported in the group’s 2022 ESG report.  
Year
tCO2e
Scope 1
Scope 2
Total
2020
1 891 
2 669 
4 562 
2021
1 855
2 824 
4 679 
Year
tCO2e
2020
15 391 
2021
21 260 
Year
tCO2e
2018
2 270 616 
2019
2 127 101 
2020
1 687 632 
2021
‘data not available at time of this report 
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 40

Cont. appendix 3: TCFD disclosure
#
TCFD 
Disclosure
Metrics and targets
11
Describe the targets used by the organization 
to manage climate-related risks and 
opportunities and performance against targets.
In 2021, the group’s long term GHG emissions ambition was defined and embedded 
in the long-term strategy process:
1. Net zero emissions in own operations before 2030
2. Net zero emissions in the value chain before 2040
3. Net zero emissions in portfolio (equity investments) before 2050 
In 2022, consolidated companies will set science-based targets and their emissions 
reductions programs towards this ambition.
For equity investments, the group monitors and actively engages in discussions related to 
climate risk and emissions reductions achievements with the relevant companies, specifically: 
1. Progress on GHG emissions reductions against stated targets 
2. Progress on green growth investments / activities contributing to energy transition. 
Working conditions indicators
Data included in analysis
Result for 2021
Total number of employees working in Norway
333
% females and males in total in Norway
35% females and 65% males
Total number of employees taking parental leave
18 employees or 5.4% of the workforce took parental leave
% females/males taking parental leave 
1.8% of employees who took parental leave where female and 3.6% were males
Average no of weeks for females/males
Female took on average 21 weeks, while males took 12 weeks
Total number of employees working part time 
Four employees or 1.2% of the workforce are part-time 
% females/males working part time
0.9% females and 0.3% males work part-time
% females/males working unvoluntary part-time
No employees work unvoluntary part-time
Total number of temporary employees 
Seven employees or 2.1% of the workforce have temporary contracts
% females/males holding temporary positions
0.9% of temporary positions (three employees) are held by females 
and 1.2% (four employees) by males
Appendix 4: Gender pay gap Norway data
Data related to working conditions, salary and variable pay in Norway.
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 41

Salary and variable pay indicators
Group
Females
Males
Total # employees
% difference in salary females vs 
males
% difference in salary when
including annual variable pay 
females vs males
1
33%
67%
3
-39%
-38%
2
25%
75%
4
-11%
-7%
3
19%
81%
27
-12%
-3%
4
34%
65%
47
=
6%
5
22%
78%
81
-7%
-9%
6
42%
58%
112
-5%
-6%
7
46%
54%
59
-1%
-1%
Cont. appendix 4: Gender pay gap Norway data
Data related to working conditions, salary and variable pay in Norway.
Appendix 5: List of figures 
ENVIRONMENT
2021
2020
2019
GHG emissions
GHG Emissions (tCO2e) – Scope 1
1 855
1 891 
na
GHG Emissions (tCO2e) – Scope 2
2 824 
2 669 
na
GHG Emissions (tCO2e) – Total Scope 1 and 2
4 679 
4 562 
na
GHG Emissions (tCO2e)– Scope 3 category 7 employee commuting for seafarers only
21 260 
15 391 
na
GHG Emissions (tCO2e) – Scope 3 category 15 investments
n/a
1 687 632 
2 127 101 
SOCIAL 
2021
2020
2019
Offices
239
229
241
Countries
60
62
62
Total employees
15 464
15 452
15 065
Land based employees
4476
4 813
4 835
Seafarers
10 988
10 639
10 230
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 42

Cont. appendix 5: List of figures
SOCIAL 
2021
2020
2019
Turnover rate onshore
12.74%
11.25%
12.71%
Diversity
Nationalities onshore – number in group – top 3 are Norwegian, Indian and Malaysian
85
84
89
Nationalities onshore – % of senior management from local communities
70%
71%
61%
Females – % onshore
36%
35%
35%
Females – % seafarers
1%
1%
1%
Females – % senior management
(top three levels in each key legal entity and managing director in smaller entities)
22%
25%
25%
Females – % in group leadership program
39%
27%
28%
Employee engagement
Performance appraisal completion rate
98%
92%
95%
Engagement survey score
78
76
73
Engagement survey completion rate
91%
88%
88%
Training and campaigns
Average training hours recorded onshore
                      8 
                     8 
                      8 
Business standards completion rate onshore
100%
84%
31%
Business standards – seafarers completion rate
96%
92%
64%
Cyber security awareness completion rate
100%
95%
70%
Onshore (exposure 8 hours a day, 5 days a week)
Exposure hours – onshore
 8 771 793
 9 222 182
 9 094 979
Lost time injury frequency rate
0.36
0.13
0.18
Total recordable case frequency rate
0.52
0.30
0.33
Safety observations
  1 937
  9 450
  5 414
Sickness absence
2.05%
2.01%
1.68%
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 43

Cont. appendix 5: List of figures
SOCIAL 
2021
2020
2019
Seafarers (exposure 24 hours a day, 7 days a week)
Exposure hours – seafarers
 34 001 856
 35 570 856
 29 683 152
Lost time injury frequency rate
0.35
0.28
0.32
Total recordable case frequency rate
1.26
1.4
1.46
Safety observations
  9 973
  10 969
  9 782
Sickness absence
0.02%
0.01%
n/a
GOVERNANCE
2021
2020
2019
Whistle blowing channel – cases received
28
25
19
GDPR enquiries and incidents recorded by data protection officer
30
30
67
Suppliers
Number of suppliers – approximate
  10 000
  10 000
  10 000
Number of suppliers screened with sustainability criteria
429
908
634
Number of supplier audits including sustainability criteria
75
22
42
Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 44

Appendices
Wilh. Wilhelmsen Holding ASA ESG report 2021  —  Page 45

wilhelmsen.com
Wilh. Wilhelmsen Holding ASA
Phone: (+47) 67 58 40 00
Postal address:
PO Box 33, NO-1324
Lysaker, Norway
Visiting address:
Strandveien 20, NO-1366
Lysaker, Norway
Follow us on Twitter | Facebook | LinkedIn | Instagram
Eberlin   Photos: Hans Fredrik Asbjørnsen