Building a more sustainable future

Developments in our Research division help to broaden the intelligence available to clients.

• Growth of data streams on every vessel type, supporting clients in selecting the most environmentally friendly ships.
• Expanded provision on green facilities at ports, alternative-fuelled vessels, Energy Saving Technologies, vessel emissions and operational activity.
• Release of market impact assessments around the fuelling transition, introduction of Fuel EU Maritime, developments around the IMO Net Zero Framework, and regional environmental regulations.
• Further enhancements of Renewables Intelligence Network, providing expanded data on the offshore renewables sector, including the rapidly growing offshore wind market.
• Expansion of the Clarksons Research energy transition model, which supports our clients in understanding potential scenarios around changes in the energy mix over the coming decades.
• Increasing use of data and intelligence by the global shipping industry, academic research and policymakers as a trusted source.

Investment in divisional teams to better support our clients in their decarbonisation strategies.

• Enhancement of expertise within the Newbuilding and Green Transition teams to support clients in their decisions regarding alternative-fuelled vessels, thereby evolving the tonnage on the water towards lower-emitting vessels.
• Investment in physical infrastructure to support renewable energy supply chains.
• Retained the focus of the Gibb Safety and Survival business in the Support division on meeting the needs of the industry which supports the construction and maintenance of offshore wind farms.
• Deal-flow within the Securities business across renewable and clean technology.

• Further investment in Sea’s Carbon Exposure solution, which empowers clients to manage voyage carbon emissions and costs through forecasting and tracking emissions.

The Company has reported consistent with the Taskforce on Climate-related Financial Disclosures (‘TCFD’) recommendations during the year ended 31 December 2025, with the exception of recommendations a) and c) under the Metrics and Targets pillar, where we have provided an explanation.

Our approach to the governance and risk management pillars of TCFD is integrated into our wider processes, and our reporting in relation to these areas is therefore set out within the relevant sections of the Annual Report. You can read more on our approach in our 2025 Annual Report on pages 69 and 71.

Our people are central to Clarksons’ success and to the effective functioning of global shipping markets. As a relationship-driven business operating at the heart of international trade, we rely on the expertise, judgement and integrity of our colleagues to deliver trusted, market-leading services to our clients.

In a world currently shaped by geo-political uncertainty, regulatory change and growing environmental challenges, our workforce plays a critical role in supporting the resilience of global supply chains. We equip our people with the skills, knowledge and resources required to navigate complex market conditions through ongoing investment in training, professional development and career progression pathways.

We are committed to fostering a diverse, inclusive and engaging workplace where colleagues feel supported, valued and empowered to perform at their best.

Effective workforce engagement underpins Clarksons’ culture, performance and long-term success. We are committed to understanding what matters most to our employees and to fostering a culture of open, transparent and constructive communication across all levels of the Group.

Managers play a key role in enabling effective engagement, we support them with the tools, training and guidance needed to lead inclusive teams and facilitate meaningful conversations around performance, development and wellbeing. Regular feedback is encouraged through both informal communication channels and structured forums, allowing employees to share insights and help shape the future of the business.

Formal engagement mechanisms include our Employee Voice Forum, which brings together colleagues from across the Group to discuss key topics with one another and with the Employee Engagement Director, a Non-Executive Director of the Board. The forum rotates geographically to reflect the global nature of our workforce and capture diverse perspectives.

Our annual Global MDs Week is the key strategy-setting forum that brings together senior management from across our global group. The event provides employees with the opportunity to hear directly from the CEO and CFO & COO regarding the Group’s strategy and the market context, as well as to interact with their colleagues and voice their own views in focused but informal sessions.

Our engagement is further complemented by regular global and divisional management forums, employee pulse surveys and ongoing
internal communications that support two-way dialogue and alignment across the Group.

A diverse and inclusive workforce is essential to Clarksons’ ability to perform, innovate and support long-term value creation. We believe that teams with varied backgrounds, experiences and perspectives are better equipped to navigate complex markets and deliver for our clients. Fostering an inclusive culture and a strong sense of belonging is a core priority at Clarksons, and we strive to create an environment where everyone can contribute and thrive.

We operate in a sector where diversity challenges persist, particularly in relation to gender representation. Addressing these challenges remains a priority. We are strengthening our approach to inclusive recruitment by regularly reviewing hiring practices, expanding candidate outreach and working to reduce structural and cultural barriers that may limit access to opportunities. Addressing our pipeline remains a key area of focus. Over 2025 we have also improved our diversity data collection and analysis, enabling better insight and progress tracking across the Group.

This year we launched Shared Interest Networks, employee-led groups that provide opportunities to come together and connect around shared interests, experiences and aspirations. Groups include Women of Clarksons, the Young Professionals Network and the Broking Alumni. The networks provide welcoming spaces for meaningful dialogue, personal and professional development, and offer valuable opportunities for collaborating, mentorship and learning. 

Clarksons’ success is built on the expertise, innovation and dedication of our people. We continue to attract and retain top talent in the industry. We have partnered with an early talent platform provider to broaden our talent attraction channels and expand outreach to school and college leavers.

We provide employees with structured opportunities to grow and take on new challenges in a fast-paced and dynamic industry. Our career development approach is supported by an annual performance review and a bi-annual promotions process, both based on a consistent, competency-driven framework. These initiatives support individuals to build skills, progress into leadership roles, and contribute to Clarksons’ long-term success. 

Learning and development

Learning and development at Clarksons combines hands-on experience with structured training. Employees gain deep insights through immersive, team-based work, supported by the Clarksons Academy, our global learning platform offering industry, technical, professional and personal development resources. 

In addition to formal training, we host seminars and webinars covering current affairs, regulatory updates and industry developments to ensure our teams remain informed and prepared for the demands of an ever-changing maritime industry. We also maintain long-term partnerships with initiatives such as the UK’s Maritime Masters programme and support employees pursuing professional qualifications, including membership of the Institute of Chartered Shipbrokers.

Clarksons Leadership Development Programme

Effective leadership is critical to sustaining performance and maintaining employee engagement across the Group. Our bespoke Leadership Development Programme provides in-depth training for current and future leaders, focused on building the capabilities required to lead high‑performing teams.

Modules include personal leadership style, communication skills and team engagement. Participants benefit from structured feedback from their teams to support ongoing personal and professional development

At the core of our operations is the health, safety, and wellbeing of our people. We support employees with their mental and physical health through a variety of resources. These include digital therapy services, access to the Thrive mental health app, and our comprehensive Employee Assistance Programme. We have also delivered in-person and online sessions on health and wellbeing topics including menopause and mindfulness. 

Our approach to health and safety is guided by the Group Health and Safety Framework, which was approved by the Board. To ensure effective oversight, the CFO & COO is the executive sponsor for health and safety. The Group Health and Safety Committee plays a key role in monitoring compliance with the framework, providing regular updates, and reporting any concerns to the Board.

Each site is responsible for managing its health and safety practices in alignment with the Group Health and Safety Framework, while adhering to local regulations and laws. Most of our locations engage in office-based activities, which are considered low risk. However, certain higher-risk activities within our Support division, such as port agency operations and freight forwarding, are managed separately by a dedicated Health and Safety Committee.

Ethics and Compliance at Clarksons

We conduct our business responsibly and operate with the highest standards. With robust governance, we maintain trust with our stakeholders and deliver sustainable value. Our principles, policies and practices are designed to ensure that we:

• Act honestly, fairly and with integrity at all times, and that we comply with all applicable laws
• Treat our employees, clients, contractors, suppliers and other stakeholders fairly and with respect
• Create a high-quality, equal opportunity workplace for all our employees, based on merit and free from discrimination, bullying and harassment
• Respect human rights.

Sanctions

Clarksons is renowned for its exceptional sanctions compliance programme. With the largest KYC team in the industry, we set the highest standards in sanctions risk management. Our programme includes bespoke proprietary tracking tools and illicit behaviour risk tools. Our robust approach safeguards both our operations and, by extension, our clients.

In line with the Modern Slavery Act 2015, we publish an annual Modern Slavery and Human Trafficking Statement on our website. 

We believe that the respect of human rights is integral to being a responsible business and we are committed to treating individuals with respect and dignity.

We therefore  continue to review the effectiveness of our current arrangements and, where necessary, implement additional safeguards and procedures. You can view our statement here.

Published annually, this report sets out differences in mean and median pay between all male and female employees, differences in mean and median bonus pay between all male and female employees, the proportion of men and women receiving a bonus, and the distribution of men and women between pay band quartile.