THE JOURNEY | THE ROAD TOWARDS MEASURABLE IMPACT

WHERE ARE WE NOW? ASSESSING THE STATUS QUO | SDG MAPPING & STAKEHOLDER SURVEY

In 2015, the United Nations defined the roadmap for society towards 2030 and beyond, commonly known as the Sustainable Development Goals.

In order to accurately assess the importance of the Sustainable Development Goals for society and for SEABRIDGE, SEABRIDGE set up a SDG-MAPPING.

Consequently, the following SDGs seem of paramount importance for both society and SEABRIDGE:

SEABRIDGE also conducted a STAKEHOLDER SURVEY

The most important SDGs and underlying material themes for the SEABRIDGE stakeholder are depicted in the figure below.

These issues -due to their significant impact on society and/or on the value of SEABRIDGEwill be further incorporated into the organization’s long-term strategy.

WHERE DO WE WANT TO GO? DESTINATION ‘NET ZERO CARBON STANDARD BY 2050’ | COMMITMENT

SEABRIDGE wants to make a Climate Action Commitment to reach Net Zero by 2050 (or sooner).

Sustainability Trajectory

Ad Hoc Actions

Action 2022

‒

Carbon Footprint Scope 1-2-3

‒ Value Chain mapping + potential hotspot assessment

‒ Future-Fit User (Level 1)

Action 2023

‒ Energy efficiency (auto-consumption) (Scope 1)

‒ Carbon Strategy building Scope 1-2-3

‒ Future-Fit User (Level 2)

Action 2024

‒ Innovation packaging & transport

‒ Future-Fit User (Level 3)

Action 2025

Carbon reduction path -50%

‒ Human Rights upstream value chain

Carbon reduction path -90%

Net-Zero Carbon

HOW DO WE GET THERE ? DIRECTIONS | PATHWAYS TO TRUE SUSTAINABILITY

PATHWAY | CARBON REDUCTION STRATEGY

SEABRIDGE aims to halve emissions, both in scope 1 and 2 and in scope 3 by 2030. This is in line with the Paris Agreement and the European Green Deal.

In recent years, SEABRIDGE’s upstream transportation was already subject to changes that reduced the impact significantly.

Changing the transport AntwerpZeebrugge from truck to inland barge reduced the absolute emissions with more than 100 tCO2 year. This reduction took place before this carbon footprint was calculated.

The investment in PV solar panels on the roof of the warehouse produces a large amount of renewable energy which represents a significant impact in avoided emissions.

We acknowledge that incremental improvement of the status quo isn’t enough, so we intend to transform the way we do things. We will lead by example to encourage other businesses to do the same. We will further explore ways to reduce the impact of purchased goods and services.

We aim for a further drop in impact of upstream transportation.

• Mobile combustion (Scope 1) will be addressed by phasing out vehicles that run on fossil fuels.

• The capital investments (Scope 3 Cat 2) will be subject to business strategy and can result in temporary impact.

PATHWAY | SUPPLY CHAIN SUSTAINABILITY & CIRCULAR ECONOMY

SEABRIDGE intends to transition to a fully Circular Economy by 2050.

Besides Climate Action, the transition to a fully circular economy is the other specific challenge for SEABRIDGE.

Controlling finite material stocks and balancing renewable resource flows is the first principle of circular economy.

Optimizing resource yields by circulating products, components and materials in us at the highest utility at all times, is the second principle.

Fostering system effectiveness by revealing and designing out negative externalities, is the third one.

SEABRIDGE focusses on all three of the major principles of circular economy.

PATHWAY | SOCIAL REPONSABILITY

Good health and well-being, covering both physical and mental issues, is of paramount importance for SEABRIDGE. SEABRIDGE wants to respect the development opportunities of every human being who contributes to the creation of its high-quality services.

Step by step, the social conditions are subject to due diligence. Respecting human rights at all stages in the upstream value chain is what we pursue.

Continuous training is necessary to meet the high ambitions for innovation

PATHWAY | GOVERNANCE IN OUR VALUE CHAIN

We are aware of the influence we have on our upstream and downstream value chains. The actual achievement of the above-mentioned paths will largely depend on the effectiveness of our influence on upstream value chains.

Establishing partnerships at different levels is an important aspect of achieving goals. This can range from supporting initiatives set up by staff, collaboration with training centers to working together towards goals with suppliers and other stakeholders.

However relatively limited the impact of this way of working may be, we encourage and support local economy.