To explore the connection between sustainability and business at Samskip, two key figures were interviewed: our Chief Commercial Officer (CCO) Christina Sauter and our Sustainability Manager Laurens Dourleijn by Sustainability Analyst Shadé Hightower. With their unique perspectives, one rooted in commercial strategy and the other in environmental leadership, they offered valuable insights into how sustainability is evolving within our operations, customer relationships, and long-term vision. Here’s what they had to say:

Shade Hightower, Sustainability Analyst, Christina Sauter, Chief Commercial Officer, Laurens Dourleijn, Sustainability Manager.

1. Personal Perspective

Shadé Hightower:

What excites you most about the work you do at Samskip? What’s your favorite part of your role?

Christina Sauter:

It's hard to say what excited me most because there are quite a few things I like about my time here. One of the first things that comes to mind is the many people feel deeply connected to the brand and are genuinely motivated to help shape it into a modern, sustainable, and efficient company. There’s a noticeable eagerness to drive change, whether it’s updating processes, improving systems, or rethinking the way we work. Something else that excites me is seeing real progress being made and this positive momentum that continues to transform Samskip.

Shadé Hightower:

What have you been most proud of this past year?

Christina Sauter:

I’d say the way our teams reacted under pressure and turned a operational incident into an opportunity. We didn’t just fix the problem but we made structural changes that improved how we operate. It showed me how much potential we have when we align quickly and work across functions.

2. Customer Conversations

Shadé Hightower:

Did your conversations with customers change over the years?

Christina Sauter:

It varies widely. Larger multinational companies are leading the way, often including sustainability as a key factor in their logistics decisions. Working with some of our largest customers, we’ve had joint discussions about how to decarbonize specific lanes. In contrast, medium-sized companies may not have the same urgency or resources, but that’s where we step in with guidance, showing them how switching to multimodal transport or using biofuels can cut emissions without major cost increases

Shadé Hightower:

Can you share an example where our sustainability initiatives have helped us win new business or strengthen partnerships?

Christina Sauter:

Definitely. One standout example is our FlexFuel product. We co-developed it with customers that share similar sustainability strategies, and it's now a concrete solution we can offer others. Even when certain customers aren’t ready to invest in reducing their emissions, they appreciate that we’re ready with scalable solutions for when the time comes. That proactive positioning gives us a real advantage.

3. Strategy and Implementation

Shadé Hightower:

Do you see a strong alignment between our sustainability goals and commercial objectives? Where do they complement each other, and where do you still observe the need for alignment?

Laurens Dourleijn:

Sustainability isn’t just about doing the right thing, it’s a long-term business strategy. Climate change and shifting customer expectations are reshaping logistics in the years ahead. Being prepared with innovative technologies like biofuels, hydrogen-powered vessels, and electrified trucks isn’t optional, it’s how we stay competitive.”

CHRISTINA SAUTER:

Well our entire business model is based on offering more sustainable alternatives to road transport. Multimodal logistics is inherently greener, and as we improve operational efficiency like seamless transitions between rail, sea, and road we make that model even more attractive to our customers.

Laurens Dourleijn:

Not all customers are ready to pay more for sustainable options, especially in sectors where cost pressure is high. That’s why regulation plays a key role. Tools like the EU’s Emissions Trading System help level the playing field, making greener choices more viable across the board. We can’t rely solely on market demand – we need policy to drive change, too.

4. Looking Ahead

Shadé Hightower:

What interests you most about the future of sustainability at Samskip?

Christina Sauter:

There are quite a lot of interesting initiatives going on currently. I’m excited about our investments in our hydrogen-powered vessels and exploring electrifying short-haul routes. These projects aren’t just technical upgrades; they position us as a pioneer. We’re also watching how new regulations shift incentives in our favor. When trucking emissions face pricing and rail no longer receives subsidies, our solutions become even more competitive.

Laurens Dourleijn:

For me it’s the potential for every part of the company to contribute to sustainability projects. Whether you're in customer service, sales, or operations, you can play a role in pushing these initiatives forward. It creates a culture of shared ownership and pride. Each project adds up to more than the sum of its parts it's about building a company we're all proud to be part of.

5. Final Thoughts

Shadé Hightower:

If you could encourage our customers and partners to take one sustainability action, what would it be?

Christina Sauter:

Lets rethink speed. Many customers choose trucking because it’s slightly faster. But is shaving off a day or two really worth the environmental cost? If we can provide reliable, lower-emission alternatives even if they're a bit slower we hope customers will consider making that shift.

Laurens Dourleijn:

Just start the conversation. There’s always something we can do whether it’s switching to FlexFuel or optimizing your transport mix. The first step is reaching out and exploring the possibilities together.

Double Materiality Assessment

GRI 3-1, 3-2, 3-3 Material Topics

Understanding the role of the DMA

After conducting our original Double Materiality Assessment (DMA) in 2023, we updated it in 2024 to improve the quality of the scoring, ensuring we invest time and resources on the sustainability topics that matter most to our stakeholders and our business.

The DMA was conducted in line with guidance from the European Financial Reporting Advisory Group (EFRAG), and as per the Corporate Sustainability Reporting Directive (CSRD). The DMA helped us identify the most important environmental, social, and governance (ESG) topics from two perspectives:

Analyzing both perspectives has strengthen our ability to make better strategic decisions, focus our efforts on the topics that really matter to us, and even enhance transparency in our sustainability reporting (a key output being the report you’re reading right now).

Because of the DMA, we can channel our time and energy into the issues that most impact our customers, and the communities and environments we operate in. It has also helped us to identify risks to our business model and spot opportunities that can shape our long-term sustainability strategy. Additionally, the DMA is part of regulatory compliance under the CSRD and plays a key role in building stakeholder trust as a result.

By conducting this systematic evaluation, we are being proactive, better positioning ourselves to navigate regulatory requirements, mitigate risks, and capitalize on emerging opportunities.

Methodology

To ensure a robust assessment, we followed a structured methodology aligned with EFRAG guidelines. This helped us identify six material ESG topics for Samskip.

Results

Our DMA identified several key ESG topics that are material for Samskip.

Environment

Unsurprisingly, climate change mitigation emerged as a critical issue, with GHG emissions from our logistics operations presenting both regulatory risks and opportunities for decarbonization. At the same time, the transition to cleaner energy sources, including hydrogen and electric-powered transport solutions, is a key opportunity for Samskip to maintain a competitive edge while reducing its carbon footprint.
Additionally, air pollution from fuel combustion in our transport operations was recognized as a material environmental impact. Managing this requires ongoing efforts to improve energy efficiency and adopt cleaner technologies.

Responsible Team for overseeing Environmental initiative: Operational Department and Sustainability Team

*Read more about the actions we are already taking in the section ‘Our Planet’ of this report.

Social

Health and safety emerged as a material topic, particularly in transport operations where risks can be severe. Robust regulations and strict compliance continue to be essential in preventing accidents.
Fair wages, equal pay, and an inclusive work environment represent a significant opportunity. To enhance employee dignity and job satisfaction – something that we take seriously as an employer. We already emphasize work-life balance, flexible working hours, and healthy working conditions to prevent burnout and improve retention. On top of that, by investing in training and skills development, we know we’re investing in long-term employability, operational efficiency, and workforce engagement.
We place strong importance on addressing health and safety risks, work-life balance, and instances of violence and harassment across our value chain. Effectively managing these issues will allow us to help maintain a safe and supportive work environment for these individuals.

Responsible Team for overseeing Social initiatives: People Department and the Procurement Team

*Read more about the actions we are already taking in the section ‘Our People’ of this report.

Governance

Responsible business practices, including corporate culture and anti-corruption measures, were judged essential for maintaining stakeholder confidence and regulatory compliance.

Responsible Team for overseeing Governance initiatives: People Department, the legal team and Sustainability Team

*Read more about the actions we are already taking in the section ‘Our Responsible Business ’ of this report.

Looking ahead, we will be defining new targets for the DMA topics and thus strengthening our Sustainability strategy.

Our Sustainability Strategy

Putting Sustainability at the Center

Our Sustainability Strategy is based on our initial materiality assessment and is currently undergoing an update based on the latest DMA. The Sustainability Strategy consists of three main objectives:

Reduce GHG emissions across our operations. Let’s face it, Samskip is a heavy emitter. Every day, we move trucks and vessels around the world, many of which still rely on fossil fuels. The combustion of these fuels releases significant amounts of greenhouse gases, accelerating climate change and causing other environmental impacts. That is why this not only an obvious priority, but an essential one.
Create and offer low-to-zero emission freight transport services to our customers. As a logistics provider, Samskip is part of tens of thousands of supply chains all around the world, working with many different customers. While we recognize our own responsibility and impact, we can’t alone solve the decarbonization challenge. We need everyone involved in the entire value chain to collaborate to reduce emissions. Part of our job is to enable our customers to make better, more sustainable, transport choices - by offering them that option.
Build a company culture that promotes and celebrates sustainability. Ultimately, sustainability is about people. It’s about whether we truly believe in change, or stick to old habits. We are building a culture that genuinely values sustainability, where people are motivated to integrate sustainable thinking into their everyday roles.

For each of the three objectives, we have defined clear targets. For now, the targets are still primarily focused on Environmental impact, reflecting Samskip’s energy intensive activities. In the next strategy updates, we aim to include more Social and Governance targets, in line with our latest DMA (2024).

1. Decrease the carbon intensity of our activities

Decrease CO2-footprint by 10% in 2023

Compared to 2020

Decrease CO2-footprint by 20% in 2025

Compared to 2020

Decrease CO2-footprint by 50% in 2030

Compared to 2020

2. Create and offer low-to-zero emission freight transport services

Introduce net-zero-emission vessel by 2025

Introduce absolute-zero-emission vessel by 2030

Reach net-zero emissions by 2040

3. Build a company culture that promotes and celebrates sustainability

Get EcoVadis Gold Medal by 2023

Top 5% in industry

Get EcoVadis Platinum Medal by 2025

Top 1% in industry

Decrease empty mileage by 10% by 2025

To formalize our ambition and ensure that these targets are credible and of sufficient quality, we reached out to the Science-Based Targets initiative (SBTi), the leading authority in environmental target-setting. In 2024, after a thorough review, the SBTi officially validated our Near-Term (2030) and Net-Zero (2040) targets. This means that our targets are in line with what climate scientists say should be done to limit global surface warming to 1.5°C.

Our Path to Net-Zero: A Three-Step Approach

But setting targets is the easy part - the real work begins now. Samskip has defined a three-step approach to lower its carbon footprint, with the goal to be Net-Zero in 2040.

1. We optimize our Multimodal Network to reduce energy use

Did you know a truck uses over five times more energy per container than shortsea vessels, trains, or barges doing the same route? Yet, trucking remains the standard for the majority of European freight transport. There is a huge opportunity to save energy through a “modal shift” towards shortsea, rail, and barge. As we like to say: The most sustainable energy is the energy you do not use. Investing in alternative fuels is not sustainable if you use them inefficiently. This is why a strong, efficient multimodal system is the foundation of our sustainability strategy.

2. We decarbonize our Current Fleet with Biofuels, today

We cannot afford to wait for the perfect technology to arrive. We must act now. Learning and adapting as we go. By using waste-based biofuels in our current vessels and trucks, we achieve up to an 89% reduction in CO₂ emissions per asset, without the need for significant investment in new assets or infrastructure. This is a powerful interim solution as we transition toward zero-emissions technologies.

3. We invest in a Zero-Emission Fleet for tomorrow

While we can make use of biofuels to create significant short-term impact, this is not our long-term strategy. Samskip is actively pioneering the development of cutting-edge technologies aimed at achieving zero-emission transport, for instance through electrification of trucks and using hydrogen for our vessels. Our literal flagship project is the hydrogen-powered SeaShuttles - the world’s first shortsea vessels capable of running on 100% green hydrogen.

Targets & Achievements

We are proud to have successfully achieved a third of our Sustainability Targets, some even ahead of schedule.

This includes significant emissions reductions and earning the prestigious EcoVadis Platinum medal (top 1% of all companies assessed). We're motivated to continue building on this momentum.

Sustainability Management System

Managing Risks

(ESRS-2; GRI-2; SDGs-8, 13, 16)

In 2020, Samskip developed its Sustainability Management System (SMS) as a key part of its strategy. Since then, we have continued to strengthen it and are reviewed annually by EcoVadis.

Both our general policies and SMS are integral parts of our Sustainability Strategy. Creating impact requires doing things the right way - this means conducting ourselves and our business in a way that upholds the highest sustainability standards. Ensuring the well-being of our employees, and the communities connected to our operations.

We implemented our SMS based on methodology from EcoVadis, which is aligned with globally recognized guidelines and frameworks, such as ISO26000 and the UNGC principles.

The EcoVadis assessment reviews us on 4 main pillars: Environment, Labor and Human Rights, Ethics and Sustainable Procurement. Based on detailed feedback from EcoVadis, we continuously aim to improve our policies and data management.

Implementing a SMS involves integrating sustainability matters into organizational strategies, operations, and decision-making processes. It entails setting clear goals, implementing effective practices, and continuously monitoring while evaluating and improving performance across all relevant topics.

Lastly, our SMS has been independently evaluated and demonstrated to be effective, as evidenced by our ISO 14001 certification, which confirms that we meet international standards for effective environmental management.

Awards & Certifications

Ecovadis

Samskip Multimodal
Score: 84

EcoVadis provides a holistic sustainability ratings service for companies, covering a broad range of non-financial management systems, including environmental, labor and human rights, business ethics, and sustainable procurement impacts. The certification helps companies improve their sustainability practices, build their reputation, and demonstrate their commitment to responsible business practices. 

Ecovadis

Samskip hf
Score: 74

_{Note. Due to organizational differences Samskip does the EcoVadis assessment for two of its major entities, both Samskip Multimodal and Samskip Hf.}

ISO 14001

Available for Samskip Multimodal BV  Rotterdam and Zwolle locations.

Expiration date: June 16, 2025

ISO 14001 is an international standard for managing environmental sustainability. It requires the development and implementation of an appropriate environmental policy for the organization, with a focus on continuous improvement, preventing pollution, controlling environmental risks, and complying with applicable laws. 
_‍_{Note. As of 2025 ISO certification has been renewed.}

General Policies

(ESRS-G1; GRI-2, 205, 406; SDGs-5, 8, 10, 16)

Our commitment to transparency means openly sharing the internal policies that form the basis of our ethics and accountability. All our policies have targets, and we routinely evaluate progress against these.

Our policies set guidelines and provide accountability across ESG topics, reflecting our core values and guiding our decision-making process. They ensure we uphold the highest standards of integrity, responsibility, and sustainability. By providing articulating these principles, we aim to foster trust among our stakeholders and demonstrate our ongoing commitment to conducting our operations ethically.

Environmental

Environmental Policy

Our Environmental Policy outlines our commitment to reducing emissions, improving resource efficiency, and minimizing our overall environmental impact. Guided by international standards, we have set clear targets, including achieving net-zero emissions by 2040, increasing multimodal transport options to lower carbon output, and transitioning to renewable energy in our operations.
‍
Scope: Employees of Samskip BV and all its entities
‍
Key Targets:

Achieve net-zero emissions by 2040
Provide customers with CO₂ emission savings estimates to support informed decision-making
Ensure 100% of the sales force is trained on sustainability, expanding their ability to effectively promote and support our sustainable services

Social

Labour and Human Rights

The Labour & Human Rights Policy reflects our dedication to fostering a fair, safe, and engaging workplace for all employees. We prioritize employee well-being by offering social benefits, flexible working conditions, and circulate regular engagement surveys to ensure satisfaction and retention. Health and safety are paramount, with rigorous risk assessments, injury prevention strategies, and a commitment to mental well-being. We champion employee growth through career development programs, annual performance reviews, and internal mobility opportunities. Through these principles, Samskip continues to build a workplace where everyone can thrive.

Scope: Employees of Samskip BV and all its entities
Key Targets:

Aim for a participation rate of over 70% in quarterly employee satisfaction surveys.
Promote flexible working conditions through flexible hours and remote work options to increase employee satisfaction.
Target an average employee turnover below 20%

Social

Governance

Employee Code of Conduct

At Samskip, integrity and ethical business practices are at the core of everything we do. Our Code of Conduct serves as a guiding framework, reinforcing our commitment to responsible business operations across all levels of the organization. Covering key areas such as anti-bribery, corruption, and cybersecurity, it ensures that every employee upholds the highest ethical standards in their daily work. At Samskip, we believe that a strong ethical foundation ensures long-term success for our business and stakeholders alike.

Governance

Gift and Entertainment

To further strengthen our ethical safeguards, we introduced a Gifts & Entertainment Policy in 2022. This policy provides clear guidance on financial prudence, outlining when gifts over 100 Euros in value. It ensures transparency and integrity in all exchanges, preventing conflicts of interest while maintaining strong professional relationships. By upholding these principles, we safeguard our reputation, promote fair dealings, and foster a culture of trust both within Samskip and with our partners.

Scope: Employees of Samskip BV and all its entities

Sustainable Procurement

Moving From Supply Chain to Value Chain

We recognize the impact of our value chain, which is why we have embedded sustainability considerations into supplier selection and evaluation processes. We aim to add value to our supply chain – by collaborating closely with our suppliers.

As a logistics company, we are part of countless global supply chains, as we move goods for our customers.

At the same time, Samskip itself has a value chain. This includes the procurement of assets and fuels that enable the logistic services we offer, as well as the aftercare and end-of-life processes of our vessels, trucks, and containers.

We also make use of subcontracted services from other transport and logistics related companies, like trucking services or vessel crewing. We take responsibility for the workers in those value chains, even though they are not directly employed at Samskip.

Our goal is to encourage and support our suppliers in adopting responsible and sustainable business practices. We achieved this through our Sustainable Procurement Policy, Supplier Code of Conduct, CSR survey, and Supplier Audits.

Sustainable Procurement Policy

Our Sustainable Procurement Policy ensures that our purchasing decisions prioritize environmental, social, and ethical standards. This document acts as a managerial tool to direct our purchasing practices. It outlines a set of group-wide measures that are deployed across our geographical entities. It, therefore, acts as a coordinating tool for aligning internal sustainable procurement practices. By collaborating with suppliers who align with these values, we aim to reduce our environmental impact, uphold human rights, and promote ethical conduct across our supply chain. This document is managed by the Procurement team and is revised annually.
‍
Scope: Employees of Samskip BV and its entities

Targets:

Evaluate the top 100 existing suppliers approximately 80% of our direct operation spend through our supplier ESG survey
Establish a ranking of suppliers according to their sustainability performance.
Conduct three to five on-site audits at selected Strategic and Preferred suppliers to monitor their quality, health and safety, and environmental processes. Strategic suppliers are those that play a critical role in the success of an organization, often supporting key operations, innovation, or long-term goals. While preferred suppliers are trusted partners that meet our quality and performance standards and are regularly selected for procurement. By auditing both groups, we ensure alignment with our sustainability and compliance expectations across the supply chain.

_{Note: Strategic suppliers are those that play a critical role in the success of an organization, often supporting key operations, innovation, or long-term goals. While preferred suppliers are trusted partners that meet our quality and performance standards and are regularly selected for procurement.}

Supplier Code of Conduct

As the business landscape evolves, so do our expectations for the companies we work with. In 2022, we updated our Supplier Code of Conduct to include a stronger emphasis on sustainability, covering environmental and social responsibility alongside business ethics.

Our Code sets clear standards for business integrity, labor practices, health and safety, and environmental management. It is aligned with global frameworks, including the UNGC, United Nations Guiding Principles on Business and Human Rights (UNGPs), and the International Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work.

To ensure compliance, we integrate the Code into new contracts and require suppliers to commit to these principles by signing the Code. This approach fosters collaboration and accountability, driving responsible business practices across our supply chain. All new suppliers that sign a contract with Samskip also sign our supplier code of conduct.

Our Approach to Supplier Audits in 2023

To ensure our suppliers align with our commitment to sustainability and operational excellence, we apply strict evaluation criteria. As part of this supplier-checking process we assess:

Business Strategy
Financial Profile
Sustainability
Quality
Legal Background
Cultural Fit

Regular audits help us track adherence to key standards in business ethics, human rights, and environmental responsibility. To ensure our suppliers align with our commitment to sustainability and operational excellence, we apply strict evaluation criteria. As part of this supplier-checking process we assess:
‍

CSR survey

Strengthening our partnerships requires ongoing collaboration and transparency. Our Corporate Social Responsibility (CSR) Questionnaire enables us to assess suppliers' ethical, social, and environmental performance.

Compliance Overview

Staying Compliant in a Changing Landscape

At Samskip, we welcome the new regulatory requirements as a way to stay on track to achieve global climate goals. We want to do our part.

The EU is actively pursuing its Green Deal or "Fit for 55" program goals, aiming to make Europe a global leader in the transition to a low carbon economy. And to meet the time-critical goals from the Paris Agreement.

Because of these climate goals, new rules have been created for business, to do with sustainability compliance and reporting. Keeping up with these changes can be challenging but they are essential if we want to achieve our global climate goals.

At Samskip, we have anticipated these changes and built a strong plan over the last few years to make sure we stay ahead and avoid any surprises. We don’t see compliance as a check-the-box exercise; we see it as an opportunity to improve and grow our sustainability strategy. To do our part.

Read more about the compliance projects we are working on below.

Road to CSRD

The Corporate Sustainability Reporting Directive (CSRD) is a new EU rule that requires companies like Samskip to report more clearly and consistently on their environmental and social impact. It sets a higher standard by using the European Sustainability Reporting Standards (ESRS), created by EFRAG, and is aligned with global guidelines such as the GRI Standards, which Samskip followed in its sustainability reports prior to this one.

Under the CSRD, we must explain not only how sustainability issues affect our business, but also how our activities impact people and the planet. This information must be reviewed by independent auditors and published in a digital, easy-to-access format.

The journey towards Corporate Sustainability Reporting Directive (CSRD) compliance is going to be challenging for many companies needing to comply. Fortunately, Samskip has been preparing itself for the past years to establish a structure that will facilitate compliance.

Omnibus disclaimer: Prior to publication of this document in 2025, the European Commission and Parliament adopted the Omnibus proposal – delaying the CSRD reporting requirements for Samskip. As we value the CSRD and ESRS as a framework and guidance to reaching our strategic sustainability targets, Samskip remains committed and will stick to the plan and voluntarily keep to the original timeline. Our first CSRD-aligned report will be published in 2026.

EU Taxonomy

Which of your activities can be considered environmentally sustainable? It seems an easy question but without a clear definition, there is a lot of room for discussion and unclarity. The EU Taxonomy aims to solve exactly that.

By providing a classification system, it establishes clear criteria for defining environmentally sustainable economic activities. This framework helps us to identify and prioritize investments that contribute to a low-carbon economy.

We are currently developing the list of economic activities that are relevant for us and calculating how much of our company is “eligible” to be Taxonomy-aligned, meaning it has potential to become environmentally sustainable. Ultimately, we are aiming to increase the share of Taxonomy-aligned economic activities throughout our whole company. Samskip will report on our share of revenue, operational expenditures and capital expenditures that are either eligible or aligned with the EU Taxonomy.

EU Emission Trading System (ETS)

Samskip has been part of the EU’s Emission Trading System (EU ETS) since the beginning of 2024.

One of the EU’s main tools to drive carbon reduction is the EU ETS. It works by putting a price on carbon emissions for large emitters like heavy industrial companies. These companies are then required to buy Emission Allowances (EUAs) from the market or through EU-organized auctions, in order to be allowed to emit greenhouse gas emissions. In simple terms, it’s like a tax on carbon emissions.

The EU controls the supply of emission allowances, which essentially represents the amount of emissions allowed. As the number of EUAs decreases over time, emissions are reduced as well. At the same time, the increased cost of emitting CO₂ helps to close the price gap between fossil and alternative fuels.

While this system has been around for many years, the maritime sector was only added to the EU ETS in 2024. From this moment on, Samskip has been procuring emission allowances and investing in alternative fuels.

Fuel EU Maritime

Another tool in the EU’s toolbox from 2025 onwards is the FuelEU Maritime (FEUM). Specifically designed to reduce maritime emissions, the FEUM does not just incentive carbon reduction like the EU ETS, it forces an increase of alternative fuels.

FEUM takes a slightly different approach to looking at emissions. Where EU ETS and other carbon calculations look at the emissions from the exhaust, the FEUM looks at the tank of a vessel and asks: “What kind of fuels are it using, and how much CO₂ is in them?”

This is referred to as the carbon intensity of fuels onboard. It is measured at grams of CO₂ per Megajoule of energy. Why does this matter? Because it removes efficiency savings from the equation. The carbon intensity of the fuel used does not change whether you use it efficiently or not, and so, you cannot “save” your way out of FUEM maritime compliance by taking smarter routes or sailing slower. There is only one solution: to invest in alternative fuels.

The FUEM starts slow, with only 2% reduction required in 2025. But don’t sleep on it, in ten years it will be 14,5% and then increase exponentially to 80% in 2050.

Samskip is committed to its decarbonization roadmap and expects to over-comply with the FUEM from its introduction in 2025.