ANNUAL REPORT 2023  
Enabling smarter  
global trade  
CVR NUMBER 67758919  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
2
TABLE OF CONTENTS  
In brief  
Corporate governance  
37 Corporate governance  
39 Board committees  
40 Board of directors  
42 Senior management  
Financial statements  
4
5
8
9
Introduction to NORDEN  
Consolidated financial statements  
95 Income statement  
Letter from the Chair and the CEO  
Financial highlights  
95 Statement of comprehensive  
income  
ESG highlights  
96 Statement of financial position  
97 Statement of cash flows  
10 Key figures & financial ratios  
11 Outlook 2024  
ESG  
44 ESG in NORDEN  
49 Environment  
57 Social  
98 Statement of changes in equity  
Strategy  
99 Notes to the consolidated financial  
statements  
13 Our business model  
14 Strategy update  
18 Risk management  
22 Shareholder information  
25 Market developments  
2023 in five minutes  
CEO Jan Rindbo presents NORDEN’s  
annual results in a brief video  
norden.com/investor  
62 Governance  
67 ESG accounting policies  
77 Policies  
Parent company financial statements  
141 Income statement  
142 Statement of financial position  
143 Statement of changes in equity  
79 ESG performance data  
Related reports and information  
Business performance  
29 Group financial review  
31 Freight Services & Trading  
34 Assets & Logistics  
Signatures  
144 Notes to the parent company  
financial statements  
86 Statement by the Board of Directors  
and Executive Management  
Remuneration Report 2023  
Statutory statement on Corporate Governance 2023  
ESG performance data  
87 Independent auditor’s report  
Other  
91 Independent auditor's assurance  
report on selected ESG  
155 Alternative performance measures  
156 Key figures and financial ratios  
157 Company information  
performance data  
Follow NORDEN online  
 
NORDEN Annual Report 2023  
3
In brief  
4
5
8
9
Introduction to NORDEN  
Letter from the Chair and the CEO  
Financial highlights  
ESG highlights  
10 Key figures & financial ratios  
11 Outlook 2024  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
4
INTRODUCTION TO NORDEN  
WE ENABLE  
SMARTER GLOBAL  
TRADE  
COPENHAGEN,  
DENMARK  
VANCOUVER,  
CANADA  
BREMEN,  
GERMANY  
TOKYO,  
JAPAN  
ANNAPOLIS,  
USA  
LIMASSOL,  
CYPRUS  
SHANGHAI,  
CHINA  
DUBAI,  
UNITED ARAB EMIRATES  
ABIDJAN,  
IVORY COAST  
LIBREVILLE,  
SINGAPORE  
GABON  
RIO DE JANEIRO,  
BRAZIL  
SANTIAGO,  
CHILE  
MELBOURNE,  
AUSTRALIA  
Vessels operated  
Tonnes of cargo carried  
Data points processed daily  
We are  
475 130m 9.4bn 52  
on average in 2023  
in 2023  
to support decisions  
nationalities at NORDEN  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
5
LETTER FROM  
THE CHAIR AND  
THE CEO  
In a year characterised by volatility and  
uncertainty, NORDEN delivered a net profit of  
USD 400 million and a ROIC of 32% - the fifth  
best result in company history. The strong  
financial performance has been delivered  
despite declining freight rates and is a testament  
to the strength of our agile business model.  
In addition to delivering a strong financial performance, we have  
executed on our strategic plans and strengthened our business  
model, focusing on expanding the services and products we offer  
our customers. With an increased focus on decarbonisation driven  
by new regulations and increased demand from our customers, we  
are dedicated to continue our work of preparing for a more sustain-  
able future. Thank you to all NORDEN employees for the strong  
commitment and engagement during the year, making the positive  
development possible.  
Strong performance in more challenging markets  
After a 2022 characterised by record-high freight rates and prof-  
itability for the global shipping industry, 2023 has been more  
challenging and less predictable due to weaker global economic  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
6
growth, unwinding of supply chain bottlenecks and rising geopolit-  
ical events - a situation that we expect will persist in the coming year.  
Back in 2022, we lowered our market exposure to the dry cargo  
market by increasing the earnings coverage, which, in combination  
with a strong contribution from the exposure to the tanker market,  
has been the key drivers for the strong result in 2023. During 2023,  
we de-risked the portfolio by selling and chartering out a number of  
tanker vessels benefiting from the positive market situation.  
A key milestone in expanding our  
offering to our customers has been the  
acquisition and integration of Projects  
& Parcelling - NORDEN’s first ever  
acquisition that was completed during  
the summer. Bringing the expertise  
and skills of Projects & Parcelling into  
NORDEN have early on created both  
customer and cost synergies.  
The reduced global economic growth and uncertain macroeco-  
nomic outlook experienced during the year, particularly in the US  
and Europe, affected the overall global demand, and at the same  
time external factors related to the conflict in Ukraine, the Panama  
Canal and Suez Canal, during the fourth quarter had an impact on  
the supply situation.  
At the same time, we have increased the deferred exposure in dry  
cargo from 2025 and onwards by entering into new long-term leases  
with options and in total 17 new-buildings, based on the expected  
favourable long-term market outlook from a low orderbook and  
expected recovery in global demand.  
Dry cargo spot rates generally declined compared to last year, despite  
a strong rebound in the last quarter of the year. Imports to China grew  
significantly, despite headwinds from lower economic activity and  
a challenged property market, but were partly offset by negative  
volume growth in the rest of the world. In addition, a normalisation in  
the port congestion from an all-time high level during the pandemic  
leading to higher effective capacity growth, was a key driver for lower  
freight rates and a more challenging market in dry cargo.  
While investing in the business and strategy to capture the growth  
opportunities, NORDEN continues to distribute cash to shareholders  
through dividends and share buy-back programmes of in total USD  
436 million in 2023, as a key strategic element. The total cash distri-  
bution has now been brought close to 1.1 billion in the past five  
years.  
During the year, we also expanded the business by establishing  
a Capesize operation, after having invested in five own Capesize  
For the tanker market, spot rates also declined during the year but  
remained at attractive levels. Reduced market worries and ineffi-  
ciencies in the supply chains compared to 2022 after the start of the  
conflict in Ukraine, have been key drivers for the lower rates.  
A year of strategic execution  
vessels. This, in combination with the Projects & Parcelling activities,  
makes NORDEN a global provider of ocean-based freight services  
for bulk and project cargo of all sizes.  
In 2023, NORDEN outlined a new strategy for 2023-2025 reconfirming  
our strategic direction as a provider of ocean-based freight services  
catering to the significant growth and value opportunities in the  
market.  
Despite all these topics and the more volatile market, we reported  
a net profit of USD 400 million, which is at the high end of the initial  
guidance (USD 330-430 million), a free cash flow of USD 265 million  
as well as a ROIC of 32%, leading to the fifth best result in NORDEN's  
152-year history. This reconfirms that our strategy and agile busi-  
ness model work well, not only in times with positive underlying  
market conditions, but also in times with a more challenging and less  
predictable outlook for the industry.  
With the increased focus on decarbonisation in shipping, most  
recently illustrated by shipping being included in the EU ETS system  
from 1 January 2024, NORDEN continues to develop and invest in  
solutions to help our customers decarbonise their supply chains.  
Looking back, 2023 has been a productive and successful year  
in respect of executing on our strategic ambitions, both in terms  
of expanding the current product and service offering to our  
customers, but also in creating a foundation for the climate solutions  
of the future.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
7
Our customers’ increased need for support and advisory services  
in solving complexity in their supply chains and, at the same time,  
reduce emissions will be a key part of our future growth strategy.  
driven by our employees’ expertise and engagement, particularly in  
times that are less predictable and more volatile.  
A critical part of decarbonising our  
business is to ensure access to renew-  
able fuels. Therefore, NORDEN in 2023  
acquired a strategic minority stake in  
MASH Makes, a Danish-Indian biofuel  
scale-up, which researches, develops  
and produces renewable fuels. First  
biofuel trial for use on vessels is  
expected in 2024.  
Looking into 2024  
While the dry cargo and tanker market have historically been char-  
acterised as commoditised and fragmented, we expect to see an  
increased need for redesigning supply chains and focusing on  
decarbonisation, flexibility and data analytics. NORDEN is well-  
positioned towards the changing customer needs with our heritage  
of being a trusted, innovative and reliable partner.  
Entering 2024, the macroeconomics and geopolitical situation in  
Ukraine and the Middle East are still expected to impact the market  
outlook in relation to dry cargo and tankers, adding to higher uncer-  
tainty and volatility than usually.  
We initially expect that profitability for 2024 will be lower compared  
to 2023 with a full-year guidance for 2024 of a net profit in the range  
of USD 150-250 million, and with significantly higher earnings and  
returns compared to before the pandemic. This as margins in dry  
cargo are set to be weaker due to near-term market dynamics, while  
tanker market conditions will support attractive margins.  
NORDEN continues to work on new initiatives towards reaching our  
ESG target of net zero by 2050, and helping customers lowering  
their scope 3 emissions. By voluntarily lowering the speed levels of  
our fleet of around 475 vessels, we have improved fuel efficiency  
and lowered consumption per tonne-mile, contributing to an overall  
reduction in emissions by 9% Y/Y in 2023, well on track towards our  
reduction target for 2030.  
We are well-positioned with our business model to cope with the  
expected market volatility and our strong capital structure gives us  
the ability to act on opportunities that might arise, while, at the same  
time, return cash to our shareholders. For 2023, the Board proposes  
a year-end dividend of DKK 10 per share, bringing the total dividend  
for the year to DKK 45 per share, reflecting a pay-out ratio of 53%.  
Entering the next year of our strategy period, the core elements in  
our strategy of enabling smarter global trade is to be: customer-  
focused within ocean-based freight services, integrated port logis-  
tics and climate solutions based on an agile and asset-light busi-  
ness model, a high-performing organisation and enabled by data  
analytics and risk management.  
Empowering employees with analytics  
Our business model is based on an agile capacity management  
strategy, and for the past several years, we have worked on success-  
fully integrating data analytics and artificial intelligence, into our  
business. Today, data is a core element of our business, and by  
enabling our people to utilise our data to enhance decision-making,  
we have created a foundation where we are able to respond to  
changes in the market and, at the same time, service our customers  
with efficient and reliable services and products.  
Whatever conditions we will face in 2024 and beyond, our strong  
values and purpose, combined with a high-performing organisation,  
will ensure a successful long-term development of NORDEN.  
Customer focus and decarbonisation as key growth drivers  
As a global provider of ocean-based freight services for bulk and  
project cargo, we can optimise and decarbonise our customer's  
supply chains. By providing tailored solutions to our customers, we  
have a solid foundation to further grow our business in the coming  
years.  
Klaus Nyborg  
Chair of the Board of Directors  
Jan Rindbo  
CEO  
With technology being an integrated part of the daily operations  
and decision-making, our success and performance are largely  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
8
FINANCIAL HIGHLIGHTS  
TCE revenue  
EBITDA  
Profit for the period  
BUSINESS UNITS  
Profit/loss  
1,159  
744  
2,331  
679  
400  
3,563  
USD million  
USD million  
USD million  
2,331  
2,283  
679  
Freight Services & Trading  
Average  
2,240  
400  
Average  
586  
532  
1,516  
1,508  
Average  
291  
343  
205  
218  
86  
133  
19  
2019  
2020  
2021  
2022  
2023  
2019  
2020  
2021  
2022  
2023  
2019  
2020  
2021  
2022  
2023  
USD million  
Cash flow from operations  
ROIC after tax  
ROE  
Assets & Logistics  
64%  
1,343  
53%  
671  
32  
32  
USD million  
per cent  
per cent  
267  
32%  
USD million  
32%  
671  
Average  
23  
Average  
625  
22%  
Average  
26  
434  
396  
17%  
281  
10%  
9%  
5%  
2%  
2019  
2020  
2021  
2022  
2023  
2019  
2020  
2021  
2022  
2023  
2019  
2020  
2021  
2022  
2023  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
9
ESG  
HIGHLIGHTS  
With NORDEN playing a leading  
role in global trade, we have a  
pivotal role in shaping a more  
sustainable future for the shipping  
industry and help our customers  
decarbonise their supply chains.  
ENVIRONMENT  
SOCIAL  
GOVERNANCE  
Emission reduction  
Diversity  
Anti-corruption  
100  
-9% 41% %  
reduced emissions per  
tonne-mile  
share of underrepresented  
gender among employees  
of staff completed  
e-learning course  
Targeting net-zero emission  
by 2050, our decarbonisation  
initiatives are an integrated part of  
the strategy and daily operations in  
NORDEN.  
During 2023, we successfully  
The share of the underrepresented  
gender among employees was  
41% in 2023, up from 39% in 2022,  
reaching our target of 40%.  
During the year, all employees have  
reduced emission intensity per  
tonne cargo transported by 9% Y/Y,  
indicating that we are on track to  
reach our medium-term target of a  
minimum reduction of 16% by 2030  
based on 2022 as baseline.  
passed an anti-corruption e-learning  
course, to ensure the organisation  
is aware of and comply with the  
programme.  
We are committed to upholding  
high social responsibilities and  
strong corporate governance, as  
we recognise it as key strategic  
pillars to foster a high performing  
organisation.  
Read more about our ESG here  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
10  
KEY FIGURES & FINANCIAL RATIOS  
Amounts in USD million  
2023  
2022  
2021  
2020  
2019  
2023  
2022  
2021  
2020  
2019  
Income statement  
Environmental and social figures  
EEOI (gCO2/tonne-mile)  
Revenue  
3,691.9  
795.4  
678.6  
79.0  
5,312.4  
1,365.9  
1,159.1  
79.4  
3,551.8  
649.6  
532.2  
7.7  
2,597.8  
435.6  
342.5  
-18.2  
2,583.9  
295.0  
217.5  
-3.6  
9.0  
9.9  
9.7  
8.8 1  
0.6  
8.7 1  
1.5  
Contribution margin  
EBITDA  
LTIR (days per million working hours)  
Average number of employees (FTEs)  
Share of lowest represented gender  
Share-related key figures and financial ratios  
No. of shares of DKK 1 each (incl. treasury shares)  
No. of shares of DKK 1 each (excl. treasury shares)  
Number of treasury shares  
Earnings per share (EPS), DKK 2  
Diluted earnings per share (diluted EPS), DKK 2  
Dividend per share, DKK  
1.0  
466  
0.8  
425  
0.8  
385  
391  
395  
Profit/loss from sale of vessels, etc.  
Depreciation, amortisation and impairment losses  
EBIT  
41.0%  
39.7%  
38.6%  
35.5%  
33.4%  
-335.2  
421.6  
-11.4  
-449.7  
791.6  
-39.7  
-295.5  
245.5  
-34.8  
204.5  
-201.9  
119.4  
-26.7  
-156.9  
56.8  
34,000,000 37,000,000 39,200,000 40,700,000 42,200,000  
31,567,588 33,751,988 36,763,061 37,805,533 39,311,533  
2,432,412 3,248,012 2,436,939 2,894,467 2,888,467  
Financial items, net  
-32.7  
19.2  
Profit for the year  
400.1  
743.5  
86.0  
Statement of financial position  
Total assets  
85.4  
85.0  
150.0  
149.1  
90.0  
34.3  
34.3  
14.5  
14.5  
3.2  
3.2  
2,343.9  
1,197.9  
1,146.0  
39.1  
2,755.4  
1,330.7  
1,424.7  
-32.6  
2,453.5  
993.3  
1,824.8  
902.5  
922.3  
54.5  
1,742.4  
859.0  
Equity  
45.0  
18.0  
9.0  
2.5  
Liabilities  
1,460.2  
150.9  
883.4  
91.8  
Book value per share, DKK 2  
255.9  
321.0  
274.9  
418.3  
170.0  
166.4  
144.6  
109.6  
145.9  
106.7  
Net working capital  
Share price at year end  
Invested capital  
1,242.5  
-44.6  
1,303.2  
27.5  
1,631.0  
-637.7  
410.7  
1,246.3  
-343.8  
331.6  
1,283.5  
-424.5  
209.3  
Other key figures and financial ratios  
Gross margin  
Net interest-bearing debt  
Cash and securities  
21.5%  
18.4%  
32.4%  
31.6%  
53.1%  
51.1%  
1.3  
25.7%  
21.8%  
53.4% 3  
64.0%  
57.1%  
48.3%  
1.5  
18.3%  
15.0%  
16.6% 3  
21.6%  
49.1%  
40.5%  
1.0  
16.8%  
13.2%  
8.8% 3  
9.8%  
11.4%  
8.4%  
4.5% 3  
557.2  
842.3  
EBITDA ratio  
Statement of cash flows  
Cash flow from operating activities  
Cash flow from investing activities  
- of this investments in property, plant and equipment  
Cash flow from financing activities  
Free cash flow  
ROIC  
670.8  
-48.4  
1,342.9  
57.9  
433.9  
2.6  
396.0  
-45.1  
-27.1  
280.5  
-90.9  
-102.7  
-211.2  
73.8  
ROE  
2.3%  
Payout ratio  
65.3%  
49.5%  
0.8  
76.6%  
49.3%  
0.7  
-272.9  
-932.7  
264.6  
308.9  
127.5  
-205.5  
-1,151.7  
1,078.8  
376.2  
-92.1  
-261.9  
40.3  
53.0  
33.1  
Equity ratio  
-228.2  
144.5  
14.6  
Price/book value  
Total no. of vessel days  
172,116  
674.5  
689.3  
171,932  
697.2  
170,270  
656.1  
153,195  
605.8  
653.4  
138,327  
667.6  
667.0  
Dividends distributed  
Share buy-back  
12.0  
USD/DKK rate at year end  
USD/DKK average rate for the year  
129.8  
24.0  
9.4  
708.3  
629.2  
Please see definitions in the "Alternative performance measures" and in the "Key figures and finacial ratios" sections within this report.  
1 Disclosed based on legacy methodology and not comparable to the methodology adapted since 2021. See Annual Report 2022 for old  
methodolgy.  
2 Converted based on the USD/DKK exchange rate at end of period.  
3 Restated from disclosed figures in 2019-2022 Annual Report, due to changed methodology. See Alternative performance measures on  
page 155 and Key figures and financial ratios on page 156 for further details.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
11  
OUTLOOK 2024  
Based on the current market outlook, NORDEN  
expects a net profit for 2024 in the range of USD  
150-250 million (FY 2023: USD 400 million).  
With an agile business model and high coverage across dry cargo  
and tankers in Assets & Logistics, NORDEN is well-positioned to  
manage this uncertainty and adjust market exposure accordingly.  
Forward-looking statements  
This Annual Report contains certain forward-looking statements reflecting  
Management’s present judgement of future events and financial results. State-  
ments relating to 2024 and the years ahead are inherently subject to uncer-  
tainty, and NORDEN’s realised results may therefore differ from projections.  
Factors that may cause NORDEN’s realised results to differ from the projections  
in this Annual Report include, but are not limited to: Changes to macroeco-  
nomic and political conditions – particularly in the Group’s principal markets;  
changes to NORDEN’s rate assumptions and budgeted operating expenses;  
volatility in freight rates and tonnage prices; regulatory changes; counterparty  
risks; any disruptions to traffic and operations as a result of external events, etc.  
NORDEN's net position by early February 2024  
Our full-year guidance for 2024 includes gains on sale of vessels  
from already signed and agreed transactions of USD 59 million (FY  
2023: USD 79 million).  
By early February 2024, NORDEN had a total of 6,291 open tanker  
equivalent vessel days in 2024 across both business units. In dry  
cargo, the exposure was a total of 4,036 open equivalent vessel days  
in 2024, including a short position for February and March in the  
Freight Services & Trading unit, where the position remains dynamic  
in accordance with short-term market expectations.  
Freight Services & Trading  
We expect margins per day in 2024 to be lower compared to 2023  
(FY 2023: USD 816 per day) and with margins in the first half of 2024  
expected to be materially lower due to increasing charter costs due  
to tight supply-demand balance related to the disruptions from the  
Panama Canal and Red Sea.  
Cash distribution policy  
To improve the financial flexibility and optimise the value creation to  
shareholders, the future cash distribution policy of NORDEN will be  
based on a pay-out ratio of minimum 50% of the net profit, which the  
Board of Directors have the flexibility to allocate between dividends  
and share buy-back programmes.  
Assets & Logistics  
For 2024, we expect Assets & Logistics will continue to benefit from  
high earnings coverage in both dry cargo and tankers at profit-  
able levels. Furthermore, gains from vessel sales and subleases is  
expected to contribute positively to the results for the year.  
Events after the reporting date  
No significant events have occurred between the reporting date and  
the publication of this Annual Report, which have not already been  
included and adequately disclosed in the Annual Report, and which  
materially affect the assessment of the Company’s and Group’s  
results of operations or financial position.  
Seasonality and uncertainty  
Given the current macroeconomic and geopolitical situation,  
recently in the Red Sea and Middle East and the restrictions on  
the Panama Canal, the freight market uncertainty and volatility are  
expected to remain very high during 2024.  
 
NORDEN Annual Report 2023  
12  
Strategy  
13 Our business model  
14 Strategy update  
18 Risk management  
22 Shareholder information  
25 Market developments  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
13  
OUR BUSINESS MODEL  
Founded in 1871 and with 14 offices across 6 continents and close  
to 500 employees ashore, NORDEN is a global provider of ocean-  
From shipper  
Producers and shippers of dry  
Freight Services and Port logistics  
Contracting, route planning,  
low emission solutions  
based freight services for dry and liquid bulk and project cargo of all  
sizes. We integrate freight solutions with port logistics, helping our  
customers optimise and decarbonise their supply chains.  
To customers  
Customers within industry,  
energy, construction and  
infrastructure  
cargo, refined oil products,  
project cargo and break bulk  
We provide tailored solutions based on flexibility, reliability and  
intelligence, delivered by our global team of professionals. Our  
agile business model ensures stability by continuously adapting our  
fleet to market developments and customer demand, utilising our  
tonnage through spot cargo, COA's, time-charters and FFA's.  
Agile capacity  
management  
Based on an agile capacity management model, we operate a diver-  
sified fleet of around 475 vessels ranging from Handysize (10,000  
dwt) to Capesize (200,000 dwt) and MR tankers through our owned  
and leased fleet, our tanker pool and externally chartered tonnage.  
Dry bulk  
Liquid bulk  
• Diesel  
Project cargo  
• Soybeans  
• Grain  
• Wind blades  
• Big bags  
• Gasoline  
• Jet fuel  
• Naphtha  
• Soft oil  
• Coal  
• Steels  
• Cement  
• Bauxite  
• Special cargo  
The ability to adjust our fleet to market trends by adjusting the oper-  
ated fleet using chartered vessels and the optionality from extension  
and purchase options from the leased fleet, allow us to navigate the  
complexities and cyclicality of the shipping industry to improve cost  
efficiency and create more stable earnings and returns.  
Owned vessels  
Leased vessels  
Chartered vessels  
• Purchase  
• Sale  
• Extension options  
• Purchase options  
• Trip charter  
• Short-term chartered  
• Medium-term chartered  
• Period options  
• Newbuilds  
Our integrated port logistics solutions aim at helping clients solve  
port infrastructure bottlenecks using floating transfer stations to  
load larger vessels off-shore, optimising supply chain efficiency and  
reducing emissions.  
• Tanker pool  
Our resources and considerations  
People  
Risk management  
Data  
ESG  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
14  
STRATEGY UPDATE  
Customer-focused  
freight services, logistics  
& climate solutions  
Strong start to the strategy execution  
tally change the market conditions and composition of the ship-  
ping industry. While digitalisation has already been on the agenda  
for several years, we see decarbonisation accelerating in terms  
of demand from our customers and increasing regulations in the  
coming years. Creating solutions and services that can enable our  
customers to decarbonise their global supply chains will therefore  
become an increasingly important part of our business.  
During the year, continued macro trends and geopolitical events  
have impacted global trade and our markets, bringing volatility and  
increased complexity to the global supply chains. At the same time,  
decarbonisation of supply chains has become an even more impor-  
tant part of our customers agenda.  
High-performing  
organisation  
We see the global macro trends as opportunities and supportive for  
our strategy, both commercially and in terms of our asset-light and  
agile business model.  
To adapt to these macro trends, our strategy is focused on enabling  
smarter global trade through customer-focused freight services and  
climate solutions based on a high-performing organisation, an asset-  
light business model as well as data analytics and risk management.  
Looking ahead, we see the following four major macro trends  
continue to affect shipping and our business.  
Our  
strategy  
Customer-focused freight services, logistics and climate solutions  
For us, customer focus is the curiosity to understand our customers’  
needs, being the trusted advisor in providing solutions and services.  
It is a deep-rooted collaboration with our freight customers, pool  
partners, shipowners and brokers to provide value-added services  
and products within freight services, logistics and climate solutions  
to our customers.  
• Geopolitical complexity  
• Market volatility  
• Digitalisation  
Asset-light  
business model  
• Decarbonisation  
Overall, we have seen an increase in market volatility in recent  
years and expect this to continue in the coming years. Both the  
geopolitical complexity, with for example the conflicts in Ukraine  
and the Middle East, and the macroeconomic situation, have led to  
increased market volatility, impacting both demand and supply in  
the market.  
Regarding our climate solutions, we are sharpening and future  
proofing our ESG profile. With an obligation to reduce our own  
emissions, and the opportunity to play a vital role in supporting our  
customers in their decarbonisation efforts, we need to continuously  
develop innovative low-emission freight solutions and embed our  
decarbonisation ambitions into every decision we make.  
Data, analytics and  
risk management  
When it comes to digitalisation and especially decarbonisation, we  
foresee that these trends in the medium to long-term will fundamen-  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
15  
Asset-light business model  
Data analytics and risk management  
Investing in the supply of renewable fuels  
On the decarbonisation agenda, NORDEN in 2023 achieved some  
With market conditions turning from exceptional to more volatile,  
the asset-light and agile business model of NORDEN has proven its  
value, creating an average ROIC of 23% in the past five years and  
continuous profitability over the period, despite volatile underlying  
markets. Looking ahead, the dynamics of the global shipping market  
call for a higher degree of flexibility in the asset-base, both to ensure  
more stable profitability and returns, but increasingly also to adopt  
to the decarbonisation agenda and new technologies.  
A key part of the strategic and operational platform in NORDEN  
relates to using data analytics in our daily operations to optimise  
decisions related to chartering of vessels when it comes to fuel  
efficiency and emissions. At the same time, we have built our own  
risk management system which accurately measures NORDEN's total  
position on a daily basis, in terms of our own and chartered vessels,  
cargoes, optionality, bunkers and other exposures.  
important strategic progress by acquiring a minority stake in MASH  
Makes – a Danish-Indian biofuel scale-up that is in the late develop-  
ment stage of its first biofuel production, which NORDEN expects to  
conduct the first trial of on board a vessel in 2024.  
Low emission products off to a good start  
During the year, NORDEN signed the first emissions reduction  
freight contract, expected to reduce emissions by up to 25% for the  
client and the first book-and-claim transactions were conducted  
externally, confirming that decarbonisation products will become a  
key part of NORDEN’s growth strategy in the coming years.  
2023 – a year of strategic execution  
Looking back at 2023, the year has been characterised by high  
activity and strong progress on the execution of the strategic priority  
to bring our customers more in focus by trading-up on the services  
and solutions we offer. At the same time, we continued the focus on  
strengthening our ESG profile and our people.  
With the optionality in our business model, both in  
terms of extension options and purchase options on  
our long-term leases, we are in a position to benefit  
from an upturn in the market, while protecting down-  
side risk in case the market conditions turn unexpect-  
edly weak. At the same time, we ensure access to the  
newest technologies from the shipyards through our  
portfolio of leased vessels.  
Strategic focus areas for 2024  
In order to deliver on our long-term strategic direction and ambi-  
tions, we have outlined four key focus areas to enable our short-term  
strategic direction.  
As regards our priority to focus more on our customers by trading  
up, we have, during the year, achieved several major milestones:  
Entering Capesize  
1. The customer  
During the year, we initiated our Capesize operation with five owned  
vessels. Expanding into Capesize means that we can now service  
our customers across all dry cargo vessel segments and therefore  
ensure the most cost-efficient and climate-friendly solutions.  
Customer focus is an essential part of growing our business by  
providing integrated and tailored services and products. Under-  
standing our customers’ needs and being a trusted partner in a  
market with higher complexity is seen as a huge opportunity. We see  
both the digitalisation and especially the decarbonisation trends as  
key value drivers in adding value to our customers and improving  
the customer relationship.  
High-performing organisation  
The combination of an asset-light business model where our fleet  
is constantly adopted to market developments and an integrated  
freight service with a high customer focus requires a global team  
of highly skilled professionals across the company in all functions  
in order for NORDEN to succeed. To ensure that, we have updated  
our Soulship programme, a global culture and development  
programme.  
Expanding into Projects & Parcelling activities  
The strategic expansion into Projects & Parcelling has led to  
commercial synergies from entering new markets and building new  
customer relations, as an example in wind energy, capital goods  
and engineering sectors. In addition, the combined businesses have  
early in the integration phase led to significant cost synergies from  
increased capacity utilisation and lower operating costs.  
2. High-performing organisation  
We believe that diverse, specialised and dedicated teams are key  
in developing innovative solutions and driving the future growth of  
our business. In order to maintain a high-performing organisation,  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
16  
Strategic scorecard  
we will continue to develop our leadership, talent and people to  
improve the foundation for innovation and customer relationships.  
the short-term quarterly cyclicality and seasonality in our business  
and more on the long-term development.  
Value creation  
Return on Invested Capital (ROIC)  
- avg. 2019-2023  
Rolling five years  
Average a min of  
3. Trading up  
Value creation to shareholders  
Based on the strong strategic execution during 2023, we are in  
a unique position to trade up with our customers. Having built a  
business platform within both Capesize and Projects & Parcelling,  
now operating a full-scale dry cargo business brings new opportu-  
nities for growth in 2024. Our strong business platform combined  
with a solid capital structure also adds to the opportunities of value  
creation and inorganic investments, as seen in 2023 with the acquisi-  
tion of Projects & Parcelling.  
A key performance indicator for NORDEN is the value creation  
derived from our business, and that we are able generate a positive  
return on invested capital (ROIC) above our weighted average cost  
of capital (WACC). Since 2019, the average ROIC has been 23% per  
year, confirming that our strategy of operating an agile business  
model, despite the cyclical nature of the industry, over a medi-  
um-term period can generate attractive returns and cash flows to  
shareholders.  
12%  
23%  
per year  
Growth  
Total number of vessel days  
- baseline 2019-2023  
Rolling five years:  
CAGR a min. of  
5%  
CAGR 7%  
per year  
4. ESG  
While we still expect some fluctuations in returns from one year to  
the other owing to the volatility in the dry cargo and tanker markets,  
our target is to generate an average ROIC of a minimum of 12% per  
year based on a five-year rolling average, driven by the constant  
focus on cost effectiveness in the operations and variable invested  
capital.  
A key strategic focus point will be ESG and particularly decarboni-  
sation, as we have an obligation to reduce our own emissions, while  
at the same time, helping our customers reduce emissions in their  
supply chains. On the social part of ESG, we will continue to focus on  
elements such as diversity, equity and inclusion to attract talent and  
create a high-performing organisation.  
Profitability  
Margin per day in FST  
- avg. per day 2019-2023  
Rolling five years:  
Average a min. of  
USD 500  
USD 1,206  
per day  
Growth  
Launching a strategic scorecard  
Even with the dry cargo and tanker markets being highly frag-  
mented, we believe NORDEN’s leading market position with a  
full-scale freight services portfolio gives opportunities to grow the  
business both organically and inorganically in the coming years.  
Decarbonisation  
Development in emission  
intensity (EEOI)  
Target by 2030 latest:  
Reduction a min. of.  
As a part of our strategy update, NORDEN has decided to introduce  
a strategic scorecard from the financial year 2024. The scorecard  
outlines the key performance indicators (KPIs) and targets with the  
purpose of measuring and communicating the underlying devel-  
opment of our strategic and operational initiatives set out in our  
strategy, to illustrate to the market the value creation of our busi-  
ness.  
– baseline FY 2022  
16%  
-9%  
Through a combination of customers demanding more reliable  
and decarbonised solutions and NORDEN having a trusted and  
strong operational platform, we intend to grow the number of vessel  
days by a minimum of 5% per year (CAGR) on a rolling five-year  
basis, which is above the expected market growth. By comparison,  
Shareholder returns  
Total shareholder returns (TSR)  
- avg. 2019-2023  
Rolling five years:  
Average a min. of  
The performance of our KPIs will be measured based on a five-year  
rolling average per year and disclosed quarterly, as we focus less on  
10%  
41%  
per year  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
17  
NORDEN has in the past five years grown the number of vessel days  
by 7% per year (CAGR).  
to operate the most fuel-efficient vessel for each trade lane and  
thereby reduce the emissions for NORDEN and our customers.  
Improved customer focus will be a key driver for capturing the  
opportunities we expect to come from intensified focus on decar-  
bonisation as we also expect to grow the integrated activities  
within Port Logistics adding to commercial synergies to the freight  
services.  
NORDEN has made it a long-term target to achieve net-zero emis-  
sions by 2050 and a medium-term target to lower emissions intensity  
by a minimum of 16% by 2030, from a baseline of 2022.  
Shareholder returns  
Finally, creating value for shareholders is a key element in NORDEN’s  
strategy both through cash distribution from dividends and share  
buy-backs and a positive share price performance.  
Profitability  
NORDEN is targeting a higher degree of stability in earnings and  
returns relative to the industry, based on our agile business model,  
which ensures a lower fixed cost base and capital investments  
combined with a diversification within bulk and project cargo freight  
services. Increasing growth in our port logistics and pool tanker  
activities will contribute to a relatively higher and more stable prof-  
itability.  
While NORDEN’s share price performance is, at times, impacted by  
external factors, including global macroeconomics and geopolitical  
events, we are still targeting a total shareholder return (TSR) of on  
average, a minimum of 10% per year on a five-year rolling basis. In  
the past five years, the annualised total shareholder return (TSR) on  
the NORDEN share has totalled 41% per year, outperforming both  
the dry-cargo and tanker industries and the overall equity benchmark  
indexes.  
On a five year-rolling basis, we target for Freight Services & Trading  
to generate an average minimum margin of USD 500 per vessel day,  
which should be compared to an average of USD 683 per vessel day  
from 2019 to 2023, excluding the historically exeptional year in 2022.  
As guided, we expect the margin per day for 2024, based on the  
current market outlook, to be below the target due to significantly  
lower margins for the first half-year of 2024.  
Decarbonisation  
A strategic KPI for NORDEN is decarbonisation of our business  
and our customers’ supply chains, through the way we operate our  
business, but also by being able to provide our customers with  
decarbonised services and solutions. Combining our agile capacity  
management model with our data analytics gives us the options  
©Office Design by Cushman & Wakefield Singapore,  
Photography by Owen Raggett  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
18  
RISK MANAGEMENT  
Risk management is an integrated part of our business  
At NORDEN, risk management is an integrated part of our strategy  
and how we conduct business. We work strategically with risk to  
generate value and optimise our risk-reward profile, while at the  
same time recognising that there are certain risks associated with  
conducting business in the shipping industry.  
To support the independence of the risk management at NORDEN,  
a dedicated risk management team is responsible for implementing  
the risk framework within the business and reports directly to the  
Risk Committee.  
High  
Furthermore, the risk management team is responsible for identi-  
fying, measuring, reporting, and monitoring positions.  
Risk management is an integral part of NORDENs culture, where our  
freight professionals have the authority to operate within set bound-  
aries clearly defined by rules and limits. This is achieved through  
implementing a robust risk framework, explicitly defining the risk  
appetite, and by continuously monitoring the risks.  
To ensure this can be done in an appropriate manner, the risk  
management team has developed a rigorous risk management  
system that ensures full transparency to provide the freight profes-  
sionals with a live overview of their positions, thus enabling them to  
make instant decisions when market opportunities arise.  
Medium  
Managing risk  
The Board of Directors is responsible for defining the overall risk  
framework and capital allocation, ensuring that the appropriate  
structures and processes are in place to manage any risks in the daily  
operations.  
Regulatory risks are also covered by the risk management system,  
and strong governance processes are in place to ensure compliance  
with all applicable laws and regulations.  
Low  
Medium  
Impact  
High  
• Risk capital allocation for positions is given to the CEO, who will  
distribute the risk capital between business units according to the  
overall risk strategy.  
Key risks  
• Unused risk capital is safeguarded for future opportunities, and,  
depending on the current capital structure, can be partly or fully  
distributed to shareholders.  
Freight market risk  
Other market risks  
Liquidity risk  
Credit risk  
Sanctions risk  
Cyber security risk  
Oil spill risk  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
19  
Freight market risk  
Other market risks  
Liquidity risk  
Credit risk  
Key risks  
•
•
Asset price changes.  
Changes in market levels, both overall but  
also between regions, vessel types, etc.  
•
Changes to bunker prices, both overall but  
also between products.  
Changes to foreign exchange levels  
Changes to interest rates.  
•
•
Breach of covenants.  
Not able to make payments.  
•
•
Loss of outstandings related to ongoing and  
completed voyages.  
Loss of market values related to chartered in  
vessels or cargoes.  
•
•
Risk appetite  
Our risk appetite towards freight and asset  
markets is high, and we actively take selected  
risks based on our current risk strategy.  
Our risk appetite towards other market risks  
is low.  
Our risk appetite towards liquidity is low, and  
we have implemented procedures to ensure we  
can handle liquidity needs even in distressed  
situations.  
Our risk appetite towards credit exposure is:  
•
moderate in the front, where the margins  
we realise from servicing clients with lower  
credit ratings provide attractive returns.  
low for all other periods as the cumulative  
default probability increases with time.  
•
Mitigating actions  
Freight market risks are subject to our risk  
framework:  
These market risks are hedged to the extent  
possible.  
Liquidity risks are subject to our risk framework:  
Credit risks are subject to our risk framework:  
•
short-term volatility in cash flows should be  
possible to cover with available funds.  
longer-term volatility in cash flows should  
be possible to cover by a solid capital base  
containing assets that can be converted to  
funds within the required amount of time.  
•
•
•
all clients must be rated before any business  
can be conducted.  
transaction authorities are subject to the  
internal rating of clients.  
limits on profit centres, business units and  
on group level.  
•
we have transaction authorities in place for all  
traders in all parts of the organisation.  
we have implemented limits on profit centres,  
business units and on group level.  
•
•
Traders are able to access their live posi-  
tion, which also means any change in market  
dynamics will quickly be reflected in our  
position.  
Impact  
High  
Low  
Low  
High  
Low  
Low  
Probability  
Medium  
Medium  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
20  
Sanctions risk  
Cyber security risk  
Oil spill risk  
Key risks  
•
•
•
•
•
Fines.  
Reputational damage.  
Significant costs related to ongoing voyages.  
Not being able to retrieve outstanding amounts.  
•
•
Significant economic losses.  
Reputational damage.  
•
Reputational damage.  
Loss of market values related to chartered in vessels or cargoes.  
Risk appetite  
Our risk appetite towards sanctions is zero, and risks are elimi-  
nated to the extent possible.  
Our risk appetite towards cyber security is zero, and risks are  
eliminated to the extent possible.  
Our risk appetite towards oil spills is zero, and risks are eliminated  
to the extent possible.  
Mitigating actions  
Our fully dedicated sanctions team works proactively on miti-  
gating sanctions risk by:  
We have a dedicated cyber security team that works proactively  
on mitigating cyber security risks through:  
We seek to mitigate oil spill risk by operating a well-maintained  
fleet, combined with the use of respectable ship managers  
responsible for a strong safety performance.  
•
ensuring that a sound sanctions compliance culture is imple-  
mented in all parts of the organisation.  
ensuring that appropriate controls and relevant processes are  
in place.  
•
running awareness programmes and regular exercises to  
ensure our colleagues are fully aware of cyber security and the  
impact this may have on them, our company and our clients.  
ensuring that relevant processes are in place to reduce the risk  
of cyber security threats, but also appropriate procedures for  
business continuity and disaster recovery.  
•
Potential financial impact is covered by insurances taken out with  
recognized international insurance companies.  
•
Part of our setup also includes multiple data locations with emer-  
gency capacity for the IT environment and data backups allowing  
for mirrored critical systems.  
Impact  
High  
High  
Medium  
Low  
Probability  
Medium  
Medium  
 
In brief  
Strategy  
Business Performance  
Corporate Governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
21  
CASE STORY  
USING DATA ANALYTICS  
TO LOWER EMISSION  
INTENSITY  
A key element in NORDEN’s ESG strategy is decarbonising the business and  
achieving net-zero emissions by 2050, based on medium-term reduction of a  
minimum of 16% in emission intensity by 2030 using 2022 as baseline.  
Lowering the emission intensity like we have managed in 2023 and at the same  
time operating an agile capacity management model with around 30 external  
vessels being chartered in per week requires strong focus on the process of  
assessing vessel efficiency and operations prior to the charter decisions.  
NORDEN handles more than 9 billion data points every day, and by combining  
the use of AI with the experienced efficiency of all vessels operated by  
NORDEN over many years, it has been possible to build a unique model  
enabling our people to make well-informed and optimal decisions for the  
company, our customers and the climate.  
The model is instrumental and seamlessly integrated into every chartering  
decision made. Quantifying vessel efficiencies depends on parameters such  
as vessel design, vessel trading history, vessel maintenance and paint. The  
dataset is combined with historical satellite-based vessel positions, meteor-  
ological data and even data on local water quality in the areas in which the  
vessel has been traded.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
22  
SHAREHOLDER INFORMATION  
Financial calendar 2024  
2023 was a year with high volatility in the financial markets due to  
the underlying macroeconomic uncertainties linked to the reces-  
sion fears from historically high inflation in the US and Europe  
combined with significant hikes in interest rates from central banks.  
The NORDEN total share price return (TSR) adjusted for dividends  
of DKK 65 per share was negative by 7% measured in USD, while the  
share price performance was -23%.  
market. Comparing total share return in NORDEN over the past five  
years since we changed our strategic focus towards an asset-light  
business model, the NORDEN share has significantly outperformed  
both the MSCI World Transportation Index and the KAX CAP index,  
with these indexes generating a positive total return of 67% and 77%  
measured in USD, respectively, in the past years. It confirms that  
while short-term performance of the NORDEN share price might  
be volatile due to fluctuations in rates, in the long term our strategy  
creates value to shareholders.  
8 February  
12 March  
25 April  
Annual report 2023  
Annual General Meeting  
Interim report – first quarter  
8 August  
31 October  
Interim report – second quarter and first half-year  
Interim report – third quarter  
Total shareholder return of 455% in the past five years  
The NORDEN share has in the past five years generated a positive  
total shareholder return (TSR) of 455% or 41% annualised measured  
in USD, including the payout of dividends of DKK 156.5 per share.  
The share price in the same period has generated a positive perfor-  
mance of 247%.  
From 1 January 2023, the NORDEN share advanced from the  
NASDAQ Mid Cap to the Large Cap segment, as NORDEN’s market  
capitalisation surpassed EUR 1 billion in value. By the end of the  
year, the market cap was DKK 10.9 billion (EUR 1.46 billion)  
Cash distributed to shareholders (USD million)  
By the end of December 2023  
USD million  
400  
2023  
For 2023, the overall share price performance was negatively affected  
by a combination of lower earnings and weaker outlook for the dry  
cargo market and negative investor sentiment related to global  
economic growth, especially the outlook for China. Historically high  
inflation rates in the US and Europe combined with significant hikes in  
interest rates have led to recession fears affecting cyclical sectors like  
shipping and transportation negatively.  
Continued high shareholder cash returns through  
dividends and buy-back programmes.  
125  
212  
84%  
744  
2022  
2021  
2020  
2019  
Based on historical high earnings levels combined with a strong  
free cash flow generation and capital structure, NORDEN in 2023  
continued the high cash distribution to shareholders through divi-  
dends and share buy-backs. The Board of Directors decided to pay  
interim dividends for 2023 after every quarterly result, totalling DKK  
35 per share.  
135  
425  
75%  
205  
100  
40  
69%  
86  
30 56 100%  
19  
10/15 129%  
NORDEN aspires to benchmark its total shareholder returns, not  
only towards our peers within dry cargo and tankers, but more  
against the global MSCI World Transportation index and the Danish  
benchmark index KAX CAP. These indices reflect the global trans-  
portation sector and the overall performance of the Danish equity  
0
100  
200  
300  
400  
500  
600  
700  
800  
The interim dividends count as part of the Company’s dividend  
policy of distributing a minimum of 50% of the net full-year profit.  
The Board of Directors recommends subject to approval by the  
annual general meeting that a final dividend of DKK 10 per share  
Dividends  
Share buybacks  
Profit/loss  
Note: Dividends are based on the same financial year as the results, not the year of  
distribution. The dividend amounts outlined exclude dividends related to treasury  
shares held by NORDEN.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
23  
Total shareholder return past five years  
be paid to the shareholders, which in addition to the already paid  
interim dividends brings the total dividend to DKK 45 per share and  
a payout ratio of 53%.  
DKK  
800  
700  
600  
500  
400  
300  
200  
100  
0
The share capital was nominally USD 5.4 million by the end of 2023  
(USD 5.9 million) divided into 34 million shares of DKK 1 each. Each  
share has one vote. On 21 March 2023 it was decided to reduce the  
share capital through the cancellation of 3 million treasury shares.  
In 2023, a total of 2,257,440 shares were acquired in share buy-backs  
at a total purchase price of USD 128 million. The shares were  
purchased at an average price of DKK 390. Following this, NORDEN  
had 2,432,412 treasury shares or 7.2% of the total share capital at  
the end of 2023. In the past five years NORDEN in total have bought  
back 9 million shares equal to USD 324 million in value.  
Jan  
19  
Jul  
19  
Jan  
20  
Jul  
20  
Jan  
21  
Jul  
21  
Jan  
22  
Jul  
22  
Jan  
23  
Jul  
23  
Dec  
23  
NORDEN  
MSCI World Transportation  
KAXCAP Nasdaq  
When combining share buy-backs, interim dividends and proposed  
dividends for the year, NORDEN has returned more than USD 1.1  
billion to shareholders since 2019 or close to 70% of the market value  
by the of 2023.  
Share price performance and turnover 2023  
DKK  
550  
DKK million  
200  
At year end, the Board of Directors had obtained a one-year  
authority to acquire treasury shares at market price up to a nominal  
value not exceeding 15% of the share capital and a standing  
authority to increase the nominal value of the share capital by up to  
DKK 4,220,000. The latter is effective until March 2025.  
500  
450  
400  
350  
300  
250  
200  
150  
100  
50  
NORDEN has during the year bought back bonds for USD 2.9 million,  
meaning that the company holds a total nominal amount of USD 28.4  
million of bonds, and the remaining nominal amount outstanding is  
USD 71.6 million.  
0
Jan  
Feb  
Mar  
Apr  
May  
Jun  
Jul  
Aug  
Sep  
Oct  
Nov  
Dec  
NORDEN  
MSCI World Transportation  
KAXCAP Nasdaq  
NORDEN daily share turnover  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
24  
Trading volume and turnover  
well as online live webinars to engage with retail investor audiences.  
At year end 2023, NORDEN was actively covered by five equity  
analysts and two credit analysts.  
Master data – NORDEN share  
On average, 126,474 shares were traded on a daily basis on  
NASDAQ Copenhagen in 2023 compared to 147,290 shares in 2022,  
reflecting a decrease in daily trading of 14%. The average daily  
trading value (turnover) on NASDAQ Copenhagen increased by 14%  
from DKK 42.5 million in 2022 to DKK 48.3 million in 2023, reflecting  
an increase in the average share price during the year of 31%.  
Ongoing share buy-back programmes are expected to have contrib-  
uted to high stabilisation in the share price.  
Share capital  
DKK 34 million  
Total number of shares  
Treasury shares (NORDEN)  
34,000,000 of DKK 1  
2,432,412 (7.2%)  
(at 31 December 2023)  
At the end of 2023, NORDEN’s share capital was held by approx.  
27,700 shareholders with 62% located in Denmark, 18% in the US,  
7% in the Ireland and 13% in the rest of the world. NORDEN owned  
7.2% of the share capital in treasury shares, whereas A/S Motortramp  
owned 30% as the largest shareholder. Of the remaining share  
capital, 37% were held by institutional investors and 17% by retail  
investors.  
Classes of shares  
Voting and ownership restrictions  
Stock exchange  
Ticker symbol  
1
None  
NASDAQ OMX Copenhagen  
DNORD  
ISIN code  
DK0060083210  
DNORD.DC  
Investor relations  
Bloomberg code  
Reuters code  
In August 2023, NORDEN has further strengthened the focus on  
investor relations and its dialogue with existing and new investors  
and analysts, by establishing an Investor Relations function with  
reference to the CEO.  
DNORD.CO  
Disclosure regarding change of control  
The Danish Financial Statements Act requires listed companies to  
disclose information in relation to change-of-control provisions. In  
the event of a change of control in the Company, bank agreements  
may be subject to renegotiation. No other important agreements are  
in place with business partners which could be terminated in case of  
a change of control.  
Master data – NORDEN bond  
Current nominal amount outstanding  
USD 71.6 million  
USD 28.4 million  
During the year, NORDEN has conducted a wide range of investor  
presentations, including local events, physical meetings, bank semi-  
nars, shipping conferences, roadshows with institutional investors as  
Nominal amount bought back  
by NORDEN  
Original amount issued  
Maximum issue amount  
Duration and type  
Coupon  
USD 100 million  
USD 150 million  
3-year senior unsecured  
SOFR +5.01%  
Shareholder nationality 1  
Shareholder composition*  
Issue date  
28 June 2021  
4%  
4%  
1%  
7%  
5%  
1%  
3%  
NORDEN treasury shares  
Denmark  
USA  
Maturity date  
28 June 2024  
4%  
7%  
Largest shareholder  
(A/S Motortramp)  
Stock exchange  
Shortname  
NASDAQ OMX Copenhagen  
D/S NORDEN 21/24 FRN USD  
NO0011036162  
17%  
Ireland  
Institutional investors  
Retail investors  
Luxembourg  
Germany  
Belgium  
30%  
ISIN code  
Non-categorised  
Non-name registered  
18%  
62%  
United Kingdom  
Other countries  
(below 1%) 2  
37%  
1 Of the total share capital at 31 December 2023  
2 'Other' includes nations below 1 per cent ownership of share capital  
* Of the total share capital at 31 December 2023  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
25  
MARKET DEVELOPMENTS  
Spot rates  
Decreased spot rates, but vessel values holding up well  
In contrast to the exceptional positive development seen in 2022,  
the overall market development in 2023 for the dry cargo and tanker  
markets was, with average spot rates, lower during the year. In Q4,  
the impact from the Panama Canal and the redirection of vessels  
away from the Suez Canal combined with stronger demand led to a  
strong spike in dry cargo rates, especially in Capesize.  
on the back of the conflict in Ukraine and afterwards embargo and  
restrictions on Russian oil export. However, the spot rates were still  
from a historical perspective at very profitable levels entering into  
2024.  
USD thousand / day  
70  
60  
50  
40  
30  
20  
10  
0
While the orderbook for MR tanker vessels during the year started  
to increase, driven by the attractive rates and increasing focus on  
ordering of low carbon emission vessels, the combination of high  
newbuild prices, increased interest rates and uncertainties related  
to the medium-term demand outlook have led to more modest  
contracting during 2023 and still a low orderbook.  
Average spot rates in dry cargo declined by up to 50% in 2023,  
with Capesize being an exception where rates were unchanged,  
in response to a normalisation of the global congestion situation  
combined with more modest global demand growth throughout  
most of the year, excluding China. During 2023 the congestion levels  
in dry cargo normalised to pre-pandemic levels, adding to a signifi-  
cant increase in the effectiveness of the global fleet capacity.  
Jan  
22  
Apr  
22  
Jul  
22  
Oct  
22  
Jan  
23  
Apr  
23  
Jul  
23  
Oct  
23  
Dec  
23  
MR  
Supramax  
Capesize  
Source: Baltic Exchange  
Looking ahead into 2024, we expect the dry cargo market to remain  
volatile due to expected moderate increase in demand from China  
and the rest of the world. Macroeconomics, recession risks and  
impact from Chinese financial stimulus will be important drivers for  
the fundamental demand outlook. For the product tanker market,  
the rates are expected to stay at an attractive level in 2024, but still  
being very volatile.  
Global congestion – dry cargo (30-days moving average)  
While the market conditions in 2023 were more volatile, the funda-  
mentals for dry cargo are still intact. Even though the lower spot  
rates led to reduced earnings in the sector and the global economy  
experienced record-high inflation and interest rate hikes, the under-  
lying vessel values in dry cargo were high and stable. A key factor  
for this development has been the tight yard capacity resulting in  
limited scheduled deliveries for the coming years and historical low  
order-book to fleet ratio, particular in the Capesize segment.  
% of global dry cargo fleet to load/unload  
36  
35  
34  
33  
32  
31  
30  
29  
28  
At the same time, the disruptions caused by the weather related  
disruptions in the Panama Canal and the current re-routing of  
vessels from the Red Sea towards the Cape Horn contribute to  
higher inefficiency and reduced effect supply. With a tight supply  
and demand balance in both dry cargo and product tanker markets,  
we foresee the market disruptions to have significant impact on the  
market and spot rates in the coming year.  
Jan  
20  
Jul  
20  
Jan  
21  
Jul  
21  
Jan  
22  
Jul  
22  
Jan  
23  
Jul  
23  
Dec  
23  
Also the product tanker market experienced lower spot rates during  
the year from an all-time high, triggered by fewer inefficiencies and  
market worries, which back in 2022 resulted in a spike in spot rates  
Source: IHS Markit  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
26  
As decarbonisation will play a more important role for the shipping  
industry due to new regulations like the EU ETS and IMO (EEXI  
and CII intensity and rating system) and increasing demand from  
customers for low-emission freight services, we foresee a pressing  
need for replacement of the global dry cargo and product tanker  
fleet. This will structurally tighten the balance of supply-demand,  
especially in dry cargo from 2025 and onwards.  
Overall, the nominal global supply increased by 3% Y/Y in 2023,  
while the effective capacity, adjusted for an improvement in the  
global congestion of around 3% Y/Y and return of dry cargo  
capacity, increased adding to the imbalance and decline in rates.  
1-year TC rate  
USD thousand / day  
35  
28  
21  
14  
7
As indication for the development in spot rates, the average  
Supramax spot rates decreased by 49% compared to 2022 to USD  
11,240 per day, while the average Capesize spot rate, due to strong  
imported volumes to China, based on a strong rally at the end of the  
year increased by 1% Y/Y to USD 16,389 per day.  
Lower freight rates in Dry cargo with stable asset values  
As highlighted, the key reason for the correction in spot rates in  
dry cargo during 2023 was less driven by the demand situation due  
to strong demand from China. Unravelling of inefficiencies and  
congestion built up during the post-pandemic times, especially in  
China, led to an increase in effective supply and, in addition, dry  
cargo vessels returned from operating in the container market.  
0
Jan  
20  
Jul  
20  
Jan  
21  
Jul  
21  
Jan  
22  
Jul  
22  
Jan  
23  
Jul  
23  
Dec  
23  
MR  
Supramax  
Capesize  
Source: Clarksons SIN  
The 1-year time charter (T/C) rate for Supramax and Capesize  
vessels was not impacted by the lower earnings and spot rates, as  
for Supramax, the charter rate increased 5% to USD 14,250 per day  
at the end of 2023 and for Capesize from USD 12,850 per day at the  
end of 2022 to USD 18,950 per day at the end of 2023 or up 47% Y/Y.  
5-year asset values  
In 2023, the global volumes grew by 4% Y/Y, driven by growth in  
imported volumes to China of 12% Y/Y and a decline in volumes  
for the rest of the world of 2% Y/Y. Measured in tonne-mile, global  
demand increased by 6% Y/Y.  
USD million  
60  
The high degree of stability in the charter market and general  
by limited free yard capacity was also reflected in both second-  
hand and new-building asset values. Asset prices for a 5-year old  
Supramax vessel increased by 6% to USD 28.5 million at the end of  
2023, while, for Capesize, 5-year second-hand values increased by  
28% Y/Y to USD 51.9 million by the end of 2023.  
50  
40  
30  
20  
10  
0
While the increase in volumes in China impacted by easier  
comparable from a lower baseline due to the reopening after the  
pandemic, the demand situation was surprisingly robust, taking into  
account the weaker economic growth and massive slowdown in the  
domestic property sector. The higher volumes to China were driven  
by substantially higher imported volumes of coal (+48% Y/Y), iron  
ore (+7% Y/Y) and minor bulks (+3% Y/Y), including bauxite.  
With the contracting in dry cargo at 4% or 36,540 million DWT in  
2023, the new-building orderbook at the end of the year was 8%  
of the fleet. Based on the current orderbook and forecast for new  
orders in the coming years, the projected net supply growth will  
be in the level of 2-3% per year adding to our fundamentally posi-  
tive view on the outlook for the dry cargo market from 2025 and  
onwards. Demand is expected to grow by a similar 2-3% per year in  
the next years.  
Jan  
20  
Jul  
20  
Jan  
21  
Jul  
21  
Jan  
22  
Jul  
22  
Jan  
23  
Jul  
23  
Dec  
23  
MR  
Supramax  
Capesize  
Source: VesselsValue  
The situation in Ukraine had a limited overall impact on the global  
dry cargo market in 2023.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
27  
Volatile product tanker markets expected to continue in 2024  
The extreme market tightness that was seen in 2022 in the product  
tanker market on the back of the supply chain disruptions from the  
conflict in Ukraine and subsequent sanctions on Russian export, was  
partly mitigated during 2023.  
The global volume of refined oil products transported on water in  
2023 surpassed the levels seen before the pandemic, despite the  
weaker economic growth and manufacturing activity seen in the  
US, Europe and the rest of OECD. Overall, the volumes grew by 4%  
compared to 2022, driven especially by higher export volumes of jet  
fuel as the aviation industry recovered.  
Despite we have seen lower spot rates, increasing orderbook and  
expectations of more volatile rates in the near term, the asset prices  
for 5-year MR vessels increased by 4% Y/Y to USD 45.6 million at the  
end of 2023, driven by the currently tight yard capacity.  
As a result of the attractive market conditions, high profitability in  
recent years and the first orders for lower-emission tanker vessels,  
the tanker orderbook over the past twelve months have started to  
increase, particularly within the MR segment. By the end of 2023, the  
overall orderbook for the global tanker fleet was 7% and with the  
orderbook in the MR segment of 12% up from 5% over the past year.  
The spot rates are still positively impacted by some inefficiencies  
leading to higher tonnage-mile distances related to the restric-  
tions on Russian export, leading to volumes that would normally be  
imported to Europe, now being transported to new markets, adding  
to longer voyages and more waiting time.  
Average MR spot rates decreased significantly compared to 2022  
to USD 29,782 per day in 2023 down 19% Y/Y. Comparing to a  
historical average spot rate for MR of USD 11,887 per day from 2017  
to 2021, the current spot rates are still at a very profitable level.  
Looking ahead, the inventories of diesel and other refined products  
in Europe are currently historically low, which, in a scenario where  
the economic activity rebounds, can trigger a spike in spot rates as  
the global refining capacity and supply is already tight. The situation  
in the Red Sea and the Panama Canal contributes to the volatility of  
the market.  
Even though the impact of the easing in the supply situation was less  
visible in the forward projections for the product tanker market, the  
1-year T/C rate for MR Eco vessels was down 11% Y/Y at USD 30,450  
per day at the end of 2023, but with major differences between the  
different regions.  
Based on the current market dynamics, with the sanctions on Russian  
export to EU and the situation in the Panama Canal and Red Sea  
continuing to impact the market efficiency, we expect the limited  
supply growth for MRs of around 2% in 2024 will support still attrac-  
tive market rates.  
Development in global dry cargo tonnage-miles  
(30-days moving average)  
Orderbook in % of global fleet  
Clean products and crude oil in transit  
%
Million tonnes-miles  
14  
Amount of barrels in transit compared to January 2020 in %  
130  
15  
12  
9
120  
110  
100  
90  
13  
12  
11  
10  
6
3
0
80  
17  
18  
19  
20  
21  
22  
23  
Jan Feb Mar Apr May Jun  
Jul Aug Sep Oct Nov Dec  
Jan  
20  
Jul  
20  
Jan  
21  
Jul  
21  
Jan  
22  
Jul  
22  
Jan  
23  
Jul  
23  
Dec  
23  
Dry cargo  
Product tanker  
Source: Clarksons SIN  
2023  
2022  
2021  
Source: TRACS  
Clean petroleum products  
Crude oil  
Source: Vortexa  
 
NORDEN Annual Report 2023  
28  
Business  
performance  
29 Group financial review  
31 Freight Services & Trading  
34 Assets & Logistics  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
29  
Highlights of the year  
GROUP FINANCIAL REVIEW  
NORDEN delivered a net profit for 2023 of USD 400  
revenue and minor decrease in operating cost. In Freight Services  
Freight Service  
& Trading  
Assets  
& Logistics  
NORDEN  
Group  
& Trading, the EBITDA decreased by USD 517 million to USD 324  
million (USD 842 million) because of lower spot rates in both dry  
cargo and product tanker markets and higher operating costs for  
charters in product tankers. Assets & Logistics reported an increase  
in EBITDA of USD 37 million to USD 354 million (USD 317 million)  
related to the high earnings coverage.  
million and a return on invested capital of 32%, the  
fifth highest result in the history of the company and  
in line with our recent guidance of USD 380-420  
million. Strong free cash flow of USD 265 million  
and solid capital structure supported a high cash  
distribution to shareholders of USD 436 million.  
325  
354  
679  
USD million  
USD million  
USD million  
2022: 842  
2022: 317  
2022: 1,159  
USD million  
USD million  
USD million  
By the end of June, NORDEN announced the acquisition of the  
Projects & Parcelling activities, the first acquisition in NORDEN's  
history, adding a new dimension to the business activities in Freight  
Services & Trading. The start of the integration process has been  
very successful with both commercial and cost synergies gener-  
ated, and for the second half year, the business contributed with an  
EBITDA of USD 12 million, ahead of the investment plan.  
Solid performance despite challenging markets  
As a consequence of the significant decrease in freight rates in both  
dry cargo and tankers, revenue decreased by 31% to USD 3,692  
million (USD 5,312 million) and the time charter-equivalent revenue  
(TCE) decreased by USD 1,232 million or 35% to USD 2,331 million  
(USD 3,563 million). While Assets & Logistics entered the year with  
a high earnings coverage, the significant decrease in spot rates still  
impacted the activity in Freight Services & Trading negatively.  
Freight Service  
& Trading  
Assets  
& Logistics  
NORDEN  
Group  
151  
271  
422  
USD million  
USD million  
USD million  
2022: 572  
USD million  
2022: 219  
USD million  
2022: 792  
USD million  
Operating profit (EBIT) decreased by USD 370 million to USD 422  
million (USD 792 million) or an operating margin of 11% (15%) nega-  
tively impacted by the lower freight rates and partly offset by posi-  
tive sales gains of USD 79 million (USD 79 million) and lower depreci-  
ation related to the lower value of right-of-use asset and adjusted for  
the acquisition of Projects & Parcelling. Positive gains from sublease  
contracts of USD 65 million were recognised during the year as char-  
tered vessels were re-chartered out to cover the earnings.  
Total number of vessel days remained unchanged at 172,116 days,  
including the positive contribution from Projects & Parcelling.  
Freight Service  
& Trading  
Assets  
& Logistics  
NORDEN  
Group  
The contribution margin decreased by USD 571 million or 42%  
to USD 795 million (USD 1,366 million) reflecting the lower TCE  
revenue, particularly in the dry cargo operator business. As a result  
of the agile business model and higher flexibility in cost, the gross  
margin was less impacted at 22% (26%).  
133  
267  
400  
USD million  
USD million  
USD million  
As a result of the cost-effective business model, the conversion ratio,  
despite the significantly lower activity level, only decreased from  
52% in 2022 to 43% in 2023, adjusted for vessel sale gains.  
2022: 550  
USD million  
2022: 193  
USD million  
2022: 744  
USD million  
EBITDA decreased by USD 481 million to USD 679 million (USD 1,160  
millon) reflecting a margin of 18% (22%) driven by the lower TCE  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
30  
Financial items, net, amounted to USD -11 million (USD -40 million),  
positively impacted by the higher interest and positive cash position.  
Capital structure  
CASE STORY  
On 31 December 2023, NORDEN shareholders’ share of equity was  
USD 1,198 million (USD 1,331 million) reflecting the allocations to  
shareholders through the year and partly offset by the positive net  
profit for the period.  
SERVICING CUSTOMERS ACROSS  
ALL DRY CARGO SEGMENTS  
Tax expenses increased to USD 10 million (USD 8 million) due to the  
operating result in the year.  
With an ambition of improving customer offerings and tapping  
into market opportunities, NORDEN entered in the beginning  
of 2023 the Capesize segment with the acquisition of four  
Capesize vessels, expanding the services to now offer freight  
solutions across all dry cargo segments.  
Net profit of USD 400 million (USD 744 million) was significantly  
lower reflecting the lower earnings in Freight Services & Trading of  
USD 133 million (USD 550 million) and increase in Assets & Logistics  
to USD 268 million (USD 193 million). Adjusted for sale of vessels and  
other items, the net profit was USD 321 million (USD 664 million).  
The solvency ratio, excluding non-controlling interest, was 51% on 31  
December 2023 compared to 48% by the end of December 2022.  
Total cash and cash equivalents decreased by USD 285 million to  
USD 557 million (USD 842 million), while the net interest-bearing  
debt, including IFRS 16 liabilities, was USD -45 million by the end of  
2023 (USD 28 million in net cash).  
“By entering the Capesize segment, NORDEN expands its  
offering to cover all dry cargo sizes, providing added value  
to our customers and partners globally. This expansion also  
enables us to capitalise on the most attractive market oppor-  
tunities in a high-exposure segment with relatively few trans-  
actions,” says Jan Rindbo, CEO at NORDEN.  
Cash flow statement  
Cash flow from operating activities decreased by USD 672 million to  
USD 671 million (USD 1,343 million) negatively affected by the lower  
EBITDA and decrease in net working capital of USD 72 million (USD  
184 million), while offset by positive contributions from sublease.  
As of December 2023, NORDEN has undrawn committed credit facil-  
ities of USD 200 million (USD 250 million) of which USD 200 million  
was directly accessible.  
Cash flow from investing activities was USD -49 million (USD 58  
million), impacted by investments and pre payments of vessels  
of USD -350 million (USD -328 million) and proceeds from sale of  
vessels at USD 389 million (USD 574 million).  
ROIC and Total Invested Capital  
By venturing into the Capesize segment, NORDEN will, among  
other benefits, now be able to enhance the scope of current  
and future logistics projects by providing customers with the  
optionality to upsize, thereby bringing down operational costs  
and complexity, while potentially reducing emissions.  
Again in 2023, NORDEN created strong value with a return on  
invested capital (ROIC) after tax of 32% (53%), with the lower oper-  
ating result partly offset by a reduction in the invested capital of  
4.7% Y/Y to USD 1,243 million (USD 1,303 million).  
Free cash flow was USD 265 million (USD 1,079 million), negatively  
impacted by the lower operating cash flow and the acquisition of  
Projects & Parcelling.  
The reduction in the total invested capital including goodwill,  
confirms the flexibility of the business model and capital allocation  
as market conditions were weaker, leading to a decrease in the value  
of right-of-use assets and net working capital, offset by the acquisi-  
tion of Projects & Parcelling.  
Net cash flow was negative by USD -310 million (USD 250 million)  
impacted by cash distribution to shareholders through dividends of  
USD 309 million (USD 376 million) and share buy-backs of USD 128  
million (USD 130 million) and instalments on lease liabilities of USD  
367 million (USD 466 million).  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
31  
Historical performance  
FREIGHT SERVICES & TRADING  
In 2023, Freight Services & Trading continued the track record of being continuously profitable with a net  
profit of USD 133 million. A weaker dry cargo market combined with margin pressure in the product tanker  
market caused by lower spot rates and higher charter costs, contributed to the significantly lower result.  
The acquired Projects & Parcelling activities and NORDEN tanker pool added positively to the result.  
Average in the past five years  
Result per vessel day (USD/day)  
Vessel days  
1,206  
155,823  
8.4%  
Annual activity growth  
Average no. of operated vessels  
Continuously profitable in more challenging market  
After an exceptional year in 2022, Freight Services & Trading was  
significantly impacted by the challenging market conditions in the  
dry cargo market, adding to a downward pressure on margins. At  
the same time, a combination of lower spot rates and a timing effect  
from higher charter costs contributed to lower margins in the product  
tanker operator activities.  
Operating profit (EBIT) amounted to USD 151 million (USD 572  
million), while net profit for the year amounted to USD 133 million  
(USD 550 million), reflecting the significantly lower profitability from  
weaker market conditions, particular in dry cargo. Margin per day  
amounted to USD 816 per day compared to USD 3,297 per day in  
2022.  
Dry cargo vessels  
Product tanker vessels  
328  
117  
Key figures and financial ratios  
If comparing the result per day to the average from 2019 and  
excluding the exceptional year in 2022, the result for this year is  
slightly higher than the average of USD 683 per day, and still signifi-  
cantly higher than pre-pandemic levels.  
FY  
2022  
Q1  
2023  
Q2  
2023  
Q3  
2023  
Q4  
2023  
FY  
2023  
Despite the more demanding business environment, the business  
unit continued the track record of a positive net profit since 2019.  
Even though the majority of the net profit in 2023 was related to the  
tanker operator business, the dry cargo business still generated a  
positive result.  
Contribution  
margin  
1,026.1  
841.7  
151.8  
121.5  
109.0  
86.7  
93.2  
72.6  
63.6  
43.5  
417.6  
324.3  
EBITDA  
Overhead and  
administration  
cost  
Freight Services & Trading makes its margins from two sources,  
1) Base earnings from freight services, optimisation and pool  
management fees and 2) Positioning earnings from directional  
market positions (trading activities).  
-184.4  
572.3  
-30.3  
72.7  
-22.3  
38.2  
-20.6  
37.2  
-20.1  
2.8  
-93.3  
150.9  
EBITDA decreased to USD 324 million (USD 842 million), including  
the positive contribution from the acquired Projects & Parcelling  
activities, due to a significant reset in dry cargo spot rates, pressure  
on margins in product tankers and a decrease in the total number of  
vessel days by 3% to 162,442 days. Operating, overhead and admin-  
istration costs decreased due to the lower activity levels and weaker  
market conditions.  
EBIT  
Net profit/loss  
for the period  
550.4  
67.1  
33.7  
29.8  
2.0  
132.6  
Optimisation of voyages provides a base level of earnings, which  
is less dependent on market developments, although margins are  
higher in a market with a positive trend and higher freight rates.  
This is achieved through a constant focus on voyage scheduling  
Number of  
vessel days  
166,934 40,123 40,113 40,353 41,853 162,442  
Result per vessel  
day (USD/day)  
3,297  
1,672  
840  
738  
48  
816  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
32  
and speed setting, improved fuel efficiency, minimised ballast, and  
enhanced port logistics, among other areas.  
number of vessels days, while the positioning activities contributed  
negatively to the profit.  
Successful integration of Projects & Parcelling  
By the end of June 2023, NORDEN acquired the Projects & Parcel-  
ling activities - a business, that on a charter basis, operates around  
By drawing on in-house data and advanced analytics, which is a  
core part of the daily operations and decisions in NORDEN, we can  
achieve a wide range of efficiencies across the business. As part  
of this income the business unit also conducts clip deals, which  
generate income on single voyages performed on third-party  
vessels with minimum market risk.  
Expecting improving dry cargo market during 2024  
30 vessels, servicing a large global and diversified customer base of  
renewable energy OEMs, engineering, mining and logistics compa-  
nies.  
Based on the current outlook for the dry cargo market, where volumes  
are expected to show more moderate growth in 2024 due to the  
macroeconomic uncertainties, including lower economic growth in  
China, the business by early February 2024 still had a relatively lower  
exposure in the dry cargo segment of 42%, while being overweighted  
in the product tanker segment with 58% of the total market exposure.  
The acquisition has enabled NORDEN to expand its freight service  
offerings to customers with Projects & Parcelling activities in combi-  
nation with logistics and decarbonised solutions and is expected to  
support the commercial synergies and growth in cargo.  
In addition, Freight Services & Trading generates its earnings from  
freight trading and market timing. These enable the business unit  
to adapt exposure and market positions across market segments,  
vessel types and world regions.  
As we expect the market to improve during the year, the business  
in early February 2024, had an open dry cargo position of in total  
1,900 equivalent vessel days for the year, with a total short position  
of 3,943 equivalent vessel days for the remainder of the first quarter.  
For product tankers, the position was open by 3,407 equivalent  
vessel days for the remainder of 2024.  
The main cost synergies are generated from improved capacity utili-  
sation of own and chartered vessels, particularly in the Handy and  
Supramax segments, procurement of bunkers and IT/administration.  
For this year, the contribution from the base earnings was lower  
due to lower freight rates leading to lower margins and a reduced  
Net profit  
Result per vessel day  
Activity levels  
USD / day  
No. of vessel days  
USD million  
551  
162,442  
166,934  
3,297  
8,4% annual  
growth rate  
164,189  
149,330  
136,220  
199  
Average  
197  
1,214  
Average  
1,206  
133  
816  
514  
187  
77  
26  
2019  
2020  
2021  
2022  
2023  
2019  
2020  
2021  
2022  
2023  
2019  
2020  
2021  
2022  
2023  
 
In brief  
Strategy  
Business Performance  
Corporate Governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
33  
After the first six months, it is concluded that the integration process  
has been highly successful with both commercial and cost synergies  
generated from the combined businesses. The financial perfor-  
mance has been very strong with an EBITDA of USD 12 million for the  
six months of 2023.  
CASE STORY  
ENABLING GLOBAL TRADE  
THROUGH CUSTOMISED  
SOLUTIONS  
Tanker pool affected by the situation in Russia  
The pool activities formerly based in the Norient product pool were  
relaunched as NORDEN tanker pool in 2022. The new setup offers  
added member services, attractive pool earnings and an intelligent  
use of data. The enhanced pool services have been tailored around  
the values and competitive edges of NORDEN, delivering strong  
returns to partners, solid support and a focus on the decarbonisa-  
tion agenda.  
With the newly acquired projects and parcelling activities, NORDEN has moved into  
a new cargo segment now offering customers across industries tailored solutions and  
optimising the freight of special cargo such as for example wind blades and turbines.  
“By utilising the synergies between our trade routes, diversified fleet and technical  
expertise, we are now able to offer our customers a specialised and lower emis-  
sion solution tailored to each project and cargo type,” says Jan Rindbo, CEO  
at NORDEN.  
As a consequence of the development in the product tanker market,  
where the restrictions and embargo on export of Russian oil have  
led to higher earnings and asset values, it has been challenging to  
expand the pool partners and capacity during 2023. In total the  
number of pool-operated vessels decreased by 3 vessels to 67  
vessels during the year.  
During 2023, NORDEN engaged in projects with several bigger  
renewable energy companies, shipping wind blades and wind  
turbines using tailored solutions, i.e. the shipment of 42 wind  
blades on top of an already loaded Supramax vessel from  
Ferrol, Spain to Corpus Christ.  
The tanker pool activities in 2023 generated an EBITDA of USD 7  
million in 2023 compared to USD 8 million in 2022.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
34  
Net asset value of Assets & Logistics1  
ASSETS & LOGISTICS  
Assets & Logistics delivered a solid performance in 2023 with an increase in net profit to  
USD 268 million generated by high covered earnings in dry cargo and product tankers and  
realising market values through sale of vessels and sublease gains. Business unit NAV by the  
end of the year was DKK 353 per share.  
Dry  
USD million  
cargo Tankers  
Total  
Market value of owned vessels  
572  
420  
992  
Estimated market value of leased vessels  
and cover portfolio  
143  
715  
220  
640  
363  
Total Assets & Logistics portfolio value  
1,355  
Net cash position  
478  
-260  
81  
New-building instalments  
Other net assets  
Total business unit NAV  
1,654  
Positive contribution from high covered earnings  
The market value of both owned and leased vessels was USD 1,355  
In 2023, Assets & Logistics benefited from the high covered earn-  
ings across dry cargo and product tankers, mitigating the more  
challenging market and lower spot rates. In addition, the unit took  
advantage of the high asset market values by realising gains from  
sale of vessels and subleases of vessels.  
million (USD 1,302 million) at year end, with owned vessel values  
exceeding book values by USD 164 million (USD 199 million). The  
value of the leased tanker portfolio alone accounted for USD 220  
million (USD 291 million).  
Business unit NAV per share, DKK  
353  
164  
Market value of owned vessels vs  
carrying amounts  
34  
130  
While the underlying market values of own and leased vessels were  
relatively stable, adjusting for the sale of vessels, the continued cash  
distribution to shareholders through dividends and share buy-backs  
impacted the NAV through lower cash positions, offset by a lower  
number of outstanding shares from the initiated share buy-back  
programmes.  
EBITDA increased to USD 354 million (USD 317 million) due to the  
positive contribution from higher covered rates, particularly in  
product tankers and slightly lower operating and administrative  
costs.  
Key figures and financial ratios  
Q1  
Q2  
2023  
Q3  
2023  
Q4  
2023  
2022  
2023  
2023  
Contribution  
margin  
Net profit for the year of USD 268 million (USD 193 million) which,  
in addition to the higher impact from the increase in rates, also  
included gains on the sale of vessels of USD 79 million (USD 79  
million) and gains on subleases of USD 30 million.  
339.8  
317.4  
92.6  
86.7  
93.7  
87.8  
108.6  
104.2  
82.9  
75.6  
377.8  
354.3  
In relation to sensitivities of NAV, a change in the freight rates (FFA)  
of +/-10% for 2024 will impact the estimated market value of leased  
vessels with USD -113 million and USD +93 million respectively.  
EBITDA  
Overhead and  
administration  
cost  
-22.4  
219.3  
-5.9  
-5.9  
-4.4  
69.0  
-7.3  
-23.5  
270.7  
EBIT  
83.1  
76.0  
42.6  
At year end 2023, the net asset value (NAV) of the business unit  
portfolio (including NORDEN’s net cash position) decreased to USD  
1,654 million or DKK 353 per share. Of the total NAV, the gross cash  
position accounted for DKK 102 per share by end of 2023.  
During the year, we have de-risked our market exposure in tankers  
by divesting and chartering out vessels, while increasing the  
deferred exposure in dry cargo through orders of 6 supramax  
newbuilds and 11 leased new-buildings with delivery from 2025 and  
investments in 5 capesize vessels.  
Profit/loss from  
sale of vessels  
79.4  
41.7  
83.1  
27.0  
74.5  
7.3  
3.0  
79.0  
Net profit/loss  
for the period  
193.1  
68.8  
41.1  
267.5  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
35  
Looking ahead, Assets & Logistics have continued high earnings  
coverage in both dry cargo and product tankers, reflecting a more  
balanced market view on both segments. For the product tanker  
segment, the total number of vessel days are 11,355 days of which  
67% are covered at average rates of USD 22,468 per day. In dry  
cargo, the total number of vessel days are 21,498 days of which 100%  
are covered at average rates of USD 13,140 per day.  
Optimising efficiency in the first logistics project  
Assets & Logistic's capacity & cover levels and rates  
Back in 2022, NORDEN signed and commenced the first ten-year  
port logistics project with a mining customer, operating a transship-  
ment solution in Gabon, Central Africa. Since project start, approx-  
imately 5 million tons of manganese ore have been shipped via our  
operation and loaded onto Capesize vessels, contributing to signifi-  
cantly lower costs and emissions for our customer.  
2024  
2025  
2026  
Dry cargo  
Cover levels  
100%  
38%  
24%  
Average cover rate per day  
13,140  
11,569  
11,883  
Tankers  
Cover levels  
67%  
46%  
17%  
Realising values while maintaining high optionality  
The focus for 2023 has been on optimising the efficiency of opera-  
tions, including the assets in operation, which has led to new invest-  
ments in cost efficiency improvement.  
Average cover rate per day  
22,468  
21,880  
21,699  
In 2023, the business unit has been very active in asset trading with  
a total of 11 purchases and 10 vessels sold, primarily in the product  
tanker segment, where 6 vessels were sold, while in dry cargo 4  
vessels were sold and 11 vessels purchased during the year.  
Assets & Logistics fleet overview  
NORDEN sees the port logistics activities as an attractive strategic  
growth area in the coming years, as it contributes to reducing  
complexity in the supply chains and lowering emissions.  
Tankers  
Total  
Dry cargo  
By the end of 2023, the owned fleet of dry cargo and tanker vessels  
amounted to 19 vessels, of which 11 vessels were MR tanker vessels  
and 8 dry cargo vessels ranging from Handysize to Capesize.  
Active fleet  
Owned vessels  
Leased vessels1  
Total active  
8
41  
49  
11  
23  
34  
19  
64  
83  
In addition, Assets & Logistics has a unique optionality of purchase  
and extension options for dry cargo and product tanker vessels,  
which may potentially provide significant attractive opportunities  
during 2024 and in the coming years.  
Contracted future changes  
Owned vessels (net entries & exits)  
Leased vessels1 (entries only)  
Total future changes  
4
15  
19  
-4  
6
-
21  
21  
2
The portfolio by the end of 2023 included in total 81 purchase  
options split between 52 options in dry cargo and 29 in product  
tankers. Of these, 59 options were callable before the end of 2026.  
In addition to the purchase options, NORDEN had a total of 64,423  
extension option days at the end of 2023, which adds to the upside  
in a scenario where the dry cargo and product tanker markets start  
to rally.  
Total vessels  
68  
36  
104  
Purchase options  
52  
29  
81  
Extension option days  
43,915  
20,508  
64,423  
Floating  
transfer  
staton Tugboats  
Logistics assets  
Barges  
Project-based assets (active)  
Contracted future changes (entries)  
2
5
-
3
-
-1  
Total  
1
5
3
¹
Minimum lease period in excess of years  
 
NORDEN Annual Report 2023  
36  
Corporate  
governance  
37 Corporate governance  
39 Board committees  
40 Board of directors  
42 Senior management  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
37  
Governance structure  
CORPORATE GOVERNANCE
of Directors determines and approves strategies, policies, overall
For NORDEN, it is important to ensure responsible,
long-term governance of the Company aligned
with long-term shareholder interests.
goals and budgets for the Company. In addition, it sets out the risk
management framework and supervises the work, procedures, etc.
carried out by the day-to-day management. The Board of Directors
appoints the Executive Management and determines on its responsi-
bilities and remuneration. To avoid conflicts of interest, there are no
transactions between related parties within the Board, and the Board
does not operate with any form of incentive-based remuneration.
Shareholders  
NORDEN’s governance principles and structure are set out to ensure
alignment with long-term shareholder interests to enable prudent
management of NORDEN in accordance with relevant national and
international regulations, applicable corporate governance recom-
mendations as well as to align with the risk framework specified by
the Board of Directors.
Board of Directors  
The first level of management comprises the CEO and CFO, who
makes up the Executive Management. The Executive Management
are responsible for the day-to-day management, organisation
and development of NORDEN, for managing assets, liabilities and
equity, for accounting and reporting, and for preparing and imple-
menting the strategy. The day-to-day contact between the Board
of Directors and the Executive Management is primarily handled by
the Chair and the CEO. The Executive Management participates in
board meetings and is supplemented by other managers in strategic
meetings as and when relevant.
Audit  
Risk  
Remuneration Nomination  
Committee Committee  
Committee Committee  
Furthermore, the ongoing management of NORDEN is based on
the underlying Company values of flexibility, reliability, empathy
and ambition as well as the Company’s guiding purpose of enabling
smarter global trade.
Executive Management  
Organisation  
Governance structure
NORDEN has a two-tier governance structure consisting of a Board
of Directors and a Executive Management. No individuals are part
of both management bodies. The shareholders have the ultimate
authority over the Company and exercise their rights by passing
resolutions at general meetings. Resolutions are adopted by simple
majority of votes, unless otherwise provided by legislation or by
NORDEN’s articles of association.
The second management level include employees with managerial
responsiblities and refers directly to the Executive Management team.
The Articles of Association are available on the Company’s website.
Generally, resolutions to amend the Articles of Association require a
quorum of at least two-thirds of the voting share capital represented
at a general meeting and a majority of at least two-thirds of the votes
cast, as well as of the voting share capital represented at the general
meeting. In addition, certain resolutions on changes of the share-
The Board of Directors is made up of nine members. Six are elected
for a term of one year by the shareholders, while three members
are elected for a term of three years by the employees. The Board
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
38  
holders’ dividend or voting rights or the transferability of shares, as
set out in the Danish Companies Act, require a special supermajority
of at least 9/10 of the votes and of the capital represented.
• General management
• Strategic development
• Risk management
Board remuneration remained unchanged at USD 0.7 million in
2023. Specific board remuneration can be found in the Remunera-
tion Report 2023 available for ten years at https://norden.com/about/
governance/remuneration.
• Investment, finance and accounting
• International experience
• ESG competences
Board work
The Board of Directors sets out an annual work schedule to ensure
that all relevant issues are discussed during the year. As part of the
annual schedule, regular board meetings and strategy seminars are
held to ensure focus on both short and long-term targets for the
Company. In line with this focus on short and long-term activities, the
Board of Directors is engaged in upholding NORDEN's purpose of
enabling smarter global trade. This is, among other areas, reflected
in the strategic discussions and priorities set by the Board of Direc-
tors and the Executive Management, in the regular updates provided
by the Executive Management to the Board, as well as in the remuner-
ation targets set forth for Executive Management by the Board.
Following eight years of unchanged remuneration, the Board will
for 2024 propose an increase in Board remuneration. The Board will
present its proposal on the Annual General Meeting.
The Board of Directors and the Executive Management conducted a
self-assessment of the composition, qualifications and dynamics of
the Board of Directors in 2022. The assessment concluded that the
Board of Directors possesses relevant skills and has good working
relationships and dynamics. A similar assessment is planned for 2024.
Executive Management remuneration
The remuneration of the Executive Management follows the princi-
ples set out in the Company’s Remuneration policy, and the specific
remuneration components granted for each of the two members of
the Executive Management are set out in the separate Remuneration
Report 2023.
Board composition and remuneration
At the annual general meeting in March 2023, Klaus Nyborg, Johanne
Riegels Østergård, Karsten Knudsen and Robert Hvide Macleod were
re-elected as board members. Vibeke Bak Solok and Ian McIntosh
were elected for the vacant seats after Helle Østergaard Kristiansen
and Stephen John Kunzer, who did not accept re-election.
Adherence to Danish corporate governance recommendations
The Board of Directors has discussed the general recommendations
for companies in Denmark as provided by the Danish Committee
on Corporate Governance and has reviewed its adherence to each
recommendation following a ‘comply or explain’ approach.
In 2023, the Board of Directors held 13 board meetings. The attend-
ance rate was 100%.
Board committees
During 2023, the employee representative Stine Maria Gøttrup
ended her employment with NORDEN and therefore also resigned
from the Board of Directors. Instead, William Boatwright took over
as employee representative, joining the two remaining employee
representatives Christina Lerchedahl Christensen and Henrik Røjel.
As part of the Board of Directors’ work and structure, four subcom-
mittees have been established to ensure dedicated focus on recur-
ring topics deemed of high importance for the governance of the
Company. See overview of committees on p. 39.
NORDEN follows all recommendations, and a systematic review
of NORDEN’s adherence to each of the Danish Corporate Govern-
ance recommendations can be found in the Company’s Statutory
Statement on Corporate Governance at https://norden.com/about/
governance/governance (in accordance with section 107b of the
Danish Financial Statements Act).
Board qualifications and evaluation
The Board of Directors has set a target of 40% underrepresented
gender shareholder-elected board members by 2025. Currently, the
percentage of female shareholder-elected board members is 33%.
Further details on the diversity levels in NORDEN can be found in
the ESG section in this report, while NORDEN’s Diversity, Equity &
Inclusion policy can be found at https://norden.com/about/ govern-
ance/policies-and-charters.
For the Board of Directors to be able to perform its managerial and
strategic tasks, and at the same time, act as a sounding board to the
Executive Management, the following skills are deemed particularly
relevant:
Planned board activity for 2024
The Board of Directors has planned 12 board meetings for 2024. The
Annual General Meeting will be held on 12 March 2024.
• Insight into shipping and trading
• Commodity trade
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
39  
BOARD COMMITTEES  
The four subcommittees have been established to ensure  
dedicated focus on recurring topics deemed of high importance  
for the governance of NORDEN.  
Audit Committee  
Risk Committee  
Remuneration Committee  
Nomination Committee  
The Audit Committee consists of:  
The Risk Committee consists of:  
The Remuneration Committee consists of:  
The Nomination Committee consists of:  
• Vibeke Bak Solok (Chair)  
• Karsten Knudsen  
• Karsten Knudsen (Chair)  
• Robert Hvide Macleod  
• Ian McIntosh  
• Klaus Nyborg (Chair)  
• Karsten Knudsen  
• Robert Hvide Macleod  
• Ian McIntosh  
• Klaus Nyborg (Chair)  
• Johanne Riegels Østergård  
• Klaus Nyborg  
• Johanne Riegels Østergård (observer)  
The committee supervises financial reporting,  
transactions with closely related parties, auditing,  
etc. The terms of reference are published on  
NORDEN’s website, where a statement of control  
and risk management in connection with financial  
reporting can also be found (in accordance with  
section 107b of the Danish Financial Statements  
Act). During the year, the committee held four  
meetings with 100% attendance.  
The purpose of the committee is to assist the  
Board of Directors in its over sight of the Group’s  
overall risk-taking tolerance and management of  
market, credit and liquidity risks. The committee’s  
terms of reference are available on NORDEN’s  
website. During the year, the committee held  
four meetings with 100% attendance.  
The committee is responsible for supervising  
the implementation of the Group’s remunera-  
tion policy, which specifies the remuneration of  
the Board of Directors and Executive Manage-  
ment. The Remuneration policy as well as the  
committee’s terms of reference are available on  
NORDEN’s website. In 2022, the committee held  
six meetings with 100% attendance.  
The committee is responsible for describing the  
qualifications required in the Board of Directors  
and the Executive Management. The committee  
is also in charge of an annual assessment of  
the competences, knowledge and experience  
present in the two management bodies. The  
committee’s terms of reference are available on  
NORDEN’s website. In 2022, the committee held  
seven meetings with 100% attendance.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
40  
BOARD OF DIRECTORS  
Klaus Nyborg  
Johanne Riegels Østergård  
Karsten Knudsen  
Robert Hvide Macleod  
Position  
Chair  
Vice Chair  
Board Member  
Board member  
Managing Director  
Managing Director  
Managing Director  
Owner  
Other directorships  
Bawat A/S (CB), Bunker Holding A/S (CB), Moscord  
Pte. Ltd. (CB), Uni-Tankers A/S (CB), DFDS A/S  
(VCB), A/S United Shipping & Trading Company  
(VCB), X-Press Feeders Ltd. (BM), Norchem A/S  
(BM), Maritime Investment Fund I and II K/S (Chair  
of Investment Committee), Karen og Poul F. Hansen  
Familiefond (BM) and Return APS (BM)  
Experience with management of global, listed  
shipping companies, strategy, investment, sale and  
purchase, financial issues and risk management  
A/S Motortramp (BM), D/S Orients Fond (BM),  
LOMAX A/S (BM), Design Eyewear Group Interna-  
tional A/S (BM), Green Box A/S (VCB), EPOKE A/S  
(BM), JRO A/S (MD)  
Vækst-Invest Nordjylland A/S (CB), Polaris IV Invest  
Fonden (CB), Nordsøenheden (VCB), A/S Motortramp Hvide Invest 1 & 2 (CB), Oberon Investments Limited  
Monitra Ltd. (CB), Highlander Tankers (CB), Hans  
(BM), D/S Orients Fond (BM), Obel-LFI Ejendomme  
A/S (BM), Velliv Pension & Livsforsikring A/S (BM),  
Saga I-VII GP ApS (MD), Saga VII-USD PD AIV K/S  
(MD), Saga VII-EUR K/S (MD), Saga VII-USD K/S (MD),  
Saga VIII-EUR K/S (MD) and Saga VIII-USD K/S (MD)  
General management and strategy, broad financial  
experience, comprising accounting, investment  
(CB), Energynest (BM), Monitra Norway AS (BM),  
NOMA Capital (BM), Pharos Group (BM), Rankedin  
(BM),  
Relevant skills  
General management, financial and business insight  
as well as detailed knowledge of NORDEN’s values  
and history  
Experience within both trading and shipping, having  
leadership experience from shipowners and opera-  
banking and management of financial risks, including tors. Experience from companies with global opera-  
credit risks  
tions, risk management and governance frameworks  
as well as culturally diverse settings  
Board member since  
Term expires  
2012 (Chair since 2015)  
2016 (Vice Chair since 2017)  
2024  
2008  
2022  
2024  
2024  
2024  
Attendance 2023*  
Committees and  
attendance 2023  
Independent/  
Not independent**  
Born in  
100%  
100%  
100%  
90%  
Audit Committee (100%), Remuneration Committee  
(100%), Nomination Committee (100%)  
Independent  
Nomination Committee (100%),  
Audit Committee (observer)  
Not independent  
Audit Committee (100%), Risk Committee (100%),  
Remuneration Committee (100%)  
Not independent  
Risk Committee (100%),  
Remuneration Committee (100%)  
Independent  
1963  
1971  
1953  
1979  
Gender  
Male  
Female  
Danish  
499  
Male  
Male  
Nationality  
Danish  
1,700  
Danish  
2000  
Norwegian  
0
No. of shares  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
41  
BOARD OF DIRECTORS  
Ian McIntosh  
Vibeke Bak Solok  
Henrik Røjel  
Christina Lerchedahl Christensen  
William Boatwright  
Position  
Board member  
Board member  
Board member  
Board member  
Board member  
CEO at Lunar Bank  
Head of Fuel Efficiency and Decarboni-  
sation  
Business Application Manager  
Senior Commercial Manager –  
Climate Solutions  
Other directorships  
Relevant skills  
Member of the Impact Finance and  
Markets advisory board of The Nature  
Conservancy  
Nordic Solar A/S (BM)  
Elected by the employees  
Elected by the employees  
Elected by the employees  
Experience with management, strategy,  
investment, risk management, interna-  
tional commodity trade, asset manage-  
ment as well as reducing carbon footprint  
of global supply chains. Experience  
as CEO in one of the world’s largest  
commodity trade corporations  
Experience in strategy, finance, manage-  
ment, risk management, fintech and  
digitalisation in major Danish organisa-  
tions. Experience as a senior executive  
in the property and banking sectors as  
well as from having been a partner and  
state-authorised public accountant in an  
international auditing firm  
2023  
Board member since  
Term expires  
2023  
2021  
2024  
100%  
2021  
2024  
100%  
2023  
2024  
2024  
Attendance 2023*  
Committees and  
attendance 2023  
Independent/  
Not independent**  
Born in  
100%  
100%  
100%  
Remuneration Committee (100%),  
Risk Committee (100%)  
Independent  
Audit Committee (100%)  
Independent  
Not independent  
Not independent  
Not independent  
1961  
Male  
British  
950  
1970  
1987  
Male  
Danish  
-
1989  
1990  
Male  
American  
-
Gender  
Female  
Danish  
900  
Female  
Danish  
1000  
Nationality  
No. of shares  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
42  
SENIOR MANAGEMENT  
Jan Rindbo  
Martin Badsted  
Remuneration for the Executive  
Position  
CEO  
CFO  
Management can be found in the  
Remuneration Report 2023 available  
for ten years on NORDEN’s website  
https://norden.com/investor/  
Education  
Trained in shipping and has completed executive  
training programmes at INSEAD  
Holds an M.Sc. in International Business  
Other directorships  
Employed in  
Born in  
Danish Shipping (BM) and D/S Orients Fond (BM)  
2015  
2005  
governance/remuneration  
1974  
1973  
No. of shares  
70,241  
20,709  
16,447  
No. of restricted shares 31,305  
Christian Vinther Christensen  
Anne Heidi Jensen  
Henrik Lykkegaard Madsen  
Heidi Nykjær Persson  
Position  
Chief Operating Officer, Freight Services & Trading  
Trained in shipping and has completed executive  
training programmes at Duke CE  
Chief Operating Officer, Assets & Logistics  
Holds a Bachelor of Commerce and has 25+ years of  
experience from the oil and gas industry  
Head of Asset Management  
Trained in shipping, holds a graduate diploma in  
Marketing Economics and has completed executive  
training programmes at INSEAD and IMD  
2010  
Head of People and Sustainability  
Trained in shipping, holds a BA in Shipping and  
Transportation from Shanghai University and an MA  
in Consulting and Coaching Change from INSEAD  
2018  
Education  
Employed in  
Born in  
2017  
1970  
2024  
1972  
1962  
1968  
* Member of Senior Management as per 1 January 2024  
 
NORDEN Annual Report 2023  
43  
ESG  
44 ESG in NORDEN  
49 Environment  
57 Social  
62 Governance  
67 ESG accounting policies  
77 Policies  
79 ESG performance data  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
44  
ESG IN NORDEN
Our strategy since 2017 has evolved around data, and by building
on the strong foundation that is already in place, NORDEN has
the ability to utilise the strong foundation to disclose ESG data in
accordance with the adopted reporting and accounting standards.
minimum 16% by 2030. The targets for reductions in EEOI are part
As a global provider of ocean-based freight
services, NORDEN plays a decisive and leading
role in our industry in creating a sustainable
future for global trade, our customers and an
organisation built on diversity, engagement and
strong compliance. In 2023, we made material
progress on the environmental agenda towards
our target of achieving net-zero emission by 2050.
of NORDEN’s strategic scorecard and management’s remuneration
scheme.
During 2023, NORDEN reduced the EEOI on its entire fleet by 9%
Y/Y to 9.0 grammes of CO2 per cargo nautical mile. The reductions
are mainly related to fuel efficiency and speed, driven by our deci-
sion to operate our vessels at lower speed levels. The reduction in
EEOI is mainly a result of our efforts, besides having experienced
some tailwind effects from decreased optimal speeds in the
industry.
E: Strong execution on the decarbonisation agenda
Our commitment and responsibilities for decarbonising our busi-
ness and our customers' supply chain continue to be more and more
important and they are therefore an integrated and fundamental
part of our strategy and our daily operational decisions.
While NORDEN works proactively with all elements of our ESG
strategy, our key strategic focus areas are reducing emissions from
our vessels and Diversity, Equity & Inclusion (DE&I). During 2023,
we recognised several material successes with an improvement in
tonnage-adjusted fleet Energy Efficiency Operating Indicator (EEOI)
of 9% Y/Y and reaching our diversity target of 40% for the lowest
represented gender in our workforce.
The global climate emergency has for a long time stressed the need
for accelerating a sustainable future and focus on decarbonisa-
tion across industries, not only setting long-term targets, but also
committing to initiatives with immediate decarbonisation effect.
Today, environmental focus is an enabler for smarter global trade
and offering low-carbon emission products to our customers. Being
a leading player in the shipping industry that accounts for 90% of the
world’s transported goods, but at the same time 3% of the global
carbon emissions and a critical part of our customers' scope 3 emis-
sions, we have the responsibility to focus on reducing our environ-
mental impact and our customers' supply chains.
In the short term, focus on efficient operation of our operated
vessels will be core in our decarbonisation strategy, which includes
voluntarily reducing the vessel speeds below what is economically
optimal, phasing out the 5% worst polluting vessels from our fleet
when chartering in capacity, scheduling consistent hull cleanings
to decrease resistance and improve fuel savings to benefit our
customers and continue to invest in fuel transparency ensuring fuel
quality and better efficiency.
In 2024, we will continue the work towards an even more sustainable
business model based on existing and new climate and diversity
initiatives.
In order to measure the fuel efficiency of our operated fleet and
be able to support our customers with transparency and reliable
data, we utilise our in-house data analytics capabilities. NORDEN
is well-positioned to make the most optimal assessments for our
business, our customers and the climate by utilising our data model
that handles more than nine billion data points every day, combining
efficiency data for own vessels with data for chartered vessels.
Our strategic sustainability priorities
Based on our strategy of being a global provider of ocean-based
freight services and port logistics solutions, NORDEN has high ambi-
tions across the sustainability agenda and has the potential to lead
the development and improvements of our industry.
On the environmental agenda, we have already set ambitious
targets to reach net-zero emissions by 2050 supported by short-term
targets of yearly reductions in our EEOI of a minimum of 2% per
year, equivalent to a medium-term target of a reduction in EEOI of
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
45  
In addition to our operational focus on improving the fuel efficiency,
we expect to grow the number of voyages with low-emission biofuel
alternatives in the coming years, building on our newly developed
and certified book & claim system enabling carbon insetting directly
into the shipping logistic supply chain. During the year, we had a
commercial breakthrough signing the first low-carbon emission
contract with the Canadian mining company Teck and secured the
first carbon-insetting transactions.
We have committed to constantly improving and, while monitoring
the impact of organisational development, we exceed targets set
for DE&I. We are very satisfied to see a continued positive trend and
that NORDEN in 2023 reached our target of 40% of the lowest repre-
sented gender across our workforce.
sion-making and maintaining high standards of business conduct.
The Code is provided to new hires during onboarding and must be
acknowledged annually to ensure comprehension of any updates.
During the year, all eligible employees passed an anti-corrup-
tion e-learning course, to ensure the organisation is aware of and
complies with the programme.
A key priority for NORDEN is setting high standards for health and
safety for seafarers on board NORDEN-owned vessels. During the
year, we saw an increase in the overall Lost Time Incident Rate (LTIR)
to 1.0 based on four minor incidents in 3.9 million exposure hours on
board NORDEN-owned vessels. We continue the work of improving
our health and safety with several campaigns being launched,
targeting both the nature of the specific injuries, but also general
safety and health awareness across the organisation.
To achieve our ambitions of creating a sustainable business model,
sustainable procurement is another key priority, which is being
anchored in the procurement operating model of NORDEN. In 2023,
The investment in the biofuel producer MASH Makes is a strategic
investment made with the rationale of engaging directly in the
development and supply of alternative fuel sources, which will be an
important pathway to further reduce our emissions in future and to
offer direct decarbonised supply chain solutions to our customers.
Strategic ESG collaborations  
Currently, the long-term perspectives for what the optimal
zero-emission technologies for dry cargo and tanker shipping
remain uncertain and therefore, NORDEN prioritises initiatives with
a more immediate positive impact. In 2023, we secured our first
leased newbuilding with the option of dual-fuel methanol design.
To reach our long-term net-zero emission target by 2050, we are
committed to investing in net-zero emission technologies, as already
included in our target of only ordering zero-emission vessels from
2030.
NORDEN facilitates the opportunity for its employees and their
children as well as children of seafarers on NORDEN-owned vessels
to apply for scholarships via Orient’s Fond, primarily funded by
portions of NORDEN's generated profits. NORDEN plays an active
role in this opportunity, ensuring these scholarships are available to
candidates within the maritime community.
G: Trust is key for our stakeholders
Being a global company that operates in regions where concepts of
integrity and good business ethics vary, it is critical for NORDEN to
strive to uphold the highest standards for business conduct in our
operations and protect our values and heritage to maintain the role
as trusted partner by our customers and to the public.
S: NORDEN is a people-driven business
NORDEN continuously works to strengthen our position as an attrac-
tive employer, offering an inclusive and engaging working environ-
ment, in which all employees have equal opportunities for realising
their potential - all elements critical for operating a high-performing
organisation.
NORDEN has an Employee and Supplier Code of Conduct that
outlines the ethical, social and environmental standards all employees
and suppliers are expected to follow. It serves as a guide for deci-
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
46  
we were able to assess 55% of our strategic suppliers based on our
ESG criteria, surpassing our target of 30%.
CASE STORY
OPTIMISING FREIGHTS TO
DECARBONISE CUSTOMERS'
SUPPLY CHAINS
ESG initiatives for 2024
Looking into 2024, we are planning to accelerate our climate and
decarbonisation initiatives based on the commercial and operational
breakthrough we experienced this year with the first low-emission
contracts and book-and-claim transactions conducted.
We foresee an increasing demand for decarbonised solutions from
our customers in order for them to reach their scope 3 targets, and
NORDEN aims to be the trusted partner in that development.
The Canadian mining company Teck Resources Ltd. had a
goal of reducing the carbon emissions associated with the
transportation of its steelmaking and coal, and therefore
approached NORDEN for help with the task.
“With this initiative, we are now able to design customer-
tailored freight emission contracts where we leverage
our combined expertise to develop unique solutions that
support our customers’ ambitions to lower their supply
chain emissions,” said NORDEN CEO Jan Rindbo.
NORDEN will further develop our engaging and inclusive working
culture and continue the improvements seen in our priorities of
increasing the share of the underrepresented gender in commercial
and managerial roles.
As NORDEN and Teck were already in business together,
the partnership was a natural extension. The partnership
aims to reduce the annual emissions from Teck shipments
handled by NORDEN by 25%, or up to 6,700 tonnes of CO2,
equivalent to removing over 1,400 passenger vehicles from
the road.
To achieve the reductions, NORDEN is utilising a range
of solutions, including fuel-efficient ships and alternative
In 2024, NORDEN will implement a new group HSEQ position to
create a strategy and process for existing and new business areas
within health, safety and well-being for seafearers working on our
vessels.
fuels such as biofuel in combination with an intelligent use
of advanced data analytics to optimise vessel speed and
routing.
NORDEN will likewise implement steps to further improve measuring
the effectiveness of the Anti-Corruption Compliance Programme
and our target is that by 2024 60% of our strategic suppliers have
been screened for ESG criteria.
Reporting standards
Over the past year, NORDEN has started the implementation of the
European Sustainability Reporting Standards (ESRS) in preparation
for the standards becoming mandatory in the reporting year 2025.
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
47  
By aligning with the ESRS now, we are not only staying ahead of
regulatory requirements but also reinforcing our commitment to
transparent and accountable sustainability reporting. Our early
alignment towards the ESRS not only demonstrates our foresight
and readiness for upcoming regulatory changes but also underlines
our role as a leader in sustainable practices within the shipping
industry. As we transition to these standards, we have made consid-
erable efforts to ensure our sustainability disclosures comply with
the ESRS framework. This includes a thorough review and analysis
of all material aspects of our business operations and their impact,
ensuring that our reporting is both comprehensive and meaningful.
In line with our commitment to transparency and reliability of our
sustainability reporting, NORDEN has obtained limited assurance
on all its preliminary asessed material metrics and targets disclosure
requirements as outlined by the ESRS index on p. 80.
allows us to identify sustainability topics, which are material from
a sustainability or financial perspective. The full description of our
double materiality assessment process can be found on p. 73. In
the assessment, NORDEN identified topics within climate change,
pollution, DE&I, health & safety and business conduct to be mate-
rial for us. In the table below, we provide a condensed overview of
selected material topics and monitoring indicators for NORDEN.
These highlight our sustainability focus with the monitor indicators
we are actively working with.
In conformity with the ESRS, NORDEN has performed a double
materiality assessment during the reporting period. The assessment
NORDEN’s material topics and monitoring indicators
Sustainability priorities
ESRS section
Material topics
Monitoring indicator
2023
9.0
2022
9.9
Ambitions
Environmental
E1 Climate Change
Short term: 2% improvement per annum
Medium term: 16% by 2030
Efficient operation
of our vessels
TTW EEOI on all assets (million grammes CO2 per nautical mile)
Enabling our customers
to decarbonise their
supply chains
Total CO2e emissions from scopes 1 & 2 ('000 tonnes) ¹
Total CO2e emissions from scope 3 ('000 tonnes)
Overall Engagement Score (index)
3,835
3,693
4,287
3,826
Reduce GHG emissions to net zero by 2050
Reduce GHG emissions to net zero by 2050
> Index 80 by 2025
Decreasing value
chain emissions
Social
S1 Own Workforce
84
83
Offering an inclusive,
engaging, equal and
safe working
Diversity, Equity
and Inclusion
Diversity (share of lowest represented gender)
Retention Rate / Employee Turnover (%)
41%
40%
Minimum of 40% share of lowest represented gender
> 90% retention rate
94% / 15%
94% / 9%
environment
S2 Workers in
value chain
Health & Safety
LTIR (per one million working hours)
1.0
0.8
< 0.8 at all time
Governance
Galvanising sustainable
business conduct
G1 Business Conduct Sustainable
Procurement
Suppliers screened for ESG (%)
55%
100%
0
NA
99%
0
60% strategic suppliers by 2024
100% e-learning completed
0 all time
Staff completed e-learning course (%)
Anti-corruption
and bribery
Number of convictions and the amount of fines for violation of anti-corruption
and antibribery laws
¹
Location-based Scope 2
 
In brief  
Strategy  
Business Performance  
Corporate Governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
48  
CASE STORY
TAPPING INTO THE FUTURE SUPPLY
OF RENEWABLE FUELS
To assist customers in decarbonising their supply chains and push forward the green transition of the
shipping industry, NORDEN has invested in a minority stake in MASH Makes – a Danish-Indian biofuel
scale-up that researches, develops and produces renewable fuels from biomass waste.
“We cannot rely solely on traditional offtake agreements with fuel suppliers to achieve decarbonisa-
tion at the necessary speed that climate change requires. We need to be a greater part of the supply
chain to ensure significant volumes and attractive prices that will make NORDEN competitive in
offering low emission freight solutions to our customers,” says Jan Rindbo, CEO at NORDEN.
“We are humbled that NORDEN has seen a potential in our platform and decided not only to invest,
but also enter a strategic partnership with us. Joining forces with a partner like NORDEN is an oppor-
tunity for us to accelerate the growth of our scale-up, as well as bring our biooil products to
the marine fuel market,” says Jakob Andersen, CEO of MASH Makes.
MASH Makes' first biooil product is in a late development stage and expects
to conduct the first trial on-board NORDEN vessels in early 2024. Further-
more, the expectation is that MASH Makes can gradually ramp up its
production and become a significant supplier to NORDEN’s fleet within
the next three years in strategically important locations.
 
In brief  
Strategy  
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Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
49  
ENVIRONMENT
• Carbon Emissions Transparency: At NORDEN, we provide an
estimated carbon emission report before every journey and a
detailed post-voyage emissions breakdown. This transparency
empowers our customers to consider the environmental impact
alongside cost and schedule in their freight transport decisions.
• Greener Shipping Solutions: We are at the forefront of devel-
oping more sustainable shipping options. Our efforts range from
utilising advanced analytics for optimising vessel efficiency to
offering voyages powered by low emission biofuels.
ESRS E1: Climate Change
Impacts, risks and opportunities
Governance
At NORDEN, we are on the cusp of a monumental
shift towards greener shipping – a transformation
set to be one of the most significant in our
history. With 3% of the world’s carbon emissions
originating from the shipping industry, there is
an urgent need for a collective push towards
more efficient and sustainable freight solutions.
NORDEN intends to be on the frontier of change,
enabling our customers to decarbonise their
supply chains.
Our governance model closely aligns executive remuneration with
our ESG strategy and initiatives, including climate action, dedicating
15% of Executive Management's compensation to sustainability
objectives. This incentive structure is anchored to critical metrics
and Tank to Wake EEOI. This KPI supports our strategic commitment
to achieving net-zero emissions by 2050, fostering a transition to
zero-carbon shipping and delivering on our strategic objective to
decarbonise our customers' value chain.
• Improving Operational Efficiency: NORDEN wants to help decar-
bonise shipping with our strong emphasis on operational effi-
ciency while growing our market share.
• Net-zero Office Operations by 2027: With an internal goal set
by our employees in 2022, we have focused on three main areas:
green building initiatives, sustainable procurement practices and
eco-friendly transportation options.
In the short term, we are focused on operational efficiency, targeting
a 2% annual reduction in EEOI, equivalent to an implied medium-
term target of a minimum 16% reduction in EEOI by 2030. This
directly ties executive rewards to progress in reducing emissions
and increasing efficiency, aligning our leadership's efforts with
our ambition to lead in decarbonising our customers' value chain.
NORDEN's transition plan is seamlessly integrated into its overall
business strategy and financial planning, focusing on enabling
customers to meet their decarbonisation commitments.
NORDEN is dedicated to assisting our customers in decarbonising
their supply chains. Our commitment extends beyond our opera-
tions as we contribute to innovative solutions through collaborations
in industry organisations and exploring opportunities within the
upstream production of green fuels.
• Zero-emission Vessels from 2030: We pledge that by 2030,
all new vessels ordered by NORDEN will be equipped with
zero-emission technology.
To focus our environmental efforts and maintain transparency and
progression, we have identified two material topics on our environ-
mental agenda: the efficient operation of our vessels and decreasing
value chain emissions. The strategies and goals for these topics
are an integral part of NORDEN’s six climate commitments. These
commitments guide our immediate actions and shape our long-term
aspirations:
• Net-zero Emissions by 2050: Achieving net-zero emissions by
2050 requires a paradigm shift towards zero-carbon fuels and
innovative maritime technologies. NORDEN is engaging in indus-
try-wide partnerships to drive this change.
Management is responsible for upholding NORDEN’s risk manage-
ment policy and for overseeing and discussing strategic risks and
opportunities. NORDEN’s risk profile and exposure are reported
to the Board of Directors regularly. Internally, our Risk Committee
assists the Board of Directors in its oversight of NORDEN’s overall
risk-appetite and management of market, credit and liquidity risks
These initiatives and goals are not just about meeting regulatory
requirements or industry standards; they reflect NORDEN’s deep-
rooted commitment to environmental stewardship and our proactive
role in shaping a more sustainable future for global shipping.
 
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Corporate governance  
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Financial statements  
NORDEN Annual Report 2023  
50  
2023 achievements & initiatives
as well as climate-related risks. Our decarbonisation team makes
proposals as to how these opportunities and risks can be anchored
in the commercial business. Our Audit Committee identifies and
manages risks related to financial reporting and auditing, among
others. The transition plan has received full approval by NORDEN's
Board and is overseen by the ESG board, emphasising strong organ-
isational commitment. In the reporting period, NORDEN reported a
reduction in CO2 equivalent emissions of 7% and a 9% improvement
in fleet-normalised TTW EEOI.
is a direct reduction of GHG emissions within the industry in which
they have been generated. Carbon insets create a demand for
low-carbon fuel and thus contribute to financing and accelerating
the decarbonisation of the industry. Carbon insetting addresses
this challenge by providing a mechanism allowing us to discon-
nect the physical burning of biofuel on-board our vessel from
the customer purchasing and claiming the associated emissions
reduction. Through this mechanism, carriers such as NORDEN can
sail on biofuel where possible in the fleet and offer a low-emission
solution to all our customers at a competitive price, regardless of
their trading routes and other constraints that would prevent them
from sailing directly on low-carbon fuels. Currently, the supply of
low-carbon fuels such as biofuel is limited both in terms of produc-
tion and geographic availability. This means that it is not possible to
offer biofuel sailing under the same conditions to all our customers
looking to reduce maritime emissions within their supply chain.
Therefore, carbon insetting is a vital component of delivering emis-
sion reduction in the short and medium term.
• Lowered our fleet-adjusted EEOI on all assets by 9% in 2023,
thus being well on our way to reach our target of 2% reduc-
tion per year and a total reduction of 16% in 2030.
• Implemented four climate initiatives with the ambition to
demonstrate our proactive approach to environmental
responsibility. The impact of our climate initiatives in 2023
resulted in a reduction of emissions by 5% or equivalent to
running 25 vessels on green fuels.
Strategy
NORDEN has articulated a transition plan aimed at achieving
net-zero emissions by 2050 and a short-term reduction in EEOI of 2%
per annum, implying a 16% reduction in EEOI by 2030 using 2022
levels as a baseline. The progress of EEOI reduction can be found on
p. 54.
• Invested in the future supply of renewable fuels at competi-
tive prices by investing a minority stake in the Danish-Indian
biofuel scale-up, MASH Makes, a company that produces
renewables from non-food biomass, enabling 2nd and 3rd
generation biofuel. It positions NORDEN at the forefront of
renewable fuel research and development, promising future
access to innovative biofuels.
In 2023, NORDEN has launched several different climate initiatives
that enable us to deliver on our environmental ambitions and contin-
uously work on implementing new initiatives. This includes volun-
tary speed reduction, the elimination of chartering in the 5% worst
polluting vessels and scheduling consistent hull cleanings to reduce
resistance and enhance fuel efficiency.
In the long term, NORDEN will be exploring the production of green
fuels like ammonia or methanol to eventually provide CO2e-neutral
freight services, highlighting our commitment to pioneering sustain-
able shipping solutions.
• Entered into a green freight contract with Teck Resources
Limited with the ambition to substantially reduce CO2 emis-
sions in their steelmaking coal supply chain. This agreement
is set to cut annual emissions from Teck shipments handled
by NORDEN by 25%, amounting to a reduction of up to
6,700 tonnes of CO2e. This reduction is comparable to
removing over 1,400 passenger vehicles from the road.
Additionally, NORDEN offers tailored green freight-solutions for
our customers. Depending on the customers' needs, NORDEN can
develop freight solutions for customers allowing them to reduce
emissions by up to 85% on a well-to-wake (WTW) scope.
Risks and opportunities
NORDEN's process for identifying and assessing climate-related
physical and transition risks is conducted by an in-house team of
specialists. This team thoroughly evaluates potential transitional and
acute risks associated with climate-related scenarios, specifically the
RCP 1.9 and RCP 8.5 pathways. These scenarios reflect a spectrum of
possible future climate outcomes, from more optimistic low green-
house gas concentration trajectories to high-emission scenarios.
• Launched our carbon-insetting solution, through a Book
& Claim system, to help our customers decarbonise their
supply chains by bridging emission reductions made on
NORDEN’s biofuel voyages with customers looking to
reduce emissions.
In the short to medium term, NORDEN considers our carbon inset-
ting offering and the investment in Mash Makes as key levers for
our ambition to reduce EEOI by 2% per annum. Carbon insetting
 
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Financial statements  
NORDEN Annual Report 2023  
51  
Based on the risk analysis, the team formulates mitigation actions to
manage identified risks and leverages opportunities to enhance the
company's resilience. This includes incorporating weather routing
systems, diversifying business activities and investing in green
technology. The team also explores opportunities arising from the
transition to a low-carbon economy, such as the development of
new green products or services, or improvements in operational
efficiency.
Climate mitigation policy
As of 2023, NORDEN has not formally adopted a comprehensive
climate mitigation policy. The primary reasons for this are twofold:
firstly, the rapidly evolving landscape of climate science and policy
has necessitated a cautious approach to ensure that any policy
adopted is both current and forward-looking. Secondly, NORDEN
has been in the process of ensuring extensive stakeholder engage-
ment to align our policy with the broad interests and concerns of our
customers, investors and regulatory bodies. NORDEN is committed
to adopting a climate mitigation policy by the next reporting period.
EU Taxonomy
The purpose of the EU Taxonomy is to
help stakeholders understand whether
the economic activity of an undertaking is
environmentally sustainable.
Taxonomy eligibility and alignment are expressed through
three KPIs: turnover, capital expenditure (CapEx) and operating
expenditure (OpEx). NORDEN has taxonomy-eligible activities
within the 'Sea and Coastal Freight Water Transport, Vessels For
Port Operations, and Auxiliary Activities' category, based on the
company’s turnover, CapEx and OpEx. NORDEN has aligned
activities within turnover and CapEx, but not within the OpEx
KPIs.
The company recognises that while its agile operator model typically
shields it from significant impacts of physical climate risks, under the
RCP 8.5 scenario, the increased frequency and intensity of extreme
weather events could lead to higher risks of damage to ships and
cargo, potentially eroding margins. To mitigate these risks, NORDEN
is relying on extensive use of weather routing systems for pricing,
securing comprehensive insurance coverage and carefully assessing
freight contracts for chronic risks.
The EU Taxonomy tables for all KPIs are located on p. 82. Please
refer to the ESG accounting policies on the EU Taxonomy for the
methodology behind our eligibility alignment assessment.
As the maritime industry evolves rapidly with technological inno-
vations, particularly in fuel sources and vessel efficiency, there is
an inherent risk of our assets declining in value. This devaluation is
a direct consequence of the transition towards low-emission tech-
nologies and could potentially lead to assets becoming stranded
before the end of their useful life. NORDEN operates an asset-light
fleet strategy, which mitigates this risk. This approach enhances our
agility and flexibility, allowing us to adapt more readily to techno-
logical advancements and market shifts without incurring significant
losses on asset value. By being an operator of assets, we mitigate
the financial risk of declining asset prices that are tied to older, less
efficient technologies.
Turnover: Taxonomy-eligible revenue is 78% for 2023, while
Taxonomy-aligned revenue is 0% (rounded) for 2023.
Capital expenditures: Taxonomy-eligible CapEx is calculated
to be 100% for 2023, while Taxonomy-aligned CapEx is 4% for
2023. NORDEN does not have any technically aligned CapEx
plan, but this is to be considered within the coming years.
Operating expenditures: Taxonomy-eligible OpEx is 75% for
2023, while Taxonomy-aligned OpEx is 0% for 2023.
 
In brief  
Strategy  
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ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
52  
Risk matrix
In the table overview, we list key transitional and physical risks related to climate for NORDEN alongside
mitigation and opportunities arising from these risks based on our analysis:
Transitional risks
Mitigating actions
Opportunities
Policy & Legal
Technology
•
•
Implementation of new regulation which impacts NORDEN
more negatively than competitors.
Failure to comply with reporting and compliance regulations
(ESRS, EU Taxonomy & CII).
•
•
Decreasing residual value risk by shifting exposure to operator
activities and being less dependent on the owned fleet.
Monitoring policy, legal and regulatory sustainability
landscapes.
•
•
Asset-light operator model and able to quickly shift market
exposure and navigate new legislation.
Offering regulatory and carbon tax services to third parties in
the NORDEN tanker pool.
•
Accelerated decline in value of existing assets due to
technological innovation, e.g. fuel sources and vessel efficiency.
•
•
Actively testing and operating zero-emission ships, investing
in R&D related to low-carbon fuels and, from 2030, only order
ships with zero-emission technology.
Investing in data analysitcs to keep developing market leading
operational systems.
•
•
Agile model allowing NORDEN to perform relatively well
compared to our peers.
Offering innovative and sustainable freight solutions for our
customers.
Market
•
Declining demand for seaborne transportation services driven
by lower demand for fossil fuel products and higher marginal
costs (fuel costs, carbon tax, capital costs).
Premature investments in green freight products not aligned
with market demands.
Increasing funding cost and/or potential lack of funding
availability for activities not aligned with green investment
demands (e.g. EU Taxonomy, Poseidon principles and SBTi).
Insufficient supply of alternative fuel sources.
•
•
Diversification of business activities.
Providing green freight options by working with our partners to
co-create greener shipping solutions.
•
•
Increasing market share through stronger branding and
superior offering.
Empowering our customers to reduce their CO2e emissions
by offering greener alternatives competitive with the price of
carbon.
•
•
•
Securing long-term alternative fuel supply contracts.
•
•
Providing logistic solutions supporting a circular economy.
Book-and-claim offering.
•
•
•
Reputation
External stakeholders’ perception of NORDEN’s climate
footprint and initiatives.
Unable to attract and retain talented employees with high
decarbonisation ambitions.
•
Support industry-wide research within new forms of propulsion,
green fuels, and eFuels with Mærsk McKinney Møller Centre for
Zero Carbon Shipping.
New and ambitious climate strategy.
Improving transparency in emissions reporting.
•
•
Delivering net-zero emissions from our operations by 2050.
Becoming an industry leader in helping customers decarbonise
their supply chains.
•
•
Physical risks
Acute
•
Margin erosion due to more frequent extreme weather events
(e.g. drought or storm).
•
•
Extensive use of weather routing systems when pricing and
assessing the risk of freight contracts.
•
•
Leveraging our use of data to improve predictions and decision-
making.
Chronic
•
•
Scarcity of water, impacting trade patterns and volumes.
Rising sea levels, impacting port operations and trade patterns.
Including the impact of chronicle risks when evaluating business
opportunities.
Expansion of logistics offerings to non-core activities via Assets
& Logistics business unit.
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
53  
Material topics, metrics and targets
Decreasing value chain emissions
Our total GHG scope 1, 2, and 3 CO2e emissions were 7.5m tonnes
– a decrease of 0.6m tonnes compared to 2022. Scope 1 CO2e
emissions have decreased by 11% year-on-year, while scope 3 CO2e
emissions have decreased by 3% year-on-year. This is mainly driven
by lower emissions related to purchased goods and services and
upstream emissions on bunker, offset by increasing emissions from
TCO vessels. Given our target of net zero by 2050, we must reduce
emissions by 3.7% on an annual basis from 2022 levels to realise this
ambition.
As part of our aspiration to decarbonise our customers’ supply
chains, NORDEN aims to be carbon neutral by 2050. This is aligned
with the climate ambitions outlined by the Danish government’s
climate partnership with the Danish maritime sector of achieving
carbon neutrality by 2050. Providing transparency is the first step
towards decreasing value chain emissions, mapping the full extent of
our GHG emissions and focusing on the ones, where NORDEN has a
material impact.
CO2e emissions
We apply a materiality threshold to our scope 3 categories to ensure
focus on material sustainability topics. If any category is estimated to
contribute less than 1% to the total scope 3 emissions, it falls below
our materiality threshold and is deemed non-material for external
reporting purposes. In line with this approach, although relevant,
the following GHG scope 3 categories have been determined to be
‘material’, ‘relevant, but not material’ and ‘not relevant or material’:
('000 tonnes)
2023
2022
%
Scope 1 GHG emissions
3,834
0.4
4,287
0.4
-11%
19%
-3%
Scope 2 GHG emissions (location-based)
Scope 3 GHG emissions
3,693
187
3,826
266
- GHG 1: purchased goods and services
- GHG 2: capital goods
-30%
189%
-9%
18
6
- GHG 3: fuel and energy-related activities
- GHG 13: downstream leased assets
823
904
2,665
2,650
1%
GHG scope 3 categories
Relevant,
but not material
Not relevant
or material
Total GHG emissions
7,528
8,113
-7%
Material
•
Purchased goods
and services
Capital goods
Fuel and energy-
related activities
Upstream transporta-
tion and distribution
Downstream leased
assets
•
Waste generated in
operations
Business travel
Employee
commuting
Investments
•
Upstream leased
assets (reported in
scope 1)
Downstream transpor-
tation and distribution
Processing of sold
products
Use of products sold
End-of-life treatment of
products sold
In the short term, NORDEN expects absolute emissions to follow
vessel day activity levels and market conditions while being offset by
NORDEN’s climate initiatives.
•
•
•
•
•
•
•
•
•
Efficient operation of our vessels
•
•
Efficient operation of vessels is an integral part of NORDEN’s oper-
ator business model. We monitor the vessels' fuel efficiency using
the EEOI measure. On NORDEN’s owned and operated vessels, we
continuously monitor fuel efficiency, determining optimal speeds
•
Franchises
 
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Financial statements  
NORDEN Annual Report 2023  
54  
and route planning. By distinguishing between operated and
chartered-out voyages, we can identify the impact of our efforts,
while still taking responsibility for all tonnage that we deliver to our
customers by providing EEOI based on all assets.
NORDEN’s EEOI framework
NORDEN uses the EEOI metric as a performance indicator for operational efficiency. EEOI
measures the relationship between CO2 emissions from bunker fuel consumption and transport
work (tonne-nautical miles). NORDEN reports three different versions of EEOI:
During 2023, TTW EEOI on all assets decreased from 9.9 grammes
CO2/tonne-mile to 9.0, corresponding to a decrease of 9.9%.
Adjusting EEOI for changes in fleet composition has a significant
impact on tankers, with a like-for-like change of a negative 1.2% vs a
negative 4.7% unadjusted. This is due to an increasing share of MR
vessels in the current reporting year with higher fuel efficiency and
lower EEOI compared to Handysize T vessels which constituted a
larger part of our pool activities in 2022.
1. TTW all assets: For the entire fleet including TCO vessels
• Speed: EEOI is positively correlated with speed.
and based on TTW emissions only.
• Bunker type: EEOI is impacted by the WTT and TTW CO2e
emissions related to the bunker type. Increasing the share of
biofuel would decrease emissions and thereby EEOI.
2. TTW operating assets: For the operated fleet excluding
TCO vessels and based on TTW emissions only.
Actual EEOI and EEOI trajectory  
3. WTW operating assets: For the operated fleet excluding
TCO vessels and on a well-to-wake (WTW) basis, i.e.
including upstream emissions related to the extraction,
processing and transportation of bunker fuel for our vessels.
This measure is presented on a CO2e basis.
• Cargo hold utilisation: Measures the utilisation of cargo
capacity during a voyage. Cargo utilisation is a number
between zero and one. Higher cargo utilisation would
increase transport work and fuel consumption as more
energy is required for propulsion at a given speed with
more cargo. The effect of increasing cargo utilisation is a
decreasing EEOI.
CO2/tonne-mile  
10.0  
9.5  
9.0  
8.5  
NORDEN's primary measure is the TTW EEOI all assets
presented on a fleet-adjusted basis. NORDEN has divided
EEOI into the main drivers that affect the performance, as
this allows NORDEN to follow developments in the indicator
on a more granular level. CO2e emission drivers are split into
speed and bunker type, while transport work drivers are
determined by cargo utilisation, laden utilisation, and fleet
composition. The relationship between EEOI and the drivers
listed is described as:
• Laden utilisation: Measures the relationship between laden
and total miles. Laden miles are miles, where the vessel
carries cargo. Transport work is calculated as the product
of nautical miles and cargo carried. Holding everything else
constant, higher laden utilisation would increase transport
work and decrease EEOI.
8.0  
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Year  
Actual EEOI  
Trajectory  
Baseline  
• Fleet composition: EEOI is highly impacted by fleet compo-
sition. To make EEOI more comparable, NORDEN reports
performance across vessel types and outlines the fleet-ad-
justed EEOI, enabling a more transparent explanation of
variations in the performance indicator year-on-year.
The development in EEOI is driven by a combination of our climate
initiatives and market dynamics making lower speeds more attrac-
tive compared to the previous reporting period. Additionally, we
have seen higher cargo and laden utilisation, improving the metric.
 
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Corporate governance  
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Financial statements  
NORDEN Annual Report 2023  
55  
Energy consumption and mix
stakeholders to see progress on a medium and long-term basis.
Furthermore, it allows stakeholders to distinguish between reduc-
tions being created by operational decisions like reduced speeds
and customers being willing to pay for green freight options, which
is seen in an increasing share of renewable fuel consumption. Finally,
we report on the share of heavy fuel oil (HFO) in our fuel consump-
tion to provide transparency on whether reductions in air pollutants
are driven by a lower share of HFO, having high emission factors for
pollutants like SOx and PM2.5. Share of HFO can be found in the
SASB index on p. 79.
Perceiving energy consumption as a material sustainability impact,
NORDEN reports on development in fuel consumption from
crude oil and petroleum products, fuel consumption for renew-
able sources and energy intensity in conformity with the ESRS. By
monitoring these metrics, NORDEN aims to create transparency on
the share of fuel consumption from renewable sources, allowing
NORDEN’s fuel consumption from renewable sources increased
from 14,470 MWh in 2022 to 19,790 MWh in 2023. This corresponds
to 0.1% of NORDEN’s fuel consumption on our operated vessels.
Metric
2023
2022
Fuel consumption from crude oil and petroleum
products (MWh)
13,861,565 15,492,962
Summary of EEOI by vessel and type
Fuel consumption for renewable sources (MWh)
Energy intensity (USD/MWh)
19,790
266
14,470
343
2023
2022
TTW Ops
WTW Ops
TTW Ops
TTW
WTW Ops
TTW Ops
TTW
In the table below, we have summarised performance from 2022 to
2023 of the key metrics that drive the development in EEOI.
Multi Purpose
Handysize
28.5
11.6
8.2
23.9
9.8
6.9
7.1
23.9
9.9
7.1
12.7
9.2
10.7
7.8
11.2
8.3
-8.8%
-11.9%
-11.3%
Supramax
Performance summary
Panamax
8.4
7.4
7.3
7.9
7.9
9.4
8.0
8.2
Capesize
Key metrics
2023
2022
Chg. Y/Y
Dry cargo
9.2
7.8
10.1
8.5
8.9
-9.2%
TTW EEOI (g CO2/tonne-mile)
WTW EEOI (g CO2e/tonne-mile)
Cargo hold utilisation
Laden utilisation
9.0
10.7
9.9
11.6
-10%
-7%
Fleet-Standardised
9.2
7.8
10.2
8.7
8.9
-10.6%
Handysize T
MR
27.5
17.4
6.0
23.0
14.6
5.1
22.9
14.5
5.1
25.3
18.5
20.9
15.1
20.8
14.8
10.1%
-3.3%
81.4%
78.2%
11.3
79.9%
76.8%
11.7
1.5 pps
1.4 pps
-3%
LR2
Avg. speed (kts)
Tankers
17.9
17.9
15.0
15.0
14.8
14.8
19.5
15.9
15.5
-6.0%
Avg. fleet DwT
61,316
0.1%
59,906
0.1%
2%
Fleet-Standardised
18.8
15.3
15.0
-2.4%
Renewable fuel share
78%
Total
10.7
8.9
9.0
11.8
9.9
9.9
-10.1%
Fleet-Standardised
10.7
8.9
9.0
11.6
9.8
9.9
-8.5%
 
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NORDEN Annual Report 2023  
56  
ESRS E2: Pollution
Impacts, risks & opportunities
considerably rougher hull surface caused by the fouling. As a direct
consequence, fuel consumption is expected to rise significantly.
While improving fuel efficiency and hence reducing the relative
CO2e emissions from vessel operation, there is an increased risk of
water pollution related to the biocide effect of persistent anti-fouling
components. The industry is starting to focus on this topic and new
biocide-free coatings are available, but the effectiveness to prevent
fouling growth is yet to be proven.
Development by air pollutant type
Units: Mt
2023
2022
Maritime shipping, while efficient in terms of CO2e emissions rela-
tive to the distance and weight of goods transported, presents
multifaceted environmental challenges. The varied nature of ships,
their cargo, fuels and materials render them complex entities with
a broad environmental footprint that spans both air and water
ecosystems. In terms of pollutants, vessels, through combustion
and energy transformation for propulsion and power, emit a mix
of air pollutants. The primary ones include sulphur oxides (SOx),
nitrogen oxides (NOx) and particulate matter (PM). In addition,
although less prevalent, ships emit non-methane volatile organic
compounds (NMVOCs) and heavy metals into the air. These emis-
sions are particularly concerning in high-traffic maritime areas and
can travel great distances, affecting communities and regions far
from the source. Efforts to regulate and reduce such emissions have
led to a sustainability trade-off. The implementation of scrubbers to
cut SOx emissions, for example, has resulted in an increased release
of pollutants into the sea through wash water from scrubbers. These
regulatory developments, while striving to curb high-sulphur bunker
fuel use without scrubbers, illustrate the complex interplay between
reducing atmospheric pollution and protecting water quality.
NOx
101,678
9,894
4,546
4,147
70
115,028
10,880
5,035
4,636
76
SOx
PM2.5
NVMOC
Heavy Metals in Air
Pollution policy
Pollution to water
NORDEN is following the industry standard enforced by the IMO.
This approach ensures that we remain aligned with the best avail-
able practices while we await regulation from policymakers. Not
complying with the regulation of the IMO may lead to financial
penalties, while potentially hurting business relationships by not
demonstrating a commitment to environmental compliance. Both
are considered material financial risks.
Based on the preliminary materiality assessment, NORDEN reports
the emissions of heavy metals and polycyclic aromatic compounds
(PAHs) into the water. These pollutants stem from the operation of
vessels having installed and using open-looped scrubbers. Wash-
water from this carry pollutants into water.
Total pollutants in water have decreased from 39 metric tons in 2022
to 30 metric tons in 2023. Heavy metals in water have decreased from
38 metric tons in 2022 to 29 metric tons in 2023, while PAHs have
decreased from 1.2 metric tons in 2022 to 0.9 metric tons in 2023:
Material topics, metrics and targets
Pollution to air
Perceiving air pollution to be material, NORDEN monitors and
reports on emissions of NOx, SOx, PM2.5, NMVOC and HM in the
air, which are significant air pollutants associated with maritime
transport. These emissions largely originate from the combustion
processes within ship engines and are a direct consequence of the
fuels used. Having in-house specialists working with fuel efficiency
and decarbonisation, NORDEN can apply leading practices to esti-
mate air pollution beyond NOx and SOx emissions.
Development in pollutans in water
Units: Mt
2023
2022
Another complexity is related to our ambition to improve fuel effi-
ciency and reduce the EEOI by applying anti-fouling paint. This
is a special coating applied to the hull and, in some cases, to the
propeller of a vessel to slow the growth and facilitate detachment
of subaquatic organisms, commonly known as fouling, which attach
to the hull and have a substantial impact on the vessel's hydrody-
namic performance. Specifically, it will result in increased resist-
ance through the water due to elevated friction resulting from the
Heavy Metals in Water
PAHs
29
1
38
1
In addition to the pollutants above, NORDEN tracks the ecological
impact of our operations through the performance indicators from
the SASB Marine Transportation Standard including spills, voyage
duration in marine-protected areas and share of vessels having
implemented BWTS. Development in these performance indicators
can be found in the SASB table on p. 79.
A breakdown of development by air pollutant type can be found in
the table to the right:
 
In brief  
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Financial statements  
NORDEN Annual Report 2023  
57  
SOCIAL
diversity figures, NORDEN is not only setting a progressive example
but also enhancing our potential performance.
talent and strengthen our ability to retain employees, reducing the
costs of hiring and integrating replacements.
NORDEN is a people-driven business, and we
continuously work to strengthen our position
as an attractive employer, offering an inclusive
and engaging working environment, in which all
employees have equal opportunities to realise
their potential - all elements critical to operating a
high-performing organisation.
On an industry level, NORDEN empowers the diversity agenda
through Women In Shipping (WIS), which is a professional network
with the aim of strengthening women in shipping and achieving
more diversity and equality in the industry. NORDEN is represented
in the Advisory Network and on the Board. In 2023, NORDEN co-cre-
ated an event with attendance of over 150 participants from the
industry.
NORDEN has articulated several policies to address and mitigate
the risks related to the material topics, most which are listed here:
https://norden.com/about/governance/policies-and-charters and all
of them are described on p. 77.
Material topics, metrics and targets
Diversity, Equity & Inclusion
At the heart of NORDEN's sustainability framework lies a commit-
ment to fostering a working environment built on a strong founda-
tion of Diversity, Equity & Inclusion (DE&I) and ensuring the health
and safety of seafearers working on our vessels.
As a people-driven business, NORDEN considers diversity a strength
in the world of shipping and actively works to embed DE&I in our
organisation. We aim for an organisation, where DE&I accelerates
our purpose of enabling smarter global trade through diversity of
thought, gender, nationality, age, work experience, educational back-
ground and other attributes. We want to achieve this by harnessing
all employees’ unique contributions into our operational foundation,
while opening up for different viewpoints and ways of thinking.
NORDEN conducts ongoing social impact discussions through
our ESG Executive Body and through an annual double materiality
assessment with in-house topic specialists. The impacts identified
through these sessions influence our strategy and initiatives.
ESRS S1: Own workforce
Impacts, risks and opportunities
NORDEN has identified DE&I as the main area of impact on our own
workforce. Creating a positive and inclusive working environment
is key to employee satisfaction and performance. Working glob-
ally and across cultures, teamwork and collaboration are essential,
fostering a culture that values open communication, mutual respect
and equal opportunities. NORDEN's emphasis on DE&I intends to
create an environment where employees feel valued and motivated,
ultimately driving innovation and decision-making. The shipping
industry's historical male dominance presents both a challenge and
an opportunity for NORDEN. Embracing DE&I is not just about fair-
ness and ethical responsibility; it is business critical. Diverse teams
bring varied perspectives, experiences and ideas, which are critical
in a dynamic and globally interconnected industry. By improving
NORDEN’s workforce is pivotal to our success, creating material risks
related to lack of DE&I as these may significantly affect employee
satisfaction and the ability to attract new talent. To manage these
risks, NORDEN regularly monitors and reviews workforce-related
metrics, while fostering open communication channels for employee
feedback and implementing policies that promote diversity and
inclusion.
At NORDEN, we base all recruitment, promotion and rewarding
on performance, potential, behaviour and ability to deliver on
our strategy and do not accept discrimination. NORDEN aims for
a gender balance of a minimum of 40% of the underrepresented
gender, which leaves up to 20% flexibility for female, male and
non-binary genders, recognising that some employees may not wish
to be categorised. Furthermore, our recruitment process enables
managers to focus on promoting equality and broadening oppor-
tunities for new and existing talents. This includes screening our job
ads for non-inclusive language and actively mitigating any potential
By investing in DE&I, NORDEN aims not only to mitigate risks but
also to create a resilient and agile organisation capable of adapting
to changing market demands and sustaining a competitive edge in
the maritime industry. By promoting an inclusive culture, NORDEN
is likely to maintain the position of an attractive employer for new
 
In brief  
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Corporate governance  
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Financial statements  
NORDEN Annual Report 2023  
58  
biases that might influence the decision-making process when hiring
and promoting.
The other levels of management currently consist of 14 employees
with 23% constituting the underrepresented gender. NORDEN aims
to increase the share of the underrepresented gender in managerial
positions to at least 40% by 2027. To gradually increase the share
of the underrepresented gender, we conduct unbiased hiring and
always include all genders when screening for new employees to
be part of the other levels of management. As this is the first year of
setting a target figure for the other levels of management, naturally
the target figure has not been reached, and above mentioned initia-
tives are thus of focus and still considered on track
Commercial roles represent an employee group to which we have,
historically, had the most difficulty in attracting and retaining
women. Since 2020, the share of women in commercial roles has
increased from 17% to 23%.
Diversity in management
The gender balance of the Board of Directors remained unchanged
in 2023. This was due to the fact that members leaving the Board
were replaced with mebers of the same gender. On the Board of
Directors, shareholder-elected women represented 33% (two out
of six) of the board members in 2023. The gender balance does
therefore not yet meet NORDEN's target of having a minimum of
40% shareholder-elected female board members in 2025. For the
Board of Directors to meet the objective on gender diversity, the
Board intends to propose female candidates at the Annual General
Meeting in 2025, bringing the ratio of females on the Board of Direc-
tors in line with our 2025 objective.
Another representation of NORDEN's diversity efforts is the 52
different nationalities in 2023. Furthermore, the percentage of
non-Danish employees has risen to 57% from 54% in 2023.
Diversity across employee groups
2023
33%
0%
2022
Diversity in management
Share of underrepresented gender in sharehold-
er-elected members of the Board of Directors
Managment level Metric
Total number of members
2023
6
33%
0%
Share of underrepresented gender in Executive
Management
Percentage of underrepresented gender
Target figures in percentage
33%
40%
Share of underrepresented gender in Senior
Management
20%
38%
41%
23%
20%
37%
40%
23%
The members of NORDEN’s Board of Directors cover a wide range
of competencies and experiences within international shipping,
finance, investment, strategy, digitalisation and risk management,
from both Danish and international business.
Share of underrepresented gender in managerial
positions
Board
Year of acheivement of target figure
Total number of members
2025
14
Share of underrepresented gender among
employees
Percentage of underrepresented gender
Target figures in percentage
23%
40%
2027
Other levels of
management
Share of underrepresented gender among
employees in commercial roles
Year of acheivement of target figure
This combination is considered desirable as it ensures a broad
approach to decisions and contributes to ensuring qualified govern-
ance of NORDEN’s strategic direction. Likewise, gender balance on
a managerial level is desirable and pursued on an ongoing basis
in NORDEN, as part of ensuring a diverse range of management
skillsets and composition, while promoting equal opportunity across
the organisation.
Diversity in the workforce
Gender distribution in senior management
The share of the underrepresented gender among employees was
41% in 2023, up from 40% in 2022, reaching our target of 40%. Among
management and senior management, the share of the underrepre-
sented gender was 38% and 20%, respectively, in 2023, compared
to 37% and 20% in 2022. NORDEN aims to increase the share of the
underrepresented gender in managerial positions to at least 40% by
2025.
Gender
Female
Male
2023
2022
1
4
5
1
4
5
Total
The share of underrepresented gender in Executive Management
was 0% in 2023, which is unchanged from 2022. This is due to no
change in the Executive Management. NORDEN has a target of a
40% share of the underrepresented gender by 2027.
 
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NORDEN Annual Report 2023  
59  
2023 achievements & initiatives
Engagement score
Retention and turnover rates
NORDEN’s overall employee engagement score was 84 in 2023 –
an increase on 2022. The score is above our ambition of 80, while
exceeding the global benchmark provided by Ennova, which bench-
marks against all industries for each of the four indicators. NORDEN
performs well within most sub-categories, but aims to strengthen
the feedback culture. The response rate of our latest survey was
94%, corresponding to 461 of 489 employees (as of September
2023).
The overall retention rate was 94% in 2023, the same as in 2022.
Retention rates are measured across locations, age groups and
gender. Although differences are considered non-material,
NORDEN is monitoring the development in retention across cate-
gories, to capture and address any signs of imbalances due to, for
example, a lack of inclusivity.
• Maintained our focus on inclusion, which is measured
through our engagement survey. The survey showed the
same high perception of inclusion in 2023 as in 2022. The
inclusion section focuses on respect, trust, the ability to
raise discrimination concerns and the possibility of being
yourself at work.
The turnover rate among full-time employees was 15% in 2023, up
from 9% in 2022, with the lowest turnover rate seen in the 30-50 age
group.
Engagement score by category vs global benchmark  
• Strengthened DE&I in our processes and working instruc-
tions for recruiting, promoting and rewarding with the aim
84  
84  
82  
79  
78  
77  
Retention rate across age groups
of strengthening equal gender distribution in general and in
managerial as well as commercial roles.
74  
73  
Gender
Female
Male
< 30
94%
93%
94%
30 - 50
94%
> 50
100%
97%
Total
95%
93%
94%
• Introduced an anti-harassment policy with the purpose of
contributing to a respectful and inclusive working environ-
ment and introduced a Speak Up campaign.
92%
Total
93%
99%
Turnover rate across age groups
• Developed and implemented a Technical Manager Code of
Conduct, outlining common principles for how to adhere to
social, ethical and environmental standards. This has been
signed by all technical managers.
Gender
Female
Male
< 30
15%
23%
19%
30 - 50
12%
> 50
17%
21%
19%
Total
13%
15%
15%
Development  
Engagement  
Working  
Environment  
Feedback  
12%
Total
12%
NORDEN score  
Global benchmark  
• Visited technical management offices, attended crew semi-
nars and conducted inspections on-board our vessels to
promote safety and well-being.
Total number of employee turnover
New hires are categorised according to location, average age and
female ratio. In 2023, NORDEN hired 110 employees with an average
age of 38 years and 28% being female. Females represented 38%
of leavers in 2023. Despite the net effect of new hires and leavers
resulting in a decreasing share of the underrepresented gender, the
gender ratio is still above our ambition of 40%. The average age of
leavers was approximately 37 years.
Gender
Female
Male
Total
22
37
Total
59
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
60  
Distribution of employees across age groups
risks. NORDEN regularly monitors and reviews metrics associated
with workers in the value chain, while fostering open communica-
tion channels for feedback. NORDEN furthermore developed and
implemented a Technical Manager Code of Conduct that supports
a working environment with a sustainable culture and a strong focus
on health and safety.
striving to uphold and implement on board the vessels through
training of crew and safety campaigns targeting critical work
processes on-board.
Year
2022
2023
< 30
17%
19%
30 - 50
66%
> 50
Total
100%
100%
17%
16%
65%
NORDEN aims to set the same high standards for safety and optimal
working conditions on board vessels as we do onshore. We continu-
ously ensure that our technical managers meet these standards.
In 2024, focus will be on increasing the share of the underrepre-
sented gender in commercial and managerial roles.
NORDEN believes that enhancing the rights and well-being of
seafarers directly correlates with improved performance on vessels
and success in both recruiting and keeping talented workers.
Furthermore, this commitment to seafarers' well-being aligns
NORDEN with stakeholders who share similar values, fostering
stronger business relationships.
The number of injuries, owing to which crew members were unable
to work the following day (primarily related to shoulders, arms,
neck and hand injuries), is measured through the Lost Time Incident
Rate (LTIR). LTIR is measured as lost time incidents per one million
working hours. Overall, LTIR increased to 1.0 in 2023 based on four
incidents in 3.9 million exposure hours.
ESRS S2: Workers in the value chain
Impacts, risks and opportunities
Managing and maintaining excellent working conditions are busi-
ness critical to NORDEN – both when it comes to its own workforce
and workers in the value chain. Our ambition is not only to ensure
compliance with international legislation but also to set higher
standards. Having outsourced the technical management of owned
vessels, our seafarers are classified as workers in the value chain
in conformity with the ESRS, making Health & Safety for workers in
the value chain a material topic for us. Operating at sea involves
safety and security risks that must always be managed carefully to
safeguard the crew and external personnel. Outsourcing technical
management and upholding a service that complies with interna-
tional law and NORDEN’s standards require a close, continuous
dialogue and a comprehensive reporting framework, to ensure trust
in the technical manager’s operation.
NORDEN's approach to managing the relationship between material
risks and opportunities related to impacts on workers in the value
chain and dependencies is centred on proactive engagement.
In 2023, there was an increase in LTIR. Following the increase in
LTIR over the year, several campaigns have been launched targeted
towards the nature of the specific injuries but also general safety
awareness campaigns to heighten the focus on routine tasks.
NORDEN has articulated several policies to address and mitigate
the risks related to the material topics, most which are listed here:
https://norden.com/about/governance/policies-and-charters and all
of them are described on p. 77.
During 2024, NORDEN will focus on inspections of owned vessels,
conducting office visits and attending crew seminars to support
technical managers in developing high health and safety standards
and avoiding accidents on board owned vessels. Focus will be on
investigating whether new preventive measures should be taken
to decrease LTIR and evaluating all technical managers through
EcoVadis. NORDEN will implement a new HSEQ position with the
purpose of creating a strategy and process for existing and new
business areas within health, safety and well-being.
Material topics, metrics & targets
Health & Safety
In 2023, NORDEN conducted ongoing inspections on board our
vessels. In addition, we visited the offices of our technical managers
and attended crew seminars to assess their approach to safety.
During these visits, we emphasised our focus on safety and the
general health of the seafarers and contractors working on board
our vessels. On-site visits enable NORDEN to evaluate our technical
managers’ approach to safety, as well as the safety culture they are
There are consequences associated with outsourcing services such
as technical management as physical distances and differences in
corporate culture create the risk of incidents being left unreported
and an undesirable culture going unnoticed which, in ultimate
consequences, may have a negative effect on NORDEN’s reputation.
NORDEN's responsibility is to investigate and manage these salient
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
61  
Working with human rights
As an integrated part of the global supply chain, NORDEN plays an important role
in upholding human rights and taking proactive measures to
prevent and mitigate human rights violations.
NORDEN is dedicated to respecting internationally recognised human
and labour rights as stated in the International Bill of Human Rights and
the International Labour Organisation's Declaration on Fundamental
Principles and Rights at Work.
forth by the UNGPs, Danish Shipping and the Danish Institute for Human
Rights.
2023 milestones
•
Developed and implemented a Technical Manager Code of Conduct,
outlining common principles for how to adhere to social, ethical
and environmental standards. This has been signed by all technical
managers.
The findings from the HRIA assessment, along with proposed preventive
and mitigating actions, were thoroughly reviewed and approved by the
responsible ESG Executive Body representative.
Our policies and practices are in strict compliance with the United
Nations Guiding Principles for Business and Human Rights (UNGPs),
reflecting our commitment to human rights.
•
Launched an annual Speak Up campaign to ensure awareness of the
different reporting channels and processes, for breaches of human
rights and other kinds of misconduct. NORDEN reports on the number
and nature of whistleblower reports received in the Governance
section on p. 62.
The HRIA serves as a foundational tool for continuously refining and
improving our human rights policies and procedures and maintaining an
ongoing active dialogue with all stakeholders.
NORDEN has a responsibility to consider any human rights violations
it may cause, contribute to, or be directly linked to. Therefore, every
second year, NORDEN conducts a Human Rights Impact Assessment
(HRIA) that forms the basis for controlling the policies and procedures of
NORDEN's operations. The scope of the assessment is own workforce,
tier 1 and significant tier 2 suppliers. For NORDEN, tier 1 suppliers are
technical managers, and significant tier 2 suppliers are suppliers linked
to vessel operation through technical management services.
•
Introduced screening of strategic suppliers using EcoVadis to assess
their ESG performance, including human rights observance.
NORDEN is committed to transparently communicating the findings of
our HRIAs.
Looking ahead
NORDEN has established easily accessible channels for employees and
external stakeholders to report human rights grievances and ensuring
timely and effective responses to grievances, with clear accountability
and remediation processes, ensuring responsiveness to any concerns
raised either internally or in the value chain.
In 2024, NORDEN will continue to define and prioritise areas for actions.
A new human rights impact assessment will be carried out, and its
findings will be compared with those of 2022, to assess areas requiring
further attention.
NORDEN utilises a mixed-method approach combining qualitative
and quantitative data, including surveys, interviews with stakeholders,
employees, managers and partners and on-site inspections, ensuring
an in-depth understanding of the potential risks and that diverse
perspectives are considered and respected. NORDEN takes a systematic
identification approach to potential human rights risks, followed by a
prioritisation process based on severity and likelihood of impact. When
conducting HRIAs, NORDEN follows best-practice recommendations set
To enforce the policies commitment, employees are trained in the
respective requirements of the policies through our Employee Code of
Conduct and are required annual acknowledgement to ensure aware-
ness and understanding of any revisions as part of their conditions for
employment.
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
62  
GOVERNANCE
Our governance framework is designed to align with the enduring
interests of our stakeholders and to manage NORDEN's operations
in adherence to all pertinent local and global regulations. We are
committed to maintaining the highest ethical standards within our
business practices.
shipping management, strategy, financial oversight and risk manage-
ment, ensuring informed guidance in business conduct matters. This
expertise underpins our commitment to ethical business practices
and supports our ability to navigate the complexities of international
trade and sustainability.
NORDEN actively establishes, develops and promotes a corporate
culture rooted in compliance and ethical integrity. Our culture is
designed to mitigate reputational risks and clarify behavioural expec-
tations for all employees, including the Board of Directors. The Head
of Asset Management oversees the ownership and enforcement of
our Anti-Corruption Compliance Programme, and our CFO oversees
overall governance of the Company.
Operating internationally, NORDEN is mindful that standards of
integrity and proper business conduct may differ across regions,
presenting unique challenges. Recognising the severe consequences
of non-compliance, including legal action and damage to our reputa-
tion, we prioritise robust governance to prevent corruption and define
clear expectations for ethical behaviour in all our markets. Our unwa-
vering commitment to combatting corruption underpins our goal of
enabling smarter global trade.
Board of Directors  
Endorses the ESG strategy and KPls as part of NORDEN's annual strategy review. Provides external perspective  
ESRS G1: Business conduct
Impacts, risks and opportunities
ESG Executive Body  
Defines ESG strategy and oversees performance and implementation  
NORDEN's governance structure is designed to integrate sustaina-
bility targets seamlessly with strategic business objectives. The Board
of Directors oversees ESG governance, while the ESG Executive Body,
comprising Senior Management and specialists from core operational
areas, formalises strategy and policies. ESG accountability resides at
board level, with ESG owners within business functions driving initia-
tives to meet our targets.
ESG Owner  
Initiates change and actively advocates sustainability  
ESG Lead  
Finance Lead  
Drives strategic initiatives and partnerships as  
well as supports ESG business owners  
Responsible for ESG reporting,  
accounting and compliance  
Performance measured against performance indicators is reported
quarterly to the Board, ensuring continuous alignment with our ESG
goals. Our Board members possess collective expertise in global
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
63  
2023 achievements & initiatives
Our corporate values and expectations are outlined in the Employee
Code of Conduct, accessible on the Intranet and disseminated to
new hires during onboarding. We require annual acknowledgement
of the Code to ensure awareness and understanding of any revisions,
thereby maintaining a culture of compliance and integrity.
Sanctions
Due to the global nature of the shipping industry and the constantly
evolving geopolitical landscape, navigating sanctions requires an
agile and comprehensive approach to compliance, continuously
assessing risks and adapting strategies to align with evolving inter-
national laws and regulations. In NORDEN, sanctions compliance is
embedded in all parts of our organisation, as it is part of our daily
operations, conducting business in almost all countries in the world. It
is implemented by having a robust sanctions compliance framework,
a specialist sanctions team and formal processes and procedures in
place to handle sanctions.
• Successfully renewed our EcoVadis certification and has
been recognised by EcoVadis as being in the world’s top
5% sustainable companies within the shipping industry,
achieving a gold score for the first time. The framework
ensures NORDEN is measured against the latest sustaina-
bility criteria.
Whistleblower scheme
NORDEN upholds an environment that encourages and protects best
practices. Since 2011, we have maintained an independent whis-
tleblower scheme to empower employees and external partners to
report any operational or workplace concerns, ensuring the confiden-
tiality and anonymity of the reporting party. Concerns can be raised
directly with direct managers, the HR department or through the
whistleblower scheme. Reports received are handled by the Chair and
Vice Chair of the Board of Directors, along with the Head of Group
Legal, ensuring a thorough and impartial investigation.
• Embedded sustainable procurement into the organisation
and managed to screen 55% of our strategic suppliers for
ESG criteria.
Impacts and risk
Following the double materiality assessment conducted during the
reporting period, NORDEN has identified sustainable procurement,
anti-corruption and bribery as our material impacts when it comes to
governance.
• NORDEN actively contributed to the elimination of all forms
of maritime corruption on a more systemic level through our
active engagement with MACN, which serves as a strong
collective voice against corruption.
In 2023, a total of six whistleblower reports were received. The
majority of the cases concerned working conditions for seafarers,
whereas others related to GDPR. All cases were investigated and
actions to address the complaints were carried out when required.
NORDEN has a strict non-retaliation policy vital to ensuring that
employees feel safe speaking up.
The maritime industry is inherently international, which makes
anti-corruption and bribery measures critically important. For a
company like NORDEN, with a vast operational reach, the ability to
ensure transparent and ethical business practices across various
legal and cultural landscapes is not just a regulatory requirement
but a fundamental aspect of maintaining our licence to operate and
safeguarde our reputation. Therefore, the risk of non-compliance in
this area is considered material, as it may have significant legal conse-
quences and undermine stakeholder trust. Sustainable procurement
is another topic of material significance. Our procurement practices
directly impact our environmental footprint and social responsibility. It
also influences our resilience against supply chain disruptions, which
have become increasingly relevant in the face of global challenges.
The material risks here include potential environmental damage and
• In 2023, we renewed our TRACE certification. To achieve
a TRACE certification, companies must undergo a heavily
benchmarked and comprehensive due diligence review,
analysis and approval process. This certification ensures that
a company has been thoroughly vetted and trained.
Responsible tax
As a company with global reach, NORDEN operates in multiple juris-
dictions with different tax rules and regulations. NORDEN complies
with the current tax legislation in the countries in which we operate,
and we comply with all applicable transparency rules, including coun-
try-by-country reporting. NORDEN does not use so-called tax havens
according to the European Union tax haven blacklist.
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
64  
the repercussions of associating with suppliers who may not adhere
to our sustainability criteria, which could have far-reaching conse-
quences for our business and the communities we engage in.
In 2023, we were able to assess 55% of our strategic suppliers for
ESG criteria, and based on that, we have been able to identify
suppliers we want to follow more closely.
NORDEN‘s sustainable  
procurement process  
Material topics, metrics and targets
Sustainable procurement
The KPI set out for 2024 is to ensure that 60% of our strategic
suppliers have been screened for ESG criteria by 2025.
As a globally operating company, we interact with numerous
suppliers around the world, and it is a priority for NORDEN to ensure
sustainable procurement in collaboration with our external stake-
holders. NORDEN seeks to enable sustainable procurement by inte-
grating ESG matters into our procurement processes and decisions.
Objective  
Enabling factors  
During 2024, NORDEN will work on increasing the focus on iden-
tifying risks among strategic suppliers, getting scorecards and
corrective action plans, while improving due diligence and auditing.
We will work on further embedding sustainable procurement across
the business and conduct at least one on-site supplier visit. Lastly,
we will continue our focus on preparing for legislation on sustainable
procurement following the ESRS.
Assessment  
EcoVadis heatmap and  
UNSDG goals linked to  
Categories Screening  
Checklist  
Conducting a risk  
assessment of our  
exposure verifying real  
vs potential risk  
During 2023, NORDEN began assessing and working with our stra-
tegic suppliers, i.e. suppliers that are critical to business operations,
to become more sustainable. Working through a partnership with
EcoVadis, we have begun to identify areas of potential risks and work
with our suppliers to reduce it. As we gain more knowledge of our
suppliers’ activities, we are better equipped to make decisions in
relation to our sourcing strategy.
Due diligence  
Scoring suppliers'  
current activities  
EcoVadis scorecard  
Material topics, metrics and targets
Anti-corruption and bribery
NORDEN calls numerous ports all over the world every single day.
Occasionally, NORDEN faces challenges, particularly in countries
where corruption presents a higher risk. In this business context,
making the right choice becomes more complex, yet increasingly
important, as non-compliance may entail legal and reputational risks
and damage our licence to operate.
Engagement  
E-tender questions,  
SOC, e-learning,  
engaging the supplier  
Ensuring contractual  
coverage and engaging  
the supplier and  
NORDEN  
Looking ahead, we will continue our focus on securing ESG score-
cards on strategic suppliers and establish a baseline for improve-
ment plans.
Verification  
External auditor  
Auditing suppliers  
deemed high risk  
Sustainable procurement continues to be anchored in the procure-
ment operating model. NORDEN's progression towards fully
anchoring sustainable procurement consists of five steps, outlined
in the illustration on the right. This is the process that will continue to
apply as we map and grow to understand our suppliers’ value chains.
Corruption is one of NORDEN’s material topics, as it impedes access
to global markets and constitutes economic and social development
barriers. For NORDEN, corruption escalates costs and endangers
the safety and well-being of the workers in our value chain, while
posing legal and reputational risks. Therefore, NORDEN takes firm
measures to prevent any form of corruption as part of our ambition
to enable smarter global trade. In 2023, NORDEN had 9,496 port
calls across 136 countries.
Anchor  
Building sustainability  
into personnel KPIs  
Building KPIs with  
department heads  
 
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Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
65  
Following the SASB Marine Transportation standard, NORDEN
reports on the number of port calls in the world's 20 most corrupt
countries, applying the Corruption Perception Index. The result
indicates an increase in port calls with a high risk of corruption from
2022 to 2023. The recent increase in high-risk port calls has been
analysed to understand the underlying factors and potential risks.
No changes to the current set-up were deemed necessary due to the
increase.
UN Global Compact
NORDEN’s CEO, Jan Rindbo, comments: "NORDEN remains committed to
upholding the principles of the UN Global Compact and supports the worldwide
movement to accelerate and scale the collective impact of responsible and
sustainable business. In May 2023, NORDEN submitted its 2023 Communication
on Progress (COP) in line with new requirements.”
NORDEN conducts risk assessments at country level and job func-
tion level. The assessment makes it possible for us to conduct an
integrity risk assessment resulting in a corruption risk map from
which we can devise a possible action plan. In order to address
the appropriate compliance training requirements for employees,
identification of specific risks linked to departments and job func-
tions have been undertaken and resulted in a categorisation where
different roles are required different training.
NORDEN adheres to the following UN Sustainable Devel-
opment Goals (SDGs), which are mapped to each of the E, S
and G-related activities that we consider relevant to our core
business:
decent work for all women and men, including for young
people and persons with disabilities, and equal pay for work
of equal value.
• 8.7: Take immediate and effective measures to eradicate
forced labour, end modern slavery and human trafficking
and secure the prohibition and elimination of the worst
forms of child labour, including recruitment and use of child
soldiers and by 2025 end child labour in all its forms.
Environment:
• 13.1: Strengthen resilience and adaptive capacity to
climate-related hazards and natural disasters in all countries.
• 17.16: Enhance the global partnership for sustainable devel-
opment, complemented by multi-stakeholder partnerships
that mobilise and share knowledge, expertise, technology
and financial resources, to support the achievement of the
sustainable development goals in all countries, in particular
developing countries.
• 8.8: Protect labour rights and promote safe and secure
working environments for all workers.
This assessment enables NORDEN to identify risks, trends and finan-
cial impact on the business and ensure necessary training. Based on
these analysis, NORDEN reviews the Anti-Corruption Compliance
programme at least every second year.
• 10.2: By 2030, empower and promote the social, economic
and political inclusion of all, irrespective of age, sex, disa-
bility, race, ethnicity, origin, religion or economic or other
status.
• 10.3: Ensure equal opportunity and reduce inequalities of
outcome, including by eliminating discriminatory laws, poli-
cies and practices and promoting appropriate legislation,
policies and action in this regard.
Social:
NORDEN has set up an anti-corruption working group consisting
of representatives from Senior Management and anti-corruption
specialists. The group meets monthly to analyse and discuss risks
and actions. NORDEN takes a systematic approach to assess corrup-
tion and bribery risks, particularly in countried deemed high-risk.
Furthermore, specialist are dedicating time to conducts country
risk assessments and engage with masters guiding on the specific
challenges for the port of call.
• 5.5: Ensure women’s full and effective participation and
equal opportunities for leadership at all levels of deci-
sion-making in political, economic and public life.
• 5.C: Adopt and strengthen sound policies and enforceable
legislation for the promotion of gender equality and the
empowerment of all women and girls at all levels.
Governance:
• 16.5: Substantially reduce corruption and bribery in all their
forms.
• 8.5: By 2030, achieve full and productive employment and
 
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Business performance  
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Financial statements  
NORDEN Annual Report 2023  
66  
Furthermore, NORDEN conduct due diligence of business relations as
an integrated part of NORDEN's business conduct, ensuring compli-
ance with legal requirements, stakeholders’ expectations, improving
internal decision-making, raising risk awareness and protecting
NORDEN’s reputation. NORDEN has a complex third-party landscape
and currently has different due diligence procedures in place for
various third-party groups. The main third-party groups in NORDEN
are Agents, Brokers and Suppliers.
NORDEN’s Anti-Corruption Programme is incorporated into
NORDEN’s Employee Code of Conduct which is provided to new
hires during onboarding and must be acknowledged annually by all
employees to ensure comprehension of any updates.
On behalf of NORDEN, our external technical managers carry out
anti-corruption training for the workers in our value chain to ensure
alignment with legislation and NORDEN’s Anti-Corruption Compli-
ance Programme. NORDEN requires its technical managers to be
members of MACN and promotes awareness internally and exter-
nally regarding MACN tools and helpdesks. For chartered vessels,
an anti-corruption instruction is sent to captains and agents.
To ensure compliance with the programme, a Compliance Manager
has been appointed. The role of the Compliance Manager is to ensure
that relevant policies and procedures are followed and that risk
assessment, due diligence and monitoring are conducted regularly.
NORDEN’s Compliance Manager reports to the CEO if issues arise,
which must be addressed immediately or discussed. The Compliance
Manager provides regular updates to the ESG Executive Body.
NORDEN tracks performance through two indicators: Eligible
employees trained in NORDEN’s anti-corruption course in the
current year, as well as number of confirmed bribery cases.
All NORDEN’s third-party contacts are screened daily on a number
of potential risk factor issues, including sanctions lists, global law
enforcement lists, vessel information and politically exposed persons.
NORDEN requires all employees to take an e-learning course annu-
ally on anti-corruption. All eligible employees (excluding employees
on leave, long-time sickness, etc.) passed the course in 2023.
NORDEN has zero tolerance towards bribery and our Anti-Corruption
Policy clearly outlines the refusal of all types of facilitation payments.
To ensure a culture of exemplary conduct with strong procedures,
NORDEN has an Anti-Corruption Compliance Programme in place.
The programme helps ensure that corruption and bribery risks are
identified, that concerns are reported and that measures are taken to
mitigate any identified risks throughout the organisation.
NORDEN has articulated several policies to address and mitigate
the risks related to the material topics, some of which are listed here:
https://norden.com/about/governance/policies-and-charters and all
of them are described on p. 77.
The anti-corruption course focuses on the complexity of corrup-
tion and trains employees to identify and assess situations in which
corruption can occur. Additionally, employees are trained in the
severity of corruption and potential consequences. The course
covers topics such as anti-corruption practices, bribery and facili-
tation payments, gift and entertainment, conflicts of interest, indi-
rect bribery via commissions, fraud, third-party procedures and
NORDEN’s whistleblower scheme.
NORDEN continues to be an active member of the Maritime
Anti-Corruption Network (MACN), a network working to eliminate all
forms of corruption in the maritime industry and enables fair trade
to the benefit of society at large. MACN’s members represent more
than 50% of total global tonnage. MACN and its members work with
raising awareness of the challenges faced, implementing anti-cor-
ruption principles, co-developing and sharing best practices, colla-
borating with governments, non-governmental organisations and
civil society to identify and mitigate the root causes of corruption
and creating a culture of integrity within the maritime community. In
high-risk areas where MACN has introduced collective actions, the
reported corruption requests have dropped.
Further, this programme covers third-party responsibility, gift and
entertainment, commissions, conflicts of interest, sponsorships and
political and charitable contributions as topics within the broader
compliance agenda.
In 2023, NORDEN had zero bribery cases in line with our ambitions.
The purpose is to mitigate corruption by monitoring the effectiveness
of the programme, any mitigation plans and ensure the prevention
of future corruption. In 2023 the focus was how to best encourage
continuous improvement of internal reporting mechanisms,
conducting awareness campaigns and internal training.
In 2024, NORDEN will implement steps to further improve the
measuring of the effectiveness of the Anti-Corruption Compliance
Programme and engage further with MACN on systematic chal-
lenges and risks.
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
67  
ESG ACCOUNTING POLICIES
The reporting boundaries
Changes to accounting policy and previously
-
-
Change in global warming potential (‘GWP’) values: Aligning to
the ESRS, GWP values changed to values from the IPCC Assess-
ment Report 6 (‘AR6’). Change in GWP values increases the CO2e
emissions by approximately 0.5%.
The ESG report comprises activities in the parent company and
all subsidiaries. The accounting policies are applicable for the
reporting period: 1 January – 31 December 2023.
reported metrics
Following the Group's double materiality assessment, emissions
related to GHG 5: Waste from operations, 6: Business Travel and
7: Employee Commuting are no longer part of NORDEN’s exter-
nally reported emissions data and are therefore removed from the
accounting policies. GHG 2: Capital Goods have been added to our
scope 3 reporting framework.
ESG metrics follow the below boundaries unless
otherwise specified:
Change in CO2equivalents (CO2e): CO2e was in previous years
calculated by applying the emission factors from ICCT (2021a),
• Owned and leased vessels (excl. time chartered-out ('TCO') and
third-party pool-managed vessels).
which included black carbon (‘BC’) in the estimation of CO2e. The
ESRS states that CO2e should include emissions of CO2, CH4, N2O,
HFCs, PFCs, SF6 and NF3, while additional GHG may be consid-
ered when significant. Since BC is not a GHG, it is no longer part of
our CO2e. BC is estimated as part of PM10 and PM2.5. The impact
of removing BC from the CO2e is more than 5%, which results in a
restatement of previously reported figures. Since we are already
required to restate reported figures, NORDEN has applied new
emission factors from FUEL EU aligning with industry consensus
and practice within the organisation. The change requires a
restatement of scope 1 GHG emissions, GHG 3: Fuel and ener-
gy-related activities and GHG 13: Downstream leased assets.
• Employees on shore (scoped as own workforce).
• Crew on board vessels (scoped as workers in the value chain).
• All NORDEN offices across the world.
In conformity with the material topics and related disclosure require-
ments identified in the double materiality assessment of topics in the
ESRS, we have added the following accounting policies:
In our preparation for the European Sustainability Reporting
Standards (‘ESRS’), NORDEN has adjusted some accounting poli-
cies compared to the previous year to align reporting to material
disclosure requirements. In most cases, the conformity to ESRS
has required a change of reporting format, but not changes to
accounting policies.
-
-
-
-
-
-
ESRS E1-5: Fuel consumption from crude oil and petroleum products.
ESRS E1-5: Total energy consumption from renewable sources.
ESRS E1-5: Energy intensity based on net revenue.
ESRS E1-6: GHG intensity based on net revenue.
ESRS E1-7: GHG removals and storage projects in the value chain
ESRS E1-7: GHG emission reductions or removals by the purchase
of carbon credits.
Statement on carbon insetting
-
-
-
-
-
-
ESRS E2-4: Particulate matter 2.5 (‘PM2.5’).
-
Change in NOX and PM10: Updated measures for air pollution
now consider the different levels of specific fuel oil consumption
(SFOC) on the main vs. auxiliary engine. NORDEN assumes SFOC
of respectively 175 and 195 g/kwh. This change impacts the air
pollution metrics NOx and PM10. NORDEN has not restated previ-
ously reported figures since the changes to historically reported
figures are below our threshold of 5%.
The greenhouse gas emission intensity information presented in the
report reflects calculations that account for allocation of low emis-
sion transport activity to selected customers. The emission intensity
presented is therefore not appropriate for use in customer-specific
greenhouse gas emission calculations.
ESRS E2-4: Non-methane volatile organic compound (‘NMVOC’).
ESRS E2-4: Heavy metals (‘HM’).
ESRS E2-4: Polycyclic aromatic compounds (‘PAH’).
ESRS S1-6: Total number, employee turnover.
ESRS G1-4: The number of convictions.
Additionally, we have made the following adjustments to accounting
policies and previously reported metrics:
 
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NORDEN Annual Report 2023  
68  
Data quality and data collection
lated in conformity with the ESRS are listed in the ESRS Index table,
which can be found on p. 80.
sources. However, only the fuel consumption from crude oil and
petroleum products is relevant to NORDEN. Calculated by adding
The reporting principles of balance, clarity, accuracy, reliability,
timeliness and comparability are applied when collecting informa-
tion and data that form the basis for NORDEN’s ESG performance.
NORDEN has built and implemented models for reporting environ-
mental KPIs based on data from our Integrated Maritime Operations
System (IMOS) and Spinergie for logistic operations in Gabon.
Besides providing more insights into the development of key indica-
tors for fuel efficiency, the models allow for checking and reporting
extreme observations and enable NORDEN to identify potential
errors on an ongoing basis. This ensures the accuracy and reliability
of data points reported for internal and external stakeholders.
up tonnes of fuel and electricity usage, applying their higher heating
values (HHV) of 40.2MJ/kg for heavy fuel oil, 42.7MJ/kg for distillate
fuel oil, 41.7MJ/kg for very low sulphur residuals.
The development of company-specific material ESG performance
indicators can be found in the ESG Materiality Matrix in the introduc-
tion section while supporting indicators are disclosed in the rele-
vant sections of the ESG report. Accounting metrics from the SASB
Marine Transportation standard can be found on p. 79.
Total energy consumption from renewable sources (MWh):
Following ESRS E1-5. Includes fuel consumption on operated
voyages for renewable sources including biomass (also comprising
industrial and municipal waste of biological origin), biofuels, biogas,
and hydrogen from renewable sources. Calculated by adding up
tonnes of fuel and electricity usage, applying the higher heating
values of 37 MJ/kg for biofuel.
NORDEN applies a 5% threshold for changes to previously reported
emission figures in the ESG statements. Differences below the
selected threshold will be accounted for in the current reporting
period. Changes to previously reported figures are monitored
continuously in our internal controls and reporting tools.
The HR department enters HR data into our HR system, Fairsail.
Post data entry, HR personnel can immediately review, analyse, and
visualise the impact of their data entry in our HR visualisation tool.
This tool allows for an instantaneous check, ensuring that the data
aligns with actual HR metrics and facilitating any necessary correc-
tions or updates in real time. Subsequently, numbers are checked
and validated by our finance department before being shared with
internal and external stakeholders. Other social KPIs stem from our
technical managers. Numbers are reported monthly and validated
by our internal technical department and finance department.
Energy intensity (MWh/USD): Following ESRS E1-5. Calculated as
For inclusion of GHG categories, NORDEN applies a 1% materiality
threshold of total scope 3 emissions to ensure focus on our main
impacts. Although not part of external reporting, NORDEN esti-
mates and tracks development in all relevant GHG categories and
will include GHGs, when they exceed the 1% materiality threshold.
the total energy consumption (MWh) per net revenue (USD).
Heavy fuel oil as a % of total energy consumed: Following TR-MT-
110a.3. Calculated as the heavy fuel oil consumption multiplied by
40.2MJ/kg and divided by the total energy consumed from bunker
consumption on owned or operated voyages.
Environmental performance
Energy consumption
Renewables as a % of total energy consumed: Following TR-MT-
110a.3. Calculated as the biofuel consumption multiplied by 37MJ/
kg and divided by the total energy consumed from bunker consump-
tion on owned or operated voyages.
Total energy consumed (TJ): Calculated by adding up tonnes of fuel
and electricity usage, applying their higher heating values (HHV) of
40.2MJ/kg for heavy fuel oil, 42.7MJ/kg for distillate fuel oil, 41.7MJ/
kg for very low sulphur residuals, 37 MJ/kg for biofuel, and 0.0036
MWh/TJ for electricity. Following TR-MT-110a.3., but NORDEN
reports on total energy consumed in TJ instead of GJ.
Having implemented the SASB Marine Transportation standard in
2022, NORDEN reports values for the previous two years allowing
for comparability. All accounting policies following the accounting
standards from the SASB Marine Transportation reporting standard
are mrked by “TR-MT”. The SASB reporting standard can be found at
https://www.sasb.org/standards/download/?lang=en-us
Energy efficiency operational indicator (gCO2 /cargo-nauti-
cal-mile): The energy efficiency operational indicator (EEOI) is a
measurement of energy efficiency and is defined as the amount of
CO2 emitted per tonne of cargo transported 1 nautical mile. Trans-
port work expresses the mass of cargo transported over distance,
as registered in the Integrated Maritime Operations System (IMOS).
Total energy consumption from fossil sources (MWh): Following
ESRS E1-5. Since NORDEN is in one of the high climate impact
sectors as defined in the ESRS, we must disaggregate into fossil
During the reporting year, NORDEN initiated the process of
complying with the upcoming ESRS requirements. All metrics calcu-
 
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NORDEN Annual Report 2023  
69  
The relative relationship between CO2 emitted and transport work
measures the fleet’s operational efficiency.
which could be considered part of GHG #4: Upstream transportation
and distribution. NORDEN includes these emissions in our Gross
Scope 1 GHG Emissions as we consider the emissions to be part of
our own operation.
aligns with the ‘transferred from prepayments during the year’ in
the financial statement notes related to tangible assets and addi-
tional CapEx investments related to dry docking, scrubbers and
similar. Thus, the emissions related to investments in newbuildings
are accounted for at the vessel's delivery. Follows cash usage and
is not periodised over the depreciation schedule of the asset or
upgrade.
NORDEN provides EEOI with different boundaries:
1. EEOI TTW on operating assets: vessels operated by NORDEN,
based on tank-to-wake (TTW) emissions, and only including CO2
emissions using factors from FUEL EU.
Gross Scope 2 GHG Emissions: Indirect emissions from purchased
electricity and district heating. Actual or estimated usage is
converted into emissions using national averages and location/
market-based conversion factors and a third party is used to convert
spend/consumption into emissions:
• Fuel and energy-related activities (GHG #3): Upstream emis-
sions related to direct bunker consumption using CO2 equivalent
emission factors from FUEL EU based on fuel types on owned
or operated voyages using data from IMOS and Spinergie. The
upstream emission factor on biofuel is based on actual emission
factors provided by the supplier.
2. EEOI WTW on operating assets: vessels operated by NORDEN
but based on well-to-wake (WTW) emissions and reported in CO2
equivalent emissions using the 100-year horizon GWP values from
AR6 and FUEL EU.
• Location-based: Not considering renewable energy certificates
(RECs) or power purchase agreements (PPAs). Simply using loca-
tion-based grid average emission factors.
3. EEOI TTW on all assets: including TCO vessels, based on TTW
emissions, and only including CO2 emissions using factors from
AR6 and FUEL EU.
• Market-based: Reflects the GHG emissions from the electricity
that NORDEN has purposefully chosen (or the lack of a choice).
• Upstream transportation & distribution (GHG #4): Upstream
transportation emissions on our purchased goods and services
based on CEDA Group categorisation of costs. Since upstream
transportation and distribution are part of the emission factors
applied by a third-party provider, GHG #4 is included despite
being below our 1% threshold and reported as part of purchased
goods and services in the reported figures.
Gross Scope 3 GHG Emissions: Indirect upstream and downstream
emissions from third-party activities and operational management
services. Based on our materiality threshold of 1%, below the GHG
recommendation of 5%, NORDEN includes the following scope 3
GHG categories in our external reporting framework:
All metrics are reported per vessel type. Logistics operation is not
included in EEOI.
Greenhouse gas emissions
CO2 equivalent emissions (1,000 tonnes): All emissions are reported
as CO2 equivalents calculated by the 100-year time horizon GWP
values from IPCC (6th assessment report) in conformity with the
ESRS E1-6 and using emission factors from FUEL EU.
• Purchased goods and services (GHG #1): Overhead, administra-
tion and port costs as classified in the NORDEN chart of accounts
are converted into emissions based on CEDA Group categorisa-
tion of costs. A third party have been used to convert spend into
emissions.
• Downstream leased assets (GHG #13):
-
Emissions from TCO voyages are included based on contract
service performance in the reporting period. NORDEN’s share
of TCO emissions in the NORDEN Tanker Pool is allocated
based on the distribution model. The residual between total
emissions generated by TCO voyages in the NORDEN Tanker
Pool and NORDEN’s share of these is not part of NORDEN’s
scope of emissions.
Gross Scope 1 GHG Emissions: Direct emissions from NORDEN’s
consumption of fuel from owned and chartered-in vessels.
Consumption is periodised across reporting periods based on
contract service performance criteria. The pool's allocation of emis-
sions is based on the pool’s distribution model. Including bunker
consumption on ballast leg prior to voyage operation by NORDEN,
• Capital goods (GHG #2): Capital expenditures (CapEx) such as
investments in vessel newbuildings, scrubbers or dry docking of
vessels are converted into emissions based on costs using the U.S.
EPA emissions factors for Ship Building and Repairing. The USD
-
Emissions related to operating third-party vessels generating
management fees in the NORDEN Tanker Pool. Estimated as the
 
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NORDEN Annual Report 2023  
70  
difference between the total emissions from operated vessels
and the NORDEN share of these based on the distribution
model. The residual is accounted for as emissions related to the
operational management of pool vessels.
Air quality
NMVOC (metric tonnes): Following ESRS E2-4 and IMO 4th GHG
study. NMVOC emissions are influenced by engine type. NORDEN
assumes 175/195 g/kwh in engine output (SFOC) based on the
NOx (metric tonnes): Following TR-MT-120a.1. Nitrogen oxide emis-
sions from combustion of fuels from operated vessels. NO2 emis-
sions from the energy produced by the main engine are multiplied
by the Tier 1 NOx limit (17 g/kWh) or Tier 2 NOx limit (14.4 g/kWh)
following the 4th IMO GHG study. Calculated basis bunker consump-
tion on operated voyages based on data from IMOS and Spinergie.
engine efficiency of the main/auxiliary engine. Calculated based on
bunker consumption from operated vessel voyages based on data
from IMOS and Spinergie.
GHG categories 5, 6, 7 and 15 are considered relevant for NORDEN
but fall below our materiality threshold of 1% of total scope 3 emis-
sions. NORDEN continues to monitor development in the GHG
categories internally, but these will not be part of our externally
reported ESG metrics subject to the emissions exceeding our
selected threshold.
HM (metric tonnes): Following ESRS E2-4 and IMO 4th GHG study.
ESRS E2-4 requires the reporting company to report HM emissions
to water and air. NORDEN uses the conversion factors reported
by the US EPA for HM air pollution. Calculated based on bunker
consumption from operated vessel voyages based on data from
IMOS and Spinergie.
SOx (metric tonnes): Following TR-MT-120a.1 and IMO 4th GHG
study. Sulphur oxide emissions mainly stem from burning the
sulphur compound in the fuel from operated vessels. SO2 emis-
sions are calculated from the fuel quantity consumed during the
year multiplied by the average sulphur content in the bunker fuel
purchased by NORDEN’s Bunker department. Calculated basis
bunker consumption on operated voyages based on data from IMOS
and Spinergie.
GHG emissions intensity: Following ESRS E1-6. Calculated as total
GHG emissions (CO2e) per net revenue (USD).
Water pollution
EEDI (gCO2 /cargo-capacity-mile): Following TR-MT-110a.4. The
calculations follow methodologies outlined in IMO MEPC 66/21/
Add.1, Annex 5, 2014. The average EEDI is a simple average of the
EEDI value of all new ships added to NORDEN’s fleet during the
reporting period.
HM (metric tonnes): Following ESRS E2-4. HM in water stems from
scrubber-fitted vessels. We estimate the water pollution using values
from the ICCT. Emissions into water are only relevant for open-
looped scrubbers since pollutants stem from the wash water.
PM10 (metric tonnes): Following the TR-MT-120a and IMO 4th
GHG study. PM10 emissions are influenced by engine type and fuel
sulphur content. NORDEN uses the same average sulphur content
used in the SOx calculation and assumes 175/195 g/kwh in engine
output (SFOC) based on the engine efficiency of the main/auxiliary
engine. Calculated based on bunker consumption from operated
vessel voyages based on data from IMOS and Spinergie.
PAH (metric tonnes): Following ESRS E2-4. The concentration of
PAHs in the discharged wash water is assumed to comply with IMO
guidelines as described in the Resolution MEPC.340(77) of 50 µg/l
(2.25 g/MWh). Emissions into water are only relevant for open-
looped scrubbers since pollutants stem from the wash water.
GHG removals and storage projects in the value chain (metric
tonnes): Total amount of GHG removals and storage in metric tonnes
of CO2e disaggregated and separately disclosed for the amount
related to our operations and our upstream and downstream value
chain and broken down by removal activity.
PM2.5 (metric tonnes): Following ESRS E2-4 and IMO 4th GHG
study. PM2.5 emissions are influenced by engine type and fuel
sulphur content. NORDEN uses the same average sulphur content
used in the SOx calculation and assumes 175/195 g/kwh in engine
output (SFOC) based on the engine efficiency of the main/auxiliary
engine. Calculated based on bunker consumption from operated
vessel voyages based on data from IMOS and Spinergie. Estimated
to be 92% of the PM10.
Ecological impacts
GHG emission reductions or removals by the purchase of carbon
credits (metric tonnes): The total amount of carbon credits outside
our value chain in metric tonnes of CO2e that are cancelled in the
reporting period or planned to be cancelled in the future, aligning
with ESRS E1-7.
Shipping duration in marine protected areas or areas of protected
conservation status (days): Following TR-MT-160a.1, but NORDEN
reports only on days in emission control areas (ECA) based on a
materiality assessment. Total ECA days are calculated as the sum
of sea and port days in ECA zones on owned or operated voyages
based on data from IMOS and Spinergie.
 
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71  
Percentage of fleet implementing ballast water exchange (%):
Following TR-MT-160a.2, reporting only on owned vessels by
NORDEN in the reporting period. Calculated as the residual
between vessels having implemented ballast water treatment
system and the total number of owned vessels. Does not include the
tugs used for the Gabon project.
ated voyages during the reporting period. Does not include the tugs
used for the Gabon project.
the indicators ‘Retention’ and ‘Turnover’, in which the scope includes
average FTE amount onshore relating to permanent employees,
excluding fixed-term, student roles and temporary hires. All social
KPIs are based on NORDEN’s HR system, Fairsail. Following the defi-
nition in the ESRS, significant employment is defined as countries
with more than 50 employees measured as headcount.
Operating days: Following TR-MT-000.C. Operating days are calcu-
lated as the number of available days in a reporting period minus the
aggregate number of days that the vessels are off-hire due to unfore-
seen circumstances. Including internal voyages.
Percentage of fleet implementing ballast water treatment (%):
Following TR-MT-160a.2, calculated as the percentage of NORDEN's
vessels having implemented ballast water treatment divided by the
number of owned vessels. Reported by the internal technical depart-
ment on NORDEN’s owned vessels. Does not include the tugs used
for the Gabon project.
NORDEN’s own workforce includes primarily employees and to
a limited extent non-employees who are either self-employed or
provided by companies that primarily perform employment activi-
ties. Given the limited extent of non-employee workers, NORDEN is
not considering the disclosure requirement (DR) S1.7: Characteristics
of non-employee workers in the undertaking’s own workforce, to be
material and will therefore not report on the DR.
Deadweight tonnage: Following TR-MT-000.D. Deadweight tonnage
is the sum, for all owned vessels at the end of the reporting period,
of the difference in displacement in deadweight tons between the
light displacement and the loaded displacement. Does not include
the tugs used for the Gabon project.
The number of spills and releases to the environment: Following
TR-MT-160a.3, NORDEN reports on all spills that significantly harm
the environment from owned vessels. Reported by vessel technical
manager on NORDEN’s owned vessels.
Number of vessels in the total shipping fleet: Following TR-MT-
000.E. Reported as the number of owned vessels at the end of the
reporting period. Does not include the tugs used for the Gabon
project.
Employees (FTE): Average full-time equivalent number of
employees onshore as defined in NORDEN’s HR system.
Nationalities represented (of the total workforce): Number of
The aggregate volume of spills and releases to the environment
(m3): Following TR-MT-160a.3, NORDEN reports on all spills that
significantly harm the environment from owned vessels. Reported by
vessel technical manager on NORDEN’s owned vessels.
Number of vessel port calls: Following TR-MT-000.F. Reported as
the number of vessel port calls in the reporting period for owned or
operated voyages.
nationalities in the total workforce based on NORDEN’s HR system.
New hires: Calculated as the sum of headcounts being hired during
the reporting period.
Twenty-foot equivalent unit (TEU) capacity: NORDEN does not
report on this metric in the SASB Marine Transportation standard as
it is considered out of scope.
Activity measures
Locations: NORDEN’s office locations are divided into “Headquar-
ters” and “Other Offices”. Other Offices consist of our offices in
Limassol, Dubai, Singapore, Melbourne, Shanghai, Tokyo, Owendo,
Abidjan, Rio de Janeiro, Santiago, Annapolis, Vancouver and
Bremen.
Number of shipboard employees: Following TR-MT-000.A. Ship-
board employees are those employees who work aboard the enti-
ty’s vessels during the reporting period. Reported as the average
number of employees.
Social performance
Own workforce
General statement of scope and boundaries: Scope for the full-
time workforce, accounted for as full-time equivalent (FTE) onshore,
includes permanent and time-limited employees (fixed-term,
student jobs and temporary hires) in NORDEN’s offices, except for
Total distance travelled by vessels: Following TR-MT-000.B.
The gender distribution in number at top management: Top
management is defined as the senior management in the Corpo-
rate Governance section. The number of each gender is based on
Reported as the sum of nautical miles travelled on owned or oper-
 
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NORDEN Annual Report 2023  
72  
NORDEN’s HR system and aligns with the ESRS 1-9: Diversity Indica-
to per cent, with 100% representing maximum engagement. The
survey recurs on an annual basis. All NORDEN’s employees are part
of the engagement survey. A third party provides benchmark scores
with NORDEN’s knowledge of calculations and weights of bench-
mark categories.
Lost time incident rate (LTIR): Following TR-MT-320a.1. Calculated
based on the number of registered work-related accidents which
cause a seafarer to be unable to work for more than 24 hours per
1 million working hours due to work-related injury. Numbers are
reported by vessel technical managers on NORDEN’s owned
vessels.
tors.
The gender distribution in percentage at top management: Top
management is defined as the senior management in the Corporate
Governance section. The number of each gender divided by total
top management headcount based on NORDEN’s HR system and
aligning with the ESRS 1-9: Diversity Indicators.
Lowest represented gender among own workforce (%): The
percentage of the average number of the gender with the lowest
represented FTE out of the total average number of FTEs during the
year based on NORDEN’s HR system.
Accident & safety management
The number of marine casualties and percentage classified as very
serious: Marine casualties include fatalities. The percentage classi-
fied as very serious is calculated as the number of fatalities divided
by the number of LPIs and fatalities in the reporting period.
Other levels of management: The other levels of management are
characterised as Executive Management as well as employees with
employee responsibilities referring to the Executive Management
team.
Lowest represented gender among managers (%): Average number
of the gender with the lowest represented FTE in manager positions
out of a total average number of FTEs. A manager position is defined
as a person responsible for a team of at least one other FTE as
defined in the HR system.
The number of Conditions of Class or Recommendations: Following
TR-MT-540a.2 and reported on owned vessels by the vessel tech-
nical manager. Calculated as the count of conditions of class or
recommendations.
Employee turnover as a total number: The number of leavers (all
leavers) in the reporting period based on NORDEN’s HR system
aligning with the ESRS S1-6: Characteristics of the undertaking’s
employees.
Lowest represented gender among commercial roles (%): The
percentage of the average number of the gender with the lowest
represented FTE out of the total average number of FTEs in commer-
cial roles during the year based on NORDEN’s HR system. Commer-
cial roles include the CEO, ship operators, charterers, FFA traders,
commercial and portfolio managers. The remaining are considered
support roles.
The number of port state control (1) deficiencies and (2) detentions:
Following TR-MT-540a.3 and reported on owned vessels by the
vessel technical manager. Calculated as the count of conditions of
class or recommendations.
Turnover rate: The number of leavers (all leavers) in the reporting
period divided by the number of employees at the beginning of the
reporting period based on NORDEN’s HR system as per the ISO
30414 standard and GRI 401-01 b with age data from HR system
birth dates.
Governance performance
Sustainable procurement
Retention rate: One minus the number of resignations (voluntary
leavers) in the reporting period divided by the number of employees
at the beginning of the reporting period based on NORDEN’s HR
system based on GRI 401-01 b with age data from HR system birth
dates.
Workers in the value chain
Strategic suppliers screened for ESG (%): The number of strategic
suppliers screened for ESG-related risks divided by the total stra-
tegic suppliers for NORDEN. ESG-related risks are screened by an
external service provider (EcoVadis). Strategic suppliers are defined
based on three critical metrics: spending, materiality to NORDEN
and whether the vendor is in a high-risk country. High-risk countries
are defined through the EcoVadis country risk scores.
General statement of scope and boundaries: NORDEN defines
workers in the value chain as all non-employee workers whose
work and/or workplace is controlled by the undertaking but are not
included in the “Own Workforce” scope. Based on the materiality
assessment of NORDEN’s social impacts, the scope of workers in the
value chain includes our seafearers on our owned vessels, who are
employed by technical managers.
Overall engagement score: Provided by a third-party supplier of
the Engagement and Harassment Survey. The score is standardised
 
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Business conduct
Double materiality assessment
and their influence over them. Stakeholders with a significant rele-
The number of calls at ports in countries that have the 20 lowest
rankings in Transparency International’s Corruption Perception
Index: Following TR-MT-510a.1. Calculated as the number of port
calls (see definition of port calls under activity measures) being in
the 20 lowest rankings in the Transparency International’s Corrup-
tion Perception Index.
This section describes NORDEN's materiality assessment process
and complies with the disclosure requirement IRO-1: description of
the process to identify and assess material impacts, risks and oppor-
tunities. The section should allow readers to fully understand the
process for determining which disclosure requirements to includein
our sustainability statement.
vance score were then categorised as 'key stakeholders, and a subse-
quent list of these key entities was compiled. To facilitate their input,
we crafted stakeholder engagement letters that outlined the nature of
the feedback sought and the context of the engagement.
Having collected feedback from our key stakeholders, NORDEN
has identified our sustainability matters using the sub-topics of the
ESRS as initial guidance. In addition to this, we utilised the MSCI ESG
materiality map, the SASB Marine Transportation reporting standard
and guidance from the International Maritime Organization (IMO)
to identify the most significant sustainability impacts related to our
operations in the marine transportation sector. The impacts were
articulated into sustainability topics and subsequently assessed from
a financial perspective. We evaluated the sustainability factors or
'capitals' relevant to our business model. We focused on identifying
sustainability factors that influence or may influence our enterprise
value considering both short, medium and long-term effects. For this,
financial materiality was defined as impacts enabling a risk or oppor-
tunity with more than 5 percentage points' impact on gross margins
(CMII).
The total amount of monetary losses because of legal proceedings
associated with bribery or corruption / The total amount of fines for
violation of anti-corruption and anti-bribery laws (USD): Following
TR-MT-510a.2 and ESRS G1-4. Reported by the Head of Group Legal
and is validated against spending in the audited financial state-
ments.
During the reporting period, NORDEN diligently carried out a double
materiality assessment to deepen our integration of ESG consider-
ations into the core of our business operations. This exercise was
essential not only for identifying the topics under the ESRS that are
materially significant from an ESG standpoint but also to ensure that
these topics are consistent with our operational ethos, according to
which ESG is a fundamental component of our short, medium and
long-term strategy formulation. The Board of Directors, in conjunction
with the ESG Executive Body, is responsible for setting the strategic
direction for our environmental sustainability ambitions. Our ESG
Executive Body is composed of senior management members and
in-house ESG specialists, ensuring a robust and informed approach to
sustainability governance.
The number of convictions and the amount of fines for violation
of anti-corruption and antibribery laws: Following the ESRS G1-4.
Reported by the Head of Group Legal.
Staff completed E-learning course: Share of eligible employees
having passed NORDEN's Anti-Corruption course. Eligible
employees are full-time employees on a permanent contract who
have worked with NORDEN the entire reporting year. Employees on
maternity or sickness leave are considered non-eligible. Retrieved
from our external provider of anti-corruption courses and HR system.
Integral to the double materiality assessment was our engagement
with relevant stakeholders. This crucial step provided us with a
deeper understanding of our sustainability impacts and influences.
By mapping our stakeholders in conformity with the ESRS guidelines,
we identified key groups ranging from customers and financiers to
shareholders, industry associations, regulators and employees. We
then engaged in a process of stakeholder prioritisation. Our internal
teams, who maintain regular and in-depth interactions with these
stakeholders, assessed the relevance of each group through a consul-
tative process that evaluated their interest in NORDEN's operations
Following the double materiality process, we identified which
sub-topics within the five sections of the ESRS are material:
• Climate change
• Pollution
Board
Gender with lowest representation share on Board of Directors (%):
Percentage of shareholder-elected gender with lowest representa-
tion on the Board of Directors out of the total number of sharehold-
er-elected board members at year end.
• Own workforce
• Workers in the value chain
• Business conduct
 
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NORDEN Annual Report 2023  
74  
Our impact assessment identified other topics, which were not
deemed material from a financial perspective in this reporting
period. This includes topics within Water and marine resources (E3)
and Biodiversity (E4) such as habitat degradation and intensity of
pressure on marine resources and the spread of non-indigenous
species. While being considered material from a sustainability
perspective, the topics are regulated by the IMO, which NORDEN
is required to adhere to, thus mitigating the financial materiality of
these topics.
arrangements are not considered eligible. The latter is reported as
part of 'Other operating income' in the Consolidated Financial State-
ments. The reported turnover corresponds to "Revenue - services
rendered, external", which can be found in the "2.1 Segment infor-
mation" note. Aligned turnover decreased from 1% (USD 35m) to 0%
(USD 6m) in 2023 driven by fewer vessels in the portfolio aligning
with the EEDI criteria and weaker market conditions, thus decreasing
the aligned turnover.
aligned OpEx from 2022 to 2023, since the costs included are based
on time-chartered vessels, where NORDEN doesn't have documen-
tation on the vessel's EEDI.
Review of alignment
To align with the EU Taxonomy, eligible economic activities must
a) contribute to one or more of six environmental objectives, b) do
no significant harm (DNSH) to the remaining objectives and c) meet
the minimum social safeguards. The six environmental objectives
outlined in the EU Taxonomy are climate change mitigation, climate
change adaptation, sustainable use of water & marine sources,
circular economy, pollution prevention and a healthy ecosystem.
Following the identification of eligible activities, NORDEN has
applied the technical screening criteria under the EU Taxonomy to
evaluate whether our activities are aligned with one of the EU objec-
tives, do no significant harm to other Taxonomy objectives and are
aligned with the minimum social safeguards criteria.
Capital expenditures
The result of our double materiality assessment is the below outlined
material topics for NORDEN. These serve as our focus and enable us
to track and deliver on our overall sustainability priorities.
CapEx as defined in the Taxonomy is considered equivalent to the
'additions' and 'prepayments on vessels and newbuildings', as set out
in note 3.4 to the Consolidated Financial Statements, and additions to
'Right-of-use assets' as set out in note 3.5 to the Consolidated Finan-
cial Statements. CapEx related to the acqusition in 4.13: Manufacture
of biogas and biofuels for use in transport and of bioliquids can be
found in note 3.7.3 in the 'Revenue and other income' line. Therefore
we have increased our aligned CapEx from 0% in 2022 to 4% in 2023.
CapEx incurred is generally considered eligible, except if CapEx is
incurred directly relating to chartering out vessels.
Category
Sub-topic
Metric
Environmental
Environmental
ESRS E1 Climate change
ESRS E1 Climate change
Energy consumption
Decreasing value chain emissions
Almost all NORDEN’s activities fall under activity number 6.10: 'Sea
and coastal freight water transport, vessels for port operations,
and auxiliary activities'. During the reporting period, NORDEN
invested in MASH Makes, whose activities are described under
activity number 4.13: ‘Manufacture of biogas and biofuels for use in
transport and of bioliquids’. In the section below, we describe the
process of screening our activities for the technical criteria in the
Taxonomy of each activity in NORDEN.
Environmental
Environmental
Environmental
Social
ESRS E1 Climate change
ESRS E2 Pollution
Efficient operation of our vessels
Improve air quality
ESRS E2 Pollution
Reduce water pollution
Culture
Operating expenditures
ESRS S1 Own workforce
ESRS S1 Own workforce
ESRS S2 Workers in the value chain
ESRS G1 Business conduct
ESRS G1 Business conduct
OpEx as defined in the Taxonomy covers expenditures directly
related to chartering, maintaining and operating vessels, and is
equivalent to 'Vessel operating costs' as presented in the "income
statement" in the Consolidated Financial Statements less operating
costs for owned vessels and daily running costs for leased vessels
(expenses related to the service component in note 3.5). OpEx
incurred is generally considered to be eligible under the Taxonomy,
except if relating to owned vessel OpEx or vessels chartered out.
NORDEN includes costs related to the bunker, as these are consid-
ered crucial for the effective functioning of the asset (time-chartered
vessels on short-term leases). There has been no change in the
Social
Diversity, Equity & Inclusion (DE&I)
Health & safety
Social
Governance
Governance
Corruption and bribery
Sustainable procurement
Activity number 6.10: Sea and coastal freight water transport,
vessels for port operations, and auxiliary activities'
EU Taxonomy
Turnover
Our assessment of alignment is based on the technical criteria from
substantial contribution to climate change mitigation. Following
the technical criteria, alignment forbids vessels from being dedi-
cated to the transport of fossil fuels. Therefore, tanker vessels are
NORDEN’s revenue-generating activities are generally consid-
ered eligible. Revenue from time chartered-out vessels (TCO) and
subleases as well as income earned from the administration of pool
 
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NORDEN Annual Report 2023  
75  
excluded from the alignment criteria, despite the ability of tanker
vessels to transport soft oils. This trade is considered immaterial for
the consideration of including some share of product tanker activ-
ities as eligible and potentially aligned. Dry cargo vessels are only
subject to potential taxonomy alignment if the EEDI is 10% below the
requirement applicable on 1 April 2022, and if the vessels can run
based on zer- direct CO2 emission fuels or on fuels from renewable
sources. The latter includes vessels eligible for running on biofuel
(ref: activity number 4.13).
Climate adaption
tation reporting standard, we report on the share of owned vessels
Activity number 6.10 is expected to be affected by changing
temperatures, leading to more frequent extreme weather events
(e.g. drought or storms) and scarcity of water, impacting trade
patterns and volumes.
having implemented ballast water treatment systems (BWTS), voyage
duration in marine-protected areas and oil spills. These are all consid-
ered relevant issues to NORDEN. Having a high percentage of our
vessels with BWTS, we avoid the risk of invasive species. We reduce
water pollution using best management practices/policies aligned
with the Directive 2000/60/EC stating that companies should take
measures to prevent, reduce and control water pollution. NORDEN
follows IMO standards for all its operations and considers IMO’s
regulation on water regulation to be adequate in terms of doing no
significant harm to the waters in which we sail.
NORDEN does not consider physical climate risks to have a material
impact on our economic activity. This is due to our agile operator
model, allowing us to comply and adapt to changing trade patterns.
Currently, NORDEN only has EEDI scores on owned vessels, where
the building contract was placed on or after 1 January 2013, or the
vessel was delivered on or after 1 July 2015. The EEDI scores are
collected from our technical managers. As of 2023, the required
EEDI for bulk vessels is calculated using the IMO reference line equa-
tion and subtracting 20%. Alignment with the screening EEDI criteria
requires that a vessel’s EEDI is 10% below the required EEDI, i.e. 10%
below the phase 3 IMO EEDI requirement. During the financial year
2023, NORDEN operated four vessels aligned with the EEDI criteria.
NORDEN intends to leverage our use of data to improve predictions
and decision-making, mitigating the impact on our business relative
to our peers. In addition, we intend to expand our logistics offering
beyond tramp shipping via the Assets & Logistics business unit.
Based on the review above, we believe NORDEN is aligned with the
generic water criteria for DNSH.
The IPCC has five major climate scenarios: RCP 1.9, 2.6, 4.5, 6 and
8.5. RCP 1.9 would impose limited climate risks, but heavy transi-
tional risks for NORDEN (following the Paris agreement), while RCP
8.5 would increase the physical climate risks as the frequency and
intensity of extreme weather would surge. This could potentially
lead to margin erosion as the risks of damage to ships and cargo
increase. NORDEN intends to mitigate the risks related to climate
change by extensive use of weather routing systems when pricing,
securing appropriate insurance coverage and assessing the risk of
freight contracts as well as including chronicle risks when evaluating
business opportunities.
Circular economy
Aligned with Regulation (EU) No 1257/2013, NORDEN has implemented
waste management plans and uses the best techniques available to
reduce the environmental impact of waste management. NORDEN keeps
track of the waste generated on board vessels and the disposal of such
via the onboard logbooks which are reported to the technical managers.
All of these are eligible for running on biofuel as per certification
from the Danish Maritime Authorities (Søfartsstyrelsen) to run at a
100% biofuel capacity. Therefore, solely vessels under the Danish
International Ship Register (DIS) are subject to alignment, as certi-
fication for 100% biofuel consumption has not been obtained by
other flag authorities. NORDEN notes that all its vessels can run at
30% biofuel capacity without pre-certification from any flag state.
NORDEN’s business model involves operating a modern fleet of
vessels, selling and redelivering vessels long before vessel end-of-life.
Should NORDEN face situations where recycling of a vessel is relevant,
NORDEN has a Responsible Ship Recycling Policy meaning we have
measures in place to manage waste at the end-of-life of the vessel.
Based on the assessment above, we believe NORDEN is aligned with
the generic climate adaption criteria for DNSH.
Having secured alignment with the technical criteria under the
objective of climate mitigation, we assess whether the activity does
harm to any of the remaining environmental objectives, i.e., live up to
all the DNSH criteria. Below is a review of NORDEN’s alignment with
the remaining five objectives:
NORDEN complies with Annex V. This requires ships to take meas-
ures to prevent accidental loss of garbage and to have equipment on
board to collect and store garbage, as well as procedures to ensure
that it is disposed of properly. Annex V is enforced by the IMO and is
thus a standard in the shipping industry.
Water
NORDEN is monitoring and assessing the impact of our operation
on marine life. As part of our adaption of the SASB Marine Transpor-
 
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76  
Pollution prevention
All technical criteria under the objective are considered IMO stand-
ards. Thus, NORDEN is required to comply.
DNSH criteria. Below is a review of NORDEN’s alignment with the
remaining five objectives:
effective execution of these activities, in line with our commitment
to sustainability and social responsibility. Therefore, we believe the
activities under 4.13 are aligned with the generic conversation of
biodiversity criteria for DNSH.
Climate adaption
Based on the review above, we believe NORDEN is aligned with the
generic pollution prevention criteria for DNSH.
Our activities under 4.13 are highly affected by climate change.
MASH Makes uses feedstock to produce biogas, biofuel and biochar,
which could be seriously affected by scarcity of water, droughts,
increasing temperatures and other conditions. The impact of climate
change is mitigated by the technology being able to run on almost
all organic non-food feedstock types, thereby decreasing the reli-
ance on specific feedstocks. Based on the assessment above, we
believe the activities under 4.13 are aligned with the generic climate
adaption criteria for DNSH.
The assessment shows that NORDEN complies with the DNSH
criteria of the EU Taxonomy. Before we can account for alignment
with the EU Taxonomy, a review of whether our activities are aligned
with the minimum social safeguards criteria is required.
Biodiversity
All technical criteria under the objective are considered IMO stand-
ards. Thus, NORDEN is required to comply. Based on the review
above, we believe NORDEN is aligned with the generic biodiversity
criteria for DNSH.
Minimum safeguards
The OECD Guidelines are considered a standard for responsible busi-
ness conduct. The guidelines cover a wide range of issues, including
labour rights, bribery and corruption, environmental protection
and human rights. NORDEN has human rights policies aligning with
the OECD and UN Guidelines and is deeply involved in securing an
anti-corruption foundation for shipping with its activities involving
MACN and focusing on educating its employees in anti-bribery via
e-learning courses. MASH Makes works continuously to ensure that
employees enjoy safe, healthy and fair working conditions.
Activity number 4.13: ‘Manufacture of biogas and
biofuels for use in transport and of bioliquids’
Water
Our alignment assessment is based on the technical criteria from
substantial contribution to climate change mitigation. Following
the technical criteria, alignment requires that the biomass used,
whether agricultural or forest-based, complies with specific guide-
lines outlined in the relevant articles of Directive (EU) 2018/2001.
This includes avoiding the use of food and feed crops to produce
biofuels and bioliquids. Furthermore, the process must achieve at
least 65% greenhouse gas emission savings compared to the fossil
fuel comparator. MASH Makes leverages a non-food feedstock using
cashew nutshell press cake, which undergoes pyrolysis generating
biofuel and biochar/carbon capture. This results in a GHG reduction
of more than 65% compared to fossil fuels. The activities are there-
fore in alignment with the technical criteria of activity number 4.13.
As NORDEN is running an operation with no water usage or impact
on water in the area, we believe the activities under 4.13 are aligned
with the generic water criteria for DNSH.
Pollution prevention
Since MASH Makes uses pyrolysis to produce biochar and biofuel,
the DSNH criteria are not relevant for NORDEN. Therefore, we
believe the activities under 4.13 are aligned with the generic pollu-
tion prevention criteria for DNSH.
In line with these commitments, NORDEN has implemented a
rigorous due diligence process to identify and address salient
human rights risks in its operations. This process involved
conducting multiple interviews with employees and managers,
providing an in-depth understanding of the potential risks related
to NORDEN's activities. The findings from these interviews, along
with proposed preventive and mitigating actions, were thoroughly
reviewed and approved by NORDEN's ESG owner.
Biodiversity
MASH Makes' portfolio projects are located outside the EU. The
technical criteria of Appendix D do not apply to MASH Makes'
projects, but the company collaborates with reputable NGOs for
the application of biochar and related afforestation/farming efforts,
acknowledging these as beyond the direct operational scope. This
partnership approach leverages NGO expertise in environmental
management and sustainable agriculture, ensuring responsible and
Having secured alignment with the technical criteria under the
objective of climate mitigation, we assess whether the activity harms
any of the remaining environmental objectives, i.e., live up to all the
Based on such argumentation, we believe NORDEN is aligned with
the minimum safeguards criteria that enable EU Taxonomy-aligned
activities reporting under both activity numbers 4.13 and 6.10.
 
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NORDEN Annual Report 2023  
77  
POLICIES
Anti-Corruption Compliance Programme: The purpose is to ensure
compliance with key anti-corruption legislation, mitigate NORDEN’s
reputational risks and guide employees in what is expected when
working for NORDEN. The policy applies to all employees and the
Board of Directors. Ownership and enforcement of the programme
rest with the Head of Asset Management, and the programme is
accessible on the Intranet and described in the Employee Code of
Conduct.
Diversity, Equity & Inclusion Policy: NORDEN is committed to
respecting and promoting diversity, offering equal opportunities
and ensuring fair treatment for all employees. We strictly oppose
any form of discrimination, whether based on race, gender identity,
religion, political views or any other distinguishing characteristics.
Our employment practices, including hiring, remuneration, training
and advancement, are governed by relevant and objective criteria.
The policy, overseen by the Head of People & Sustainability, applies
to every NORDEN employee and is detailed on our website, Intranet
and in the Employee Code of Conduct.
approved by the Head of People & Sustainability and is available on
our Intranet.
Health and Safety Policy: NORDEN prioritises a safe and healthy
workplace, addressing physical, emotional, mental and spiritual
well-being. We aim to exceed legal standards and align with ILO
principles on workplace health and safety. This policy, overseen by
the Head of People & Sustainability, applies to all employees and
is detailed on our website, Intranet and in our Employee Code of
Conduct.
Anti-Harassment Policy: NORDEN is committed to ensuring all
employees are treated equally and with respect, safeguarded from
harassment, abuse and violence in the workplace, regardless of their
background or characteristics. This applies to all forms of harass-
ment, whether physical, verbal, sexual or psychological, and includes
all NORDEN employees and contractors. The policy, overseen by the
Head of People & Sustainability, extends to any work-related setting
and is integral to our corporate culture. It is detailed on our website,
Intranet and in the Employee Code of Conduct.
Employee Code of Conduct: NORDEN's Employee Code of
Conduct outlines the ethical, social and environmental standards
all employees are expected to follow. It serves as a guide for deci-
sion-making and maintaining high standards of business conduct.
The Code encompasses policies that reinforce NORDEN's commit-
ment to sustainability and supersedes less stringent laws or regula-
tions. Ownership and enforcement of the Code rest with the Head of
People & Sustainability. It is accessible on the Intranet, provided to
new hires during onboarding and must be acknowledged annually
to ensure comprehension of any updates.
Human Rights Policy: NORDEN is committed to upholding human
and labour rights as outlined in the International Bill of Human
Rights and the International Labour Organisation's Declaration.
This encompasses rights related to compensation, labour practices,
privacy, association, religion and work hours. The Head of People
& Sustainability ensures these principles are integrated into our
culture and practices. The policy is detailed on our website, intranet
and Employee Code of Conduct. We expect all employees and busi-
ness partners to adhere to these standards, reinforced through our
Responsible Supply Chain Management process, Supplier Code of
Conduct including and Technical Manager Code of Conduct.
Data Ethics Policy: The policy states our data ethics principles,
describing how we collect, store, process and protect data for the
benefit of our employees, customers, business partners and other
stakeholders. This Data Ethics Policy applies to all employees and
has been prepared in accordance with GDPR requirements and
section 99 d of he Danish Financial Statements Act. Ownership and
enforcement of the policy rest with the CFO and it is available on our
website.
Flexible Woking Policy: NORDEN values flexibility, offering remote
work and flexible hours to foster work-life balance and inclusivity.
This policy, suited to all employees, balances flexibility with main-
taining connectivity, innovation and performance. Office presence
may be required for certain roles and situations. The policy is
Modern Slavery Act: Conducting business in a legal, ethical and
socially responsible manner is core to NORDEN and in line with our
values. We are committed to ensuring that modern slavery or human
trafficking does not occur in any part of our business or supply
chain. NORDEN’s framework for respecting human and labour
 
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NORDEN Annual Report 2023  
78  
rights is operationalised by the UN Guiding Principles on Business
and Human Rights (UNGP), which draws on the International Bill of
Human Rights, the International Labour Organisation’s Declaration
of Fundamental Principle and Rights at Work and the Rio Declaration
on Environment and Development. Ownership and enforcement rest
with the Head of People & Sustainability and the policy is available
on NORDEN’s website, Intranet and described in our Employee
Code of Conduct.
our stakeholders through reliable and effective tax management.
NORDEN uses the arm's length principle of pricing in line with OECD
Transfer Pricing Guidelines for Multinational Enterprises and Tax
Administration and applies this consistently across our businesses.
The Board of Directors of NORDEN approves general tax principles
and exercises governance over corporate tax affairs through regular
updates on our tax positions. Ownership and enforcement of the
policy rest with the CFO and the policy is available on our website.
Sanctions Compliance Programme: NORDEN's Sanctions Compli-
ance Programme is implemented to ensure that NORDEN, its affili-
ated companies and employees do not engage in any transactions
in breach of the sanctions policy. The sanctions policy is defined by
the Board of Directors and it is the responsibility of the Head of Risk
Management to ensure the Sanctions Compliance Programme is
followed and the sanctions policy is implemented and available on
our Intranet.
Technical Manager Code of Conduct: NORDEN's Technical Manager
Code of Conduct outlines the ethical, social and environmental
standards which all NORDEN’s technical managers are expected
to follow. It serves as a guide for maintaining high standards of
business conduct. The Code encompasses policies that reinforce
NORDEN's commitment to sustainability and supersedes less strin-
gent laws or regulations. Ownership and enforcement of the Code
rest with the Head of Technical Management, and is part of the basis
for the contract between the parties and must be acknowledged by
the technical managers annually to ensure comprehension of any
updates.
Supplier Code of Conduct: The Supplier Code of Conduct supports
NORDEN in building a sustainable practice by establishing systems
and processes to manage our adverse impacts on human and labour
rights, environment and anti-corruption through our purchasing
practices. NORDEN expects all our suppliers, at any time, to be able
to declare in writing their stage of implementation. Ownership and
enforcement of the Code rest with the Head of Procurement and is
part of the contractual agreement. The Supplier Code of Conduct is
available on our website.
Whistleblower scheme: NORDEN promotes a speak-up culture
where employees are encouraged to report misconduct without fear
of retaliation. This applies to everyone associated with NORDEN,
including workers in our value chain and external partners. Reports
can be made anonymously and are managed by the Head of Group
Legal and the Board of Directors. The whistleblower scheme is
detailed on our website, Intranet and in our Employee Code of
Conduct.
Tax Policy: The purpose of the Tax Policy is to define the global
management of taxes, including governance and structuring. As
part of NORDEN’s responsible approach to tax, NORDEN aims
to increase sustainable growth and value creation for society and
©Office Design by Cushman & Wakefield Singapore,  
Photography by Owen Raggett  
 
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NORDEN Annual Report 2023  
79  
ESG PERFORMANCE DATA
SASB Marine transportation index
Topic
Metric
Unit
Code
2023
2022
2021
Greenhouse Gas Emissions
Scope 1 bunker emissions
Metric tonnes (t) CO2e
Terajoules (TJ)
Percentage (%)
Percentage (%)
CO2 per capacity-nm
Metric tonnes (t)
Metric tonnes (t)
Metric tonnes (t)
Number of travel days
Percentage (%)
Percentage (%)
Number
TR-MT-110a.1
TR-MT-110a.3
TR-MT-110a.3
TR-MT-110a.3
TR-MT-110a.4
TR-MT-120a.1
TR-MT-120a.1
TR-MT-120a.1
TR-MT-160a.1
TR-MT-160a.2
TR-MT-160a.2
TR-MT-160a.3
TR-MT-160a.3
TR-MT-320a.1
3,834,437
49,901
5.9%
0.1%
4.3
4,271,580
55,809
7.1%
4,519,456
58,707
5.9%
0.0%
3.3
Total energy consumed (TJ)
Percentage heavy fuel oil
Percentage renewable
0.1%
4.1
Average Energy Efficiency Design Index (EEDI) for new vessels
Air Quality
NOx
101,678
9,894
4,941
21,458
100%
0%
117,620
10,889
5,692
23,321
95%
123,965
11,220
5,987
23,456
81%
SOx
PM10
Ecological Impacts
Shipping duration in marine-protected areas or areas of protected conservation status
Percentage of fleet implementing ballast water treatment
Percentage of fleet implementing ballast water exchange
Number of spills and releases to the environment
Aggregate volume of spills and releases to the environment
Lost Time Incident Rate (LTIR)
5%
0%
0
0
0
Number, cubic metres
Rate
0
0
0
Health & Safety
Business Ethics
1.0
0.8
0.8
Number of calls at ports in countries that have the 20 lowest rankings in Transparency International’s Corruption Perception
Index
Number
TR-MT-510a.1
TR-MT-510a.2
TR-MT-540a.1
TR-MT-540a.1
58
0
52
0
83
0
The total amount of monetary losses as a result of legal proceedings associated with bribery or corruption
Number of marine casualties
Reporting currency
Number
Accident & Safety Management
0
2
0
Percentage (%)
Percentage classified as very serious (very serious = the total loss of the ship, a death, or severe damage to the environment)
Number of Conditions of Class or Recommendations
0%
15
33%
15
0%
NA
Number TR-MT-540a.2
Number TR-MT-540a.3
Number TR-MT-540a.3
Number of port state control deficiencies
26
61
NA
Number of port state control detentions
0
1
NA
Number of shipboard employees
Total distance travelled by vessels
Operating days
Number
Nautical miles (nm)
Days
TR-MT-000.A
TR-MT-000.B
TR-MT-000.C
TR-MT-000.D
TR-MT-000.E
TR-MT-000.F
TR-MT-000.G
461
546
636
13,989,053
196,388
1,573
19
14,219,344
203,674
1,201
21
14,585,771
198,799
1,738
31
Deadweight tonnage
Thousand DWT
Number
Number of vessels in total shipping fleet
Number of vessel port calls
Number
9,496
NA
10,139
NA
10,377
NA
Twenty-foot equivalent unit (TEU) capacity
TEU
 
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ESRS index
Disclosure
requirement
Section
Sub Section
Metric
Unit
2023
2022
E1 - Climate change
Energy consumption and mix
Fuel consumption from crude oil and petroleum products
Fuel consumption for renewable sources
Energy intensity
MWh
ESRS E1-5
ESRS E1-5
ESRS E1-5
13,861,565
19,790
266
15,492,959
14,470
343
MWh
USD / MWh
Gross scopes 1, 2, 3 and total GHG emissions
Gross Scope 1 GHG Emissions
Metric tonnes (t) CO2 eq
ESRS E1-6
3,834,437
4,271,580
Gross Scope 2 GHG Emissions
Location based
ESRS E1-6
ESRS E1-6
ESRS E1-6
Metric tonnes (t) CO2 eq
Metric tonnes (t) CO2 eq
418.1
347.9
531.0
NA
Market based
Gross Scope 3 GHG Emissions
Metric tonnes (t) CO2 eq
ESRS E1-6
3,693,383
3,826,419
Total Gross GHG Emissions
Location based
Metric tonnes (t) CO2 eq
Metric tonnes (t) CO2 eq
ESRS E1-6
ESRS E1-6
7,528,238
7,528,168
8,113,403
NA
Market based
GHG emissions intensity
Location based
USD/Metric tonnes (t) CO2 eq ESRS E1-6
USD/Metric tonnes (t) CO2 eq ESRS E1-6
490
490
0
655
NA
Market based
GHG removals and storage through projects
Metric tonnes (t) CO2 eq
Metric tonnes (t) CO2 eq
Metric tonnes (t)
Metric tonnes (t)
Metric tonnes (t)
Metric tonnes (t)
Metric tonnes (t)
Metric tonnes (t)
Metric tonnes (t)
HC
ESRS E1-7
ESRS E1-7
ESRS E2-4
ESRS E2-4
ESRS E2-4
ESRS E2-4
ESRS E2-4
ESRS E2-4
ESRS E2-4
ESRS S1-6
ESRS S1-6
ESRS S1-9
ESRS S1-9
ESRS G1-4
ESRS G1-4
0
GHG emission reductions or removals by purchase of carbon credits
0
0
E2 - Pollution
Pollution of air, water and soil
NOx
101,678
9,894
4,546
4,147
70
117,620
10,889
5,236
4,636
76
SOx
PM2.5
NVMOC
Heavy metals in air
Heavy metals in water
29
38
PAHs
1
1
S1 - Own workforce
Characteristics of the undertaking's employees
Diversity indicators
Total number, employee turnover
NM
NM
NM
NM
0
NM
NM
NM
NM
0
Rate of employee turnover
%
The gender distribution in number and percentage at top management level amongst its employees
The distribution of employees by age group: under 30 years old, 30-50 years old; over 50 years old
The total number and nature of confirmed incidents of corruption or bribery
The number of convictions and the amount of fines for violation of anti-corruption and antibribery laws
FTEs/%
%
G1 - Business conduct
Confirmed incidents of corruption or bribery
#
0
0
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
81  
Total GHG emissions disaggregated by scopes 1 and 2 and material scope 3 categories
Retrospective
Target years
'000 metric tonnes
Base year
N-1
N = 2023
% N / N-1
2025
2030
2050
Scope 1 GHG emissions
Gross Scope 1 GHG emissions (tCO2e)
4,287
4,287
3,834
-11%
NA
NA
0
Percentage of Scope 1 GHG emissions from regulated
emission trading schemes (%)
NA
NA
NA
NA
NM
NM
NM
Scope 2 GHG emissions
Gross location-based scope 2 GHG emissions (tCO2e)
Gross market-based scope 2 GHG emissions (tCO2e)
0.4
NA
0.4
NA
0.4
0.3
19%
NA
NA
NA
NA
NA
0
0
Material scope 3 GHG emissions
Total gross indirect (scope 3) GHG emissions (tCO2e)
GHG 1: Purchased goods and services
GHG 2: Capital goods
3,826
266
6
3,826
266
6
3,693
187
-4%
-30%
189%
-9%
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
0
0
0
0
0
18
GHG 3: Fuel and energy-related activities
GHG 13: Downstream leased assets
904
2,650
904
2,650
823
2,665
1%
Total GHG emissions
Total GHG emissions (location-based) (tCO2e)
Total GHG emissions (market-based) (tCO2e)
8,113
NA
8,113
NA
7,528
7,528
-7%
NA
NA
NA
NA
NA
0
0
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
82  
EU Taxonomy
DNSH criteria  
Turnover
Substantial contribution criteria  
("Does Not Significantly Harm")  
Economic Activities (1)  
USDm
%
Y;N;N/ELY;N;N/ELY;N;N/ELY;N;N/ELY;N;N/ELY;N;N/EL
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES (A.1. + A.2.)
A.1. Environmentally sustainable activities (Taxonomy-aligned) (A.1)
Sea and coastal freight water transport
CCM 6.10
6
0%
Y
N
N
N
N
N
Y
Y
Y
Y
Y
Y
Y
1%
E
E
-
Turnover of environmentally sustainable activities
(Taxonomy-aligned) (A.1)
6
6
0
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Y
Y
Y
Y
Y
Y
Y
1%
1%
0%  
Of which enabling
0%
0%
0%
0%
0%
Y
Y
Y
Y
Y
Y
Y
Of which transitional
T
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Sea and coastal freight water transport
CCM 6.10 2,860
78%  
EL  
80%  
Turnover of Taxonomy-eligible but not environmentally
sustainable activities (not Taxonomy-aligned activities) (A.2)
2,860
2,866
78%
78%
78%
0%
0%
0%
0%
0%
80%
81%  
Total turnover of Taxonomy-elgible activities (A.1 + A.2)
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Turnover of Taxonomy non-eligible activities
820
22%
Total (A+B)
3,686
100%
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
83  
DNSH criteria  
CapEx
Substantial contribution criteria  
("Does Not Significantly Harm")  
Economic Activities (1)  
USDm
%
Y;N;N/ELY;N;N/ELY;N;N/ELY;N;N/ELY;N;N/ELY;N;N/EL
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES (A.1. + A.2.)
A.1. Environmentally sustainable activities (Taxonomy-aligned) (A.1)
Manufacture of biogas and biofuels for use in
transport and of bioliquids
CCM 4.13
13
4%
Y
N
N
N
N
N
Y
Y
Y
Y
Y
Y
Y
0%
0%
E
E
-
CapEx of environmentally sustainable activities
(Taxonomy-aligned) (A.1)
13
4%
4%
0%
0%
0%
0%
0%
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Of which enabling
13
0
4%
0%
4%
0%
0%
0%
0%
0%
0%
0%
0%  
Of which transitional
T
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Sea and coastal freight water transport
CCM 6.10
320
96%
EL
99%  
CapEx of Taxonomy-eligible but not environmentally
sustainable activities (not Taxonomy-aligned activities) (A.2)
320
333
96%
96%
0%
0%
0%
0%
0%
99%
99%  
Total turnover of Taxonomy-eligible activities (A.1 + A.2)
100%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
CapEx of Taxonomy non-eligible activities
Total (A+B)
0
0%
333
100%
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
84  
DNSH criteria  
OpEx
Substantial contribution criteria  
("Does Not Significantly Harm")  
Economic Activities (1)  
USDm
%
Y;N;N/ELY;N;N/ELY;N;N/ELY;N;N/ELY;N;N/ELY;N;N/EL
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
Y/N
%
E
T
A. TAXONOMY-ELIGIBLE ACTIVITIES (A.1. + A.2.)
A.1. Environmentally sustainable activities (Taxonomy-aligned) (A.1)
Sea and coastal freight water transport
CCM 6.10
0
0%
Y
N
N
N
N
N
Y
Y
Y
Y
Y
Y
Y
0%
E
E
OpEx of environmentally sustainable activities
(Taxonomy-aligned) (A.1)
0
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Y
Y
Y
Y
Y
Y
Y
0%
1%
0%  
Of which enabling
0%
0%
0%
0%
0%
Y
Y
Y
Y
Y
Y
Y
Of which transitional
T
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Sea and coastal freight water transport
CCM 6.10 2,379
75%  
EL  
75%  
OpEx of Taxonomy-eligible but not environmentally
sustainable activities (not Taxonomy-aligned activities) (A.2)
2,379
2,379
75%
75%
75%
0%
0%
0%
0%
0%
75%
75%  
Total turnover of Taxonomy-eligible activities (A.1 + A.2)
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
OpEx of Taxonomy non-eligible activities
Total (A+B)
803
25%
3,183
100%
 
NORDEN Annual Report 2023  
85  
Signatures  
86 Statement by the Board of Directors  
and Executive Management  
87 Independent auditor’s report  
91 Independent limited assurance  
report on the consolidated  
ESG performance data  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
86  
STATEMENT BY THE BOARD OF DIRECTORS AND  
EXECUTIVE MANAGEMENT  
The Board of Directors and the Executive Management have today consid-  
ered and adopted the Annual Report of Dampskibsselskabet NORDEN A/S  
for the financial year 1 January–31 December 2023.  
tion at 31 December 2023 of the Group and the Parent Company and of the  
results of the Group’s and the Parent Company’s operations and the Group’s  
consolidated cash flows for the financial year 2023.  
a fair and balanced view of the Group’s sustainability performance and social  
responsibility for the financial year 2023.  
In our opinion, the Annual Report of Dampskibsselskabet NORDEN A/S for  
the financial year 1 January–31 December 2023 with the file name "norden-  
2023-12-31-en.zip" is prepared, in all material respects, in compliance with the  
ESEF Regulation.  
The Consolidated Financial Statements are prepared in accordance with IFRS  
Accounting Standards as adopted by the EU and additional requirements  
stated in the Danish Financial Statements Act. The Parent Company Financial  
Statements are prepared in accordance with the Danish Financial Statements  
Act. The Management’s Review is also prepared in accordance with the  
Danish Financial Statements Act.  
In our opinion, the Management’s Review provides a fair review of the devel-  
opment in the operations and financial circumstances of the Group and the  
Parent Company, of the results for the year and of the financial position of the  
Group and the Parent Company as well as a description of the most significant  
risks and elements of uncertainty, which the Group and the Parent Company  
are facing.  
We recommend that the Annual Report be adopted at the annual general  
meeting on 12 March 2024.  
In our opinion, the Consolidated Financial Statements and the Parent  
Company Financial Statements give a true and fair view of the financial posi-  
In our opinion, the ESG performance data on pages 43-66 is presented in  
accordance with the stated accounting policies on pages 67–76 and provides  
Copenhagen, 8 February 2024  
Executive Management  
Jan Rindbo  
Martin Badsted  
CEO  
CFO  
Board of Directors  
Klaus Nyborg  
Johanne Riegels Østergård  
Karsten Knudsen  
Robert Hvide Macleod  
Ian McIntosh  
Vibeke Bak Solok  
Chair  
Vice chair  
Henrik Røjel  
Christina Lerchedahl Christensen  
William Boatwright  
(employee-elected)  
(employee-elected)  
(employee-elected)  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
87  
INDEPENDENT AUDITOR’S REPORT  
To the shareholders of Dampskibsselskabet NORDEN A/S  
Further, in our opinion the parent company financial statements give a true  
and fair view of the financial position of the Parent Company at 31 December  
2023 and of the results of the Parent Company's operations for the financial  
year 1 January – 31 December 2023 in accordance with the Danish Financial  
Statements Act.  
To the best of our knowledge, we have not provided any prohibited non-audit  
services as described in article 5(1) of Regulation (EU) no. 537/2014.  
Report on the audit of the Consolidated Financial Statements and  
Parent Company Financial Statements  
Appointment of auditor  
We were initially appointed as auditor of Dampskibsselskabet NORDEN A/S  
on 9 March 2023 for the financial year 2023.  
Opinion  
Our opinion is consistent with our long-form audit report to the Audit  
Committee and the Board of Directors.  
We have audited the consolidated financial statements and the parent  
company financial statements of Dampskibsselskabet NORDEN A/S for the  
financial year 1 January – 31 December 2023, which comprise income state-  
ment, statement of financial position, statement of changes in equity and  
notes, including accounting policies, for the Group and the Parent Company,  
and a consolidated statement of comprehensive income and a consolidated  
statement of cash flows. The consolidated financial statements are prepared  
in accordance with IFRS Accounting Standards as adopted by the EU and  
additional requirements of the Danish Financial Statements Act, and the  
parent company financial statements are prepared in accordance with the  
Danish Financial Statements Act.  
Key audit matters  
Key audit matters are those matters that, in our professional judgement, were  
of most significance in our audit of the financial statements for the financial  
year 2023. These matters were addressed during our audit of the financial  
statements as a whole and in forming our opinion thereon. We do not provide  
a separate opinion on these matters. For each matter below, our description  
of how our audit addressed the matter is provided in that context.  
Basis for opinion  
We conducted our audit in accordance with International Standards on  
Auditing (ISAs) and additional requirements applicable in Denmark. Our  
responsibilities under those standards and requirements are further  
described in the "Auditor's responsibilities for the audit of the consolidated  
financial statements and the parent company financial statements" (here-  
inafter collectively referred to as "the financial statements") section of our  
report. We believe that the audit evidence we have obtained is sufficient and  
appropriate to provide a basis for our opinion.  
We have fulfilled our responsibilities described in the "Auditor's responsi-  
bilities for the audit of the financial statements" section, including in relation  
to the key audit matters below. Our audit included the design and perfor-  
mance of procedures to respond to our assessment of the risks of material  
misstatement of the financial statements. The results of our audit procedures,  
including the procedures performed to address the matters below, provide  
the basis for our audit opinion on the financial statements.  
In our opinion, the consolidated financial statements give a true and fair view  
of the financial position of the Group at 31 December 2023 and of the results  
of the Group's operations and cash flows for the financial year 1 January – 31  
December 2023 in accordance with IFRS Accounting Standards as adopted by  
the EU and additional requirements of the Danish Financial Statements Act.  
Independence  
We are independent of the Group in accordance with the International Ethics  
Standards Board for Accountants' International Code of Ethics for Profes-  
sional Accountants (IESBA Code) and the additional ethical requirements  
applicable in Denmark, and we have fulfilled our other ethical responsibilities  
in accordance with these requirements and the IESBA Code.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
88  
Key audit matter  
How our audit addressed the key audit matter  
Statement on the Management's review  
Management is responsible for the Management's review.  
Valuation of intangible and tangible assets.  
We discussed with Management and evaluated the methodology by which indi-  
cations of impairment of intangible and tangible assets are monitored, including  
the identification of CGUs.  
Our opinion on the financial statements does not cover the Management's  
review, and we do not express any form of assurance conclusion thereon.  
Intangible and tangible assets amount to USD million 996 on 31 December  
2023 as specified by Management in note 3.3, 3.4 and 3.5 to the consoli-  
dated financial statements.  
In connection with our audit of the financial statements, our responsibility  
is to read the Management's review and, in doing so, consider whether the  
Management's review is materially inconsistent with the financial statements  
or our knowledge obtained during the audit, or otherwise appears to be  
materially misstated.  
For the CGU Dry Cargo, Management identified impairment indicators and  
assessed the recoverable amounts of assets allocated to the CGU. Our audit  
procedures to test Management’s assessment of the recoverable amount  
included, among others:  
This area is significant to our audit due to the carrying value of intangible  
and tangible assets as well as the management judgements and assump-  
tions involved in impairment testing of these.  
Management monitors continuously the carrying value of intangible and  
tangible assets to determine, whether there are any indications of impair-  
ment. The assessment of impairment indicators is performed on a portfolio  
basis on the two cash-generating units (CGUs); Dry cargo and Tankers.  
•
•
•
Testing of the value-in-use model and the valuation methodology prepared  
by Management.  
Moreover, it is our responsibility to consider whether the Management's  
review provides the information required under the Danish Financial State-  
ments Act.  
Testing of the mathematical accuracy of the model and the reliability of data  
used in the calculation.  
Based on the work we have performed, we conclude that the Management's  
review is in accordance with the financial statements and has been prepared  
in accordance with the requirements of the Danish Financial Statements Act.  
We did not identify any material misstatement of the Management's review.  
The indications assessed by Management comprises, among other, vessel  
values, newbuilding prices and expectations to future development in short-  
and long-term freight and time charter rates.  
Testing the reasonableness of key assumptions and input data on basis of our  
knowledge of the business and industry together with supporting evidence  
such as budgets and externally observable market data related to expected  
short- and long-term freight and time charter rates, peer group information,  
interest rates etc.  
Management performs an impairment test if any indication of impairment  
exists and at least once a year for CGUs to which goodwill has been allo-  
cated.  
Management's responsibilities for the financial statements  
Management is responsible for the preparation of consolidated financial  
statements that give a true and fair view in accordance with IFRS Accounting  
Standards as adopted by the EU and additional requirements of the Danish  
Financial Statements Act and for the preparation of parent company financial  
statements that give a true and fair view in accordance with the Danish Finan-  
cial Statements Act.  
For the CGU Tankers, Management did not identify any impairment indicators.  
Our audit procedures to test Management’s assessment of impairment indica-  
tors included, among others:  
The impairment test is performed by comparing the carrying amount of  
intangible and tangible assets with their recoverable amount. The recover-  
able amount of the assets is determined as the higher of the net selling price  
and the value-in-use.  
•
•
Assessment of the conclusions from Management’s assessment of whether  
any indications of impairment exist.  
Moreover, Management is responsible for such internal control as Manage-  
ment determines is necessary to enable the preparation of financial state-  
ments that are free from material misstatement, whether due to fraud or error.  
If the carrying amount, exceeds the recoverable amount, as assessed by the  
impairment testing, the assets are written down to the lower recoverable  
amount.  
Testing the reasonableness of Management’s assessment by comparing  
key assumptions and input data to supporting evidence such as exter-  
nally observable market data related to short, and long-term freight and  
time charter rates, pricing of newbuilding of vessels and vessel valuations  
prepared by external and independent ship valuation experts.  
In preparing the financial statements, Management is responsible for  
assessing the Group's and the Parent Company's ability to continue as a going  
concern, disclosing, as applicable, matters related to going concern and  
using the going concern basis of accounting in preparing the financial state-  
ments unless Management either intends to liquidate the Group or the Parent  
Company or to cease operations, or has no realistic alternative but to do so.  
For details on the impairment tests performed by Management reference is  
made to note 3.2 in the consolidated financial statements.  
We examined the adequacy of disclosures about key assumptions and sensi-  
tivity in note 3.2 to the consolidated financial statements.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
89  
Auditor's responsibilities for the audit of the financial statements  
Our objectives are to obtain reasonable assurance as to whether the financial  
statements as a whole are free from material misstatement, whether due  
to fraud or error, and to issue an auditor's report that includes our opinion.  
Reasonable assurance is a high level of assurance, but is not a guarantee that  
an audit conducted in accordance with ISAs and additional requirements  
applicable in Denmark will always detect a material misstatement when it  
exists. Misstatements can arise from fraud or error and are considered mate-  
rial if, individually or in the aggregate, they could reasonably be expected to  
influence the economic decisions of users taken on the basis of the financial  
statements.  
based on the audit evidence obtained, whether a material uncertainty  
exists related to events or conditions that may cast significant doubt on the  
Group's and the Parent Company's ability to continue as a going concern.  
If we conclude that a material uncertainty exists, we are required to draw  
attention in our auditor's report to the related disclosures in the financial  
statements or, if such disclosures are inadequate, to modify our opinion.  
Our conclusions are based on the audit evidence obtained up to the date  
of our auditor's report. However, future events or conditions may cause the  
Group and the Parent Company to cease to continue as a going concern.  
statements of the current period and are therefore the key audit matters.  
We describe these matters in our auditor's report unless law or regulation  
precludes public disclosure about the matter.  
Report on compliance with the ESEF Regulation  
As part of our audit of the Consolidated Financial Statements and Parent  
Company Financial Statements of Dampskibsselskabet NORDEN A/S, we  
performed procedures to express an opinion on whether the annual report  
of Dampskibsselskabet NORDEN A/S for the financial year 1 January – 31  
December 2023 with the file name "norden-2023-12-31-en.zip" is prepared, in  
all material respects, in compliance with the Commission Delegated Regu-  
lation (EU) 2019/815 on the European Single Electronic Format (ESEF Regu-  
lation) which includes requirements related to the preparation of the annual  
report in XHTML format and iXBRL tagging of the Consolidated Financial  
Statements including notes.  
•
•
Evaluate the overall presentation, structure and contents of the financial  
statements, including the note disclosures, and whether the financial state-  
ments represent the underlying transactions and events in a manner that  
gives a true and fair view.  
As part of an audit conducted in accordance with ISAs and additional require-  
ments applicable in Denmark, we exercise professional judgement and  
maintain professional scepticism throughout the audit. We also:  
Obtain sufficient appropriate audit evidence regarding the financial infor-  
mation of the entities or business activities within the Group to express an  
opinion on the consolidated financial statements. We are responsible for  
the direction, supervision and performance of the group audit. We remain  
solely responsible for our audit opinion.  
•
Identify and assess the risks of material misstatement of the financial state-  
ments, whether due to fraud or error, design and perform audit procedures  
responsive to those risks and obtain audit evidence that is sufficient and  
appropriate to provide a basis for our opinion. The risk of not detecting a  
material misstatement resulting from fraud is higher than for one resulting  
from error, as fraud may involve collusion, forgery, intentional omissions,  
misrepresentations or the override of internal control.  
Management is responsible for preparing an annual report that complies with  
the ESEF Regulation. This responsibility includes:  
We communicate with those charged with governance regarding, among  
other matters, the planned scope and timing of the audit and significant audit  
findings, including any significant deficiencies in internal control that we  
identify during our audit.  
•
•
The preparing of the annual report in XHTML format;  
The selection and application of appropriate iXBRL tags, including exten-  
sions to the ESEF taxonomy and the anchoring thereof to elements in the  
taxonomy, for all financial information required to be tagged using judge-  
ment where necessary;  
•
Obtain an understanding of internal control relevant to the audit in order to  
design audit procedures that are appropriate in the circumstances, but not  
for the purpose of expressing an opinion on the effectiveness of the Group's  
and the Parent Company's internal control.  
We also provide those charged with governance with a statement that we  
have complied with relevant ethical requirements regarding independence,  
and to communicate with them all relationships and other matters that may  
reasonably be thought to bear on our independence, and where applicable,  
actions taken to eliminate threats or safeguards applied.  
•
•
Ensuring consistency between iXBRL tagged data and the Consolidated  
Financial Statements presented in human readable format; and  
•
•
Evaluate the appropriateness of accounting policies used and the reasona-  
bleness of accounting estimates and related disclosures made by Manage-  
ment.  
For such internal control as Management determines necessary to enable  
the preparation of an annual report that is compliant with the ESEF Regula-  
tion.  
From the matters communicated with those charged with governance,  
we determine those matters that were of most significance in the audit of  
the consolidated financial statements and the parent company financial  
Conclude on the appropriateness of Management's use of the going  
concern basis of accounting in preparing the financial statements and,  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
90  
•
Our responsibility is to obtain reasonable assurance on whether the annual  
report is prepared, in all material respects, in compliance with the ESEF  
Regulation based on the evidence we have obtained, and to issue a report  
that includes our opinion. The nature, timing and extent of procedures  
selected depend on the auditor’s judgement, including the assessment of  
the risks of material departures from the requirements set out in the ESEF  
Regulation, whether due to fraud or error. The procedures include:  
In our opinion, the annual report of Dampskibsselskabet NORDEN A/S for the  
financial year 1 January – 31 December 2023 with the file name "norden-2023-  
12-31-en.zip" is prepared, in all material respects, in compliance with the ESEF  
Regulation.  
Copenhagen, 8 February 2024  
EY Godkendt Revisionspartnerselskab  
CVR no. 30 70 02 28  
•
•
Testing whether the annual report is prepared in XHTML format;  
Obtaining an understanding of the company’s iXBRL tagging process and of  
internal control over the tagging process;  
Mikkel Sthyr  
Morten Weinreich Larsen  
State Authorised  
Public Accountant  
mne42791  
State Authorised  
Public Accountant  
mne26693  
•
•
Evaluating the completeness of the iXBRL tagging of the Consolidated  
Financial Statements including notes;  
Evaluating the appropriateness of the company’s use of iXBRL elements  
selected from the ESEF taxonomy and the creation of extension elements  
where no suitable element in the ESEF taxonomy has been identified;  
•
•
Evaluating the use of anchoring of extension elements to elements in the  
ESEF taxonomy; and  
Reconciling the iXBRL tagged data with the audited Consolidated Financial  
Statements.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
91  
INDEPENDENT AUDITOR'S ASSURANCE REPORT ON  
SELECTED ESG PERFORMANCE DATA  
To the stakeholders of Dampskibsselskabet NORDEN A/S  
Auditor's responsibilities  
than the assurance which would be obtained had we performed a reasonable  
assurance engagement.  
As agreed, we have performed an examination with a limited assurance,  
as defined by the International Standards on Assurance Engagements, on  
Dampskibsselskabet NORDEN A/S’s (’NORDEN’) selected ESG performance  
data in the tables ‘NORDEN’s material topics and monitoring indicators’,  
‘Summary of EEOI by vessel and type’, ‘SASB Marine transportation index’,  
‘ESRS index’, ‘Total GHG emissions disaggregated by Scope 1 and 2 and  
significant to Scope 3’ on pages 47, 55 and 79–81 (‘the selected ESG perfor-  
mance data’) in the ESG section of the Annual Report for the period 1 January  
2023 to 31 December 2023.  
Our responsibility is to express a conclusion based on our examinations on  
the presentation of the selected ESG performance data in accordance with  
the scope defined above.  
As part of our examinations, we performed the below procedures:  
We conducted our examinations in accordance with ISAE 3000 Assurance  
Engagements Other than Audits or Reviews of Historical Financial Information  
and additional requirements under Danish audit regulation to obtain limited  
assurance for the purposes of our conclusion.  
•
•
Interviewed those in charge of the selected ESG performance data to  
develop an understanding of the process for the preparation of the ESG  
section and for carrying out internal control procedures.  
Performed analytical review of the data and trends to identify areas of the  
selected ESG performance data with a significant risk of misleading or  
unbalanced information or material misstatements and obtained an under-  
standing of any explanations provided for significant variances.  
EY Godkendt Revisionspartnerselskab applies International Standard on  
Quality Management 1, ISQM1, which requires the firm to design, implement  
and operate a system of quality management including policies or proce-  
dures regarding compliance with ethical requirements, professional stand-  
ards and applicable legal and regulatory requirements.  
In preparing the selected ESG performance data, NORDEN applied the  
ESG accounting policies described on pages 67–73. The selected ESG  
performance data needs to be read and understood together with the ESG  
accounting policies, which Management is solely responsible for selecting  
and applying. The absence of an established practice on which to derive,  
evaluate, and measure the selected ESG performance data allows for  
different, but acceptable, measurement techniques and can affect compara-  
bility between entities and over time.  
•
Based on inquiries we evaluated the appropriateness of accounting policies  
used, their consistent application and related disclosures in the selected  
ESG performance data. This includes the reasonableness of estimates made  
by management.  
We have complied with the independence and other ethical requirements of  
the International Ethics Standards Board for Accountants' International Code  
of Ethics for Professional Accountants (IESBA Code), which is founded on  
fundamental principles of integrity, objectivity, professional competence and  
due care, confidentiality and professional behaviour as well as ethical require-  
ments applicable in Denmark.  
•
•
Designed and performed further procedures responsive to those risks and  
obtained evidence that is sufficient and appropriate to provide a basis for  
our conclusion.  
Other than as described in the preceding paragraph, which sets out the  
scope of our engagement, we did not perform assurance procedures on the  
remaining information included in the Annual Report and accordingly, we do  
not express an opinion on this information.  
Description of procedures performed  
In connection with our procedures, we read the other sustainability infor-  
mation in the ESG section of NORDEN’s Annual Report and, in doing so,  
considered whether the other sustainability information is materially incon-  
sistent with the selected performance data or our knowledge obtained in  
the review or otherwise appear to be materially misstated.  
In obtaining limited assurance over the selected ESG performance data on  
pages 47, 55 and 79–81, our objective was to perform such procedures as to  
obtain information and explanations which we consider necessary in order to  
provide us with sufficient appropriate evidence to express a conclusion with  
limited assurance.  
Management's responsibilities  
NORDENS’s Management is responsible for selecting the ESG accounting  
policies, and for presenting the ESG performance data in accordance with the  
ESG accounting policies, in all material respects. This responsibility includes  
establishing and maintaining internal controls, maintaining adequate records,  
and making estimates that are relevant to the preparation of the ESG perfor-  
mance data, such that it is free from material misstatement, whether due to  
fraud or error.  
In our opinion, the examinations performed provide a sufficient basis for our  
conclusion.  
The procedures performed in connection with our examination are less than  
those performed in connection with a reasonable assurance engagement.  
Consequently, the degree of assurance for our conclusion is substantially less  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
92  
Conclusion  
Based on our examinations and the evidence obtained, nothing has come to  
our attention that causes us to believe that the selected ESG performance  
data presented in the tables ‘NORDEN’s material topics and monitoring  
indicators’, ‘Summary of EEOI by vessel and type’, ‘SASB Marine transporta-  
tion index’, ‘ESRS index’, ‘Total GHG emissions disaggregated by Scope 1 and  
2 and significant to Scope 3’ on pages 47, 55 and 79–81 (‘the selected ESG  
performance data’) in the ESG section of Dampskibsselskabet NORDEN A/S’s  
Annual Report for the period 1 January 2023 to 31 December 2023 has not  
been prepared, in all material respects, in accordance with ESG accounting  
policies described on pages 67– 73.  
Copenhagen, 8 February 2023  
EY Godkendt Revisionspartnerselskab  
CVR no. 30 70 02 28  
Mikkel Sthyr  
Lars Fermann  
State Authorised  
Public Accountant  
mne45879  
State Authorised  
Public Accountant  
mne26693  
 
NORDEN Annual Report 2023  
93  
Financial statements  
94 Consolidated financial statements  
140 Parent company financial statements  
154 Other  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
94  
Consolidated financial statements  
95  
95  
96  
97  
98  
Income statement  
Statement of comprehensive income  
Statement of financial position  
Statement of cash flows  
Statement of changes in equity  
99 Notes to the consolidated financial statements  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
95  
INCOME STATEMENT  
STATEMENT OF COMPREHENSIVE  
INCOME  
Amounts in USD million  
Note  
2.1  
2023  
2022  
Amounts in USD million  
Note  
2023  
2022  
Contribution margin  
USD million  
1,026  
Revenue  
3,691.9
5,312.4
Profit for the year  
400.1
743.5
Other operating income  
Vessel operating costs  
Contribution margin  
17.6
-2,914.1
795.4
27.7
-3,974.2
1,365.9
Items which will be reclassified to the income statement:  
Fair value adjustment for the year, cash flow hedges  
Other comprehensive income, total  
2.2  
2.2  
4.6  
-98.4
94.3
-98.4
94.3
Avg.  
630  
446  
418  
Overhead and administration costs  
-116.8
-206.8
Total comprehensive income for the year, after tax  
301.7
837.8
378  
340  
Avg.  
307  
Profit before depreciation, amortisation and  
impairment losses, etc. (EBITDA)  
Attributable to:  
204  
678.6
1,159.1
Owners of Dampskibsselskabet NORDEN A/S  
301.7
837.8
Profit/loss from sale of vessels, etc.  
3.9  
3.2-3.5  
3.7  
79.0
-335.2
-0.8
79.4
-449.7
2.8
2021  
2022  
2023  
Depreciation, amortisation and impairment losses, net  
Profit/loss from investments in joint ventures  
Profit from operations (EBIT)  
Freight Services & Trading  
Assets & Logistics  
421.6
791.6
Financial income  
Financial expenses  
Profit before tax  
4.3  
4.3  
42.0
-53.4
410.2
12.3
-52.0
751.9
T/C equivalent revenue  
USD million  
3,364  
Tax for the year  
5.2  
-10.1
-8.4
Profit for the year  
400.1
743.5
Avg.  
2,550  
2,212  
2,073  
Attributable to:  
Owners of Dampskibsselskabet NORDEN A/S  
400.1
743.5
Earnings per share (EPS)  
4.1  
589  
562  
Avg.  
514  
391  
Earnings per share (USD)  
12.4
12.3
21.2
21.1
Earnings per share, diluted (USD)  
2021  
2022  
2023  
Freight Services & Trading  
Assets & Logistics  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
96  
STATEMENT OF FINANCIAL POSITION  
Equity  
Assets  
Equity and liabilities  
USD million  
Amounts in USD million  
Note  
2023  
2022  
Amounts in USD million  
Note  
2023  
2022  
1,331  
1,198  
Goodwill  
3.3  
3.3  
35.3
15.2
50.5
-
-
-
Share capital  
4.1  
4.6  
5.4
-35.3
5.9
63.1
Other intangible assets  
Total intangible assets  
Reserve for hedges  
Retained earnings  
Total equity  
993  
Avg.  
1,057  
903  
859  
1,227.8
1,197.9
1,261.7
1,330.7
Vessels  
3.4  
3.5  
3.4  
3.4  
503.5
355.0
49.6
525.6
454.0
50.4
Right-of-use assets  
Loans  
4.2  
4.2  
4.2  
109.8
-
200.6
73.7
Property and equipment  
Prepayments on vessels and newbuildings  
Total tangible assets  
Bonds  
37.0
32.1
Lease liabilities  
Total non-current liabilities  
153.0
262.8
243.3
517.6
945.1
1,062.1
19  
20  
21  
22  
23  
Investments  
3.7  
3.6  
12.7
17.0
29.7
-
14.0
14.0
Receivables from subleasing  
Total financial assets  
Loans  
4.2  
4.2  
4.2  
2.2
71.3
21.0
-
Net working capital  
Bonds  
USD million  
151  
Lease liabilities  
Trade payables  
Tax payables  
Other payables  
Deferred income  
265.5
261.8
6.6
276.2
279.5
0.3
Total non-current assets  
1,025.3
1,076.1
Inventories  
112.1
77.6
134.2
77.9
Receivables from subleasing  
Trade receivables  
3.6  
2.5  
148.7
101.9
858.0  
224.5
84.6
886.1  
92  
283.6
-
328.9
1.5
2.4  
3.9  
Avg.  
61  
55  
Receivables from joint ventures  
Other receivables  
39  
38.0
45.5
Prepayments  
116.5
557.2
1,185.0  
139.0
842.3
1,569.3  
Liabilities relating to assets held for sale  
25.2
21.0
Cash and cash equivalents  
3.8  
3.9  
Total current liabilities  
883.2
907.1
-33  
19  
20  
21  
22  
23  
Assets held for sale  
133.6
110.0
Total liabilities  
1,146.0
2,343.9
1,424.7
2,755.4
Total current assets  
1,318.6
1,679.3
TOTAL ASSETS  
2,343.9
2,755.4
TOTAL EQUITY AND LIABILITIES  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
97  
STATEMENT OF CASH FLOWS  
Amounts in USD million  
Note  
2023  
2022  
Amounts in USD million  
Note  
2023  
2022  
Free cash flow  
USD million  
Profit for the year  
Reversal of items from the income statement  
Change in working capital  
Instalments on sublease receivables  
Income tax, paid  
400.1
216.0
-71.7
130.2
-3.8
743.5
371.1
183.5
52.9
Cash flow from operating activities  
670.8  
-48.4  
26.5  
1,342.9  
57.9  
1,079  
2.3  
2.3  
3.6  
Cash flow from investing activities  
Change in money market investments, rate agreements >3 mths.  
Instalments on lease liabilities  
182.6  
-466.4  
-366.7  
-8.1
Financial income, received  
Financial expenses, paid  
Free cash flow  
35.6  
-53.2  
264.6  
12.3  
-50.3  
1,078.8  
Cash flow from operating activities  
670.8
1,342.9
Investments in assets, assets held for sale  
and other tangible assets  
Prepayments on newbuildings  
3.4/3.9  
3.4  
-272.9
-76.8
-
-69.6
388.9
8.5
-205.5
-122.6
7.2
Avg.  
320  
265  
23  
Acquisition of businesses and investments  
69.6  
-
145  
Investments in joint ventures  
74  
40  
Adjusted free cash flow  
334.2  
1,078.8  
Acquisition of businesses and investments  
Proceeds from sale of vessels and newbuildings  
Change in financial receivables  
Change in money market investments, rate agreements >3 mths.  
Cash flow from investing activities  
3.7  
-
574.0
-12.6
-182.6
57.9
19  
20  
21  
22  
Free cash flow is the cash generated after taking into consideration cash outflows that support our  
operations and maintain our capital assets.  
-26.5
-48.4
Cash flow from operations  
Dividend paid to shareholders  
Acquisition of treasury shares  
Proceeds from share options  
Proceeds from loans  
Repayment of bonds  
Repayment of loans  
Instalments on lease liabilities  
Financial income, received  
Financial expenses, paid  
Cash flow from financing activities  
-308.9
-127.5
-
-376.2
-129.8
4.2
60.6
-25.5
-180.4
-466.4
12.3
-50.5
-1,151.7
ACCOUNTING POLICIES  
The statement of cash flows shows the Group’s cash flows for the year distributed on operating,  
investing and financing activities, net changes for the year in cash and cash equivalents at the begin-  
ning and end of the year. Positive amounts indicate inflows, whereas negative amounts indicate  
outflows.  
Cash flow from operating activities is stated as the profit/loss for the year adjusted for non-cash oper-  
ating items such as depreciation, profit/loss from sale of vessels, etc., changes in working capital plus  
or minus corporation tax paid or received. Working capital includes current assets less current liabili-  
ties, excluding the items included in cash and cash equivalents and assets held for sale.  
Cash flow from investing activities comprises cash flow from the acquisition and sale of non-current  
assets.  
Cash flow from financing activities comprises cash flow from the raising and repayment of loans and  
bonds, instalments on lease liabilities as well as payments to and from shareholders and interest  
received and paid.  
USD million  
1,343  
4.1  
4.2  
4.2  
4.2  
4.2  
-
-2.4
-109.6
-366.7
35.6
-53.2
-932.7
671  
Avg.  
625  
434  
21  
396  
20  
281  
19  
Net cash flow  
Liquidity at 1 January  
Exchange rate adjustments  
Change in liquidity for the year  
Liquidity at 31 December  
-310.3
638.3
-1.3
-310.3
326.7
230.5
557.2
249.1
389.3
-0.1
249.1
638.3
204.0
842.3
22  
23  
Cash and cash equivalents with rate agreements of >3 mths.  
Cash and cash equivalents 31 December  
3.8  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
98  
STATEMENT OF CHANGES IN EQUITY  
Shareholders of NORDEN  
Shareholders of NORDEN  
Reserve  
Equity ratio  
Reserve  
%
Share  
for  
hedges  
Retained  
earnings  
Share  
capital  
for  
Retained  
earnings  
Amounts in USD million  
Note  
capital  
Total  
Amounts in USD million  
Note  
hedges  
Total  
51.1  
49.5  
49.3  
48.3  
Avg.  
47.7  
Equity at 1 January 2023  
5.9
63.1
1,261.7
1,330.7
Equity at 1 January 2022  
6.2
-31.2
1,018.3
993.3
40.5  
Profit for the year  
-
-
400.1
-
400.1
-98.4
-
Profit for the year  
-
-
743.5
-
743.5
94.3
-
Other comprehensive income, total  
Capital reduction  
-
-98.4
Other comprehensive income, total  
Capital reduction  
-
94.3
-0.5
-
0.5
-0.3
-
0.3
Acquisition of treasury shares  
Exercise of share options  
Dividends paid  
4.1  
5.1  
4.1  
-
-
-127.5
-
-127.5
-
Acquisition of treasury shares  
Exercise of share options  
Dividends paid  
4.1  
5.1  
4.1  
-
-
-129.8
4.2
-129.8
4.2
-
-
-
-
-
-
-333.5
24.6
1.9
-333.5
24.6
1.9
-
-
-403.3
27.1
1.4
-403.3
27.1
19  
20  
21  
22  
23  
Dividends related to treasury shares  
Share-based payment  
Changes in equity  
-
-
-
-
Dividends related to treasury shares  
Share-based payment  
Changes in equity  
-
-
-
-
5.1  
5.1  
1.4
-0.5
-98.4
-33.9
-132.8
-0.3
94.3
243.4
337.4
Return on equity  
%
Equity at 31 December 2023  
5.4
-35.3
1,227.8
1,197.9
Equity at 31 December 2022  
5.9
63.1
1,261.7
1,330.7
64.0  
Refer to note 4.1 “Share capital, dividends and earnings per share” for a specification of reserves avail-  
able for distribution as dividends and note 4.6 ”Derivative financial instruments” for a specification of  
fair value adjustment on cash flow hedges.  
31.6  
23  
Avg.  
25.9  
21.6  
21  
9.8  
20  
2.3  
19  
22  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
99  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
SECTION 1  
SECTION 3  
SECTION 5  
SIGNIFICANT ACCOUNTING POLICIES  
AND SIGNIFICANT ACCOUNTING  
ESTIMATES AND JUDGEMENTS  
ASSET BASE  
OTHER DISCLOSURE REQUIREMENTS  
3.1 Return on Invested Capital after tax  
3.2 Impairment of intangible and tangible assets  
3.3 Intangible assets  
111  
111  
113  
114  
115  
117  
118  
121  
121  
5.1 Share-based payment  
136  
137  
138  
138  
138  
139  
5.2 Income tax  
1.1 Basis of preparation  
101  
101  
102  
102  
103  
103  
103  
5.3 Fees to auditor appointed at the general meeting  
5.4 Related party disclosures  
5.5 Events after the reporting date  
5.6 Group structure  
1.2 Basis of consolidation  
3.4 Tangible assets  
1.3 General accounting policies  
1.4 Significant accounting estimates and judgements  
1.5 Climate change  
3.5 Right-of-use assets  
3.6 Subleasing  
3.7 Investments and activities  
3.8 Cash and cash equivalents  
3.9 Assets held for sale  
1.6 Reporting under the ESEF Regulation  
1.7 Changes in accounting policies and disclosures  
SECTION 2  
OPERATING ACTIVITIES  
SECTION 4  
CAPITAL AND FINANCING  
2.1 Segment information  
105  
108  
109  
109  
109  
4.1 Share capital, dividends and earnings per share  
4.2 Loans, bonds and lease liabilities  
4.3 Financial income and expenses  
123  
124  
126  
126  
130  
132  
134  
2.2 Operating costs  
2.3 Cash flow from operating activities  
2.4 Contract assets and liabilities  
2.5 Trade receivables  
4.4 Financial instruments and risks  
4.5 Financial instruments by category  
4.6 Derivative financial instruments  
4.7 Unrecognised contingent assets and liabilities  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
100  
NOTES TO THE FINANCIAL STATEMENTS  
SECTION 1  
SIGNIFICANT ACCOUNTING POLICIES  
AND SIGNIFICANT ACCOUNTING  
ESTIMATES AND JUDGEMENTS  
1.1 Basis of preparation  
101  
101  
102  
102  
103  
103  
103  
1.2 Basis of consolidation  
1.3 General accounting policies  
1.4 Significant accounting estimates and judgements  
1.5 Climate change  
1.6 Reporting under the ESEF Regulation  
1.7 Changes in accounting policies and disclosures  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
101  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
1.1 Basis of preparation  
This note provides a list of accounting policies adopted in the preparation  
of the consolidated financial statements and the financial statements of the  
parent company to the extent they have not been disclosed in the respective  
notes below. These policies have been consistently applied to all the years  
presented, unless otherwise stated.  
Dampskibsselskabet NORDEN A/S with its subsidiaries is one of Denmark’s  
oldest internationally operating shipping companies. NORDEN operates in  
dry cargo and tankers worldwide.  
Dampskibsselskabet NORDEN A/S is a public limited company incorporated  
in Denmark and listed on Nasdaq Copenhagen.  
1.2 Basis of consolidation  
Consolidation principles  
The consolidated financial statements comprise the parent company, Damp-  
skibsselskabet NORDEN A/S and subsidiaries. An investment is classified as a  
subsidiary when below conditions are met:  
•
Dampskibsselskabet NORDEN A/S has control over the company.  
•
Dampskibsselskabet NORDEN A/S is exposed to variability in return on the  
investment.  
•
The control over the company can be used to affect the return on the  
investment.  
At consolidation, intra-group income and expenses, shareholdings, dividends  
and accounts as well as unrealised intra-group gains and losses on transac-  
tions between the consolidated enterprises are eliminated.  
The financial statements used in the consolidation are prepared in accord-  
ance with the Group’s accounting policies. The consolidated financial state-  
ments are prepared on the basis of the financial statements of the parent  
company and the subsidiaries by aggregating items of a uniform nature.  
Newly acquired or newly established enterprises are recognised in the Consol-  
idated financial statements from the date of acquisition using the acquisition  
method. Enterprises divested or wound up are included in the consolidated  
income statement until the date of disposal. Comparative figures are not  
restated to reflect acquisitions or companies wound up.  
Measurement basis  
The consolidated financial statements and the financial statements of the  
parent company have been prepared based on the historical cost principle,  
with the exception of the following assets and liabilities:  
•
Derivative financial instruments, which are measured at fair value.  
•
Investments, which are measured at fair value.  
•
Non-current assets and groups of assets held for sale are measured at the  
lower of carrying amount before the changed classification and fair value  
less selling costs.  
USD is the functional currency of all enterprises in the Group as well as the  
parent company. In the annual report, the presentation currency is USD, and  
amounts are presented in million USD with one decimal rounded, except  
when otherwise stated.  
Principal accounting policies  
The Annual Report for the period 1 January - 31 December 2023 with compar-  
ative figures comprises the consolidated financial statements of Dampskibs-  
selskabet NORDEN A/S (the parent company) and its subsidiaries (the Group)  
and the financial statements of the parent company.  
Applying materiality  
The financial statements are a result of processing large numbers of trans-  
actions and aggregating those transactions into classes according to their  
nature. When aggregated, the transactions are presented in classes of similar  
items in the financial statements. If a line item is not individually material, it is  
aggregated with other items of a similar nature in the financial statements or  
in the notes.  
There are substantial disclosure requirements throughout IFRS. Manage-  
ment provides specific disclosures required by IFRS unless the information is  
considered immaterial to the economic decision-making of the users of these  
financial statements or not applicable.  
The consolidated financial statements of the Group have been prepared on  
a going concern basis and in accordance with IFRS Accounting Standards as  
adopted by the EU and additional requirements from the Danish Financial  
Statements Act.  
The financial statements of the parent company, Dampskibsselskabet NORDEN  
A/S, have been prepared in accordance with the Danish Financial Statements  
Act applying to enterprises of reporting class D.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
102  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
1.3 General accounting policies  
1.4 Significant accounting estimates and judgements  
The preparation of the consolidated financial statements of the Group and  
the financial statements of the parent company requires Management to  
make estimates and judgements. These are the basis for recognition and  
measurement of the Group’s and parent company’s income, expenses, assets  
and liabilities.  
The applied estimates are based on historical data and other factors that  
Management considers appropriate under the given circumstances, but  
which are inherently uncertain or unpredictable. Such assumptions may be  
incomplete or inaccurate, and unexpected events or circumstances may  
occur. In addition, the Group is subject to risks and uncertainties that may  
cause actual outcomes to deviate from these estimates.  
It may be necessary to change previous estimates as a result of changes to the  
assumptions on which the estimates were based or due to new information or  
subsequent events that affect the current as well as future periods.  
The accounting policies are described in the notes of the financial statements,  
which also include additional description of accounting estimates and judge-  
ments. Below are the accounting estimates and judgements, which Manage-  
ment deems to be significant to the preparation of the financial statements:  
Level of  
potiential  
Significant accounting estimates and judgements  
Note  
impact  
Impairment of intangible and tangible assets  
3.2  
•••  
Non-lease component for leases under IFRS 16  
3.5  
••  
The accounting poicies are described in each of the specific notes in the  
financial statements, which also include additional descriptions of accounting  
estimates and judgements.  
Other operating income  
Commercial management fee, is recognised upon receipt of the services in  
accordance with the agreements concluded. Furthermore, the item includes  
income from speculative trading of derivatives.  
rates at the transaction date and the exchange rate at the reporting date  
are recognised in the income statement as “Financial income” or “Financial  
expenses”.  
Non-monetary items that are measured in terms of historical cost in a foreign  
currency are translated using the exchange rates at the dates of the initial  
transactions. Non-monetary assets and liabilities in foreign currency that are  
subsequently revalued at fair value are translated at the exchange rates at the  
date of revaluation. The gain or loss arising on translation of non-monetary  
items measured at fair value is treated in line with the recognition of the gain  
or loss on the change in fair value of the item.  
Inventories  
Inventories primarily consist of bunker and lubrication oil kept on board  
vessels. Inventories are measured at the lower of either cost according to the  
FIFO method or net realisable value.  
Prepayments  
Prepayments include costs incurred regarding the succeeding financial year  
such as prepaid hire, interest and insurance premiums.  
In determining the spot exchange rate used on initial recognition of the related  
asset, expense, or income on the derecognition of a non-monetary asset  
or non-monetary liability relating to advance consideration, the date of the  
transaction is the date on which the Group initially recognises the non-mone-  
tary asset or non-monetary liability arising from the advance consideration. If  
there are multiple payments or receipts in advance, the Group determines the  
transaction date for each payment or receipt of advance consideration.  
Deferred income  
Deferred income arises from prepayments for voyages and time-charter  
income. Part of deferred income comprises prepaid time-charter income  
comprising a lease element as well as a service element.  
Foreign currency translation  
A functional currency is determined for each of the reporting entities in the  
Group. The functional currency is the currency in the primary economic envi-  
ronment in which the reporting entity operates. Transactions in currencies  
other than the functional currency are transactions in foreign currencies.  
Transactions in foreign currencies during the year are translated at the  
exchange rates at the transaction date. Gains and losses arising between the  
exchange rate at the transaction date and the exchange rate at the date of  
payment are recognised in the income statement as “Financial income” or  
“Financial expenses”.  
Receivables, payables and other monetary items denominated in foreign  
currencies that have not been settled at the reporting date are translated at  
the exchange rates at the reporting date. Differences between the exchange  
Financial ratios  
Definitions of key figures, non-IFRS financial measures and financial ratios are  
shown on page 155.  
Non-IFRS financial measures  
In the annual report, the Group discloses certain financial measures of the  
Group’s financial performance, financial position and cash flows that reflect  
adjustments to the most directly comparable measures calculated and  
presented in accordance with IFRS. These non-IFRS financial measures may  
not be defined and calculated by other companies in the same manner and  
may thus not be comparable. For more information, see page 155.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
103  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
1.5 Climate change  
As a global provider of ocean-based freight services, NORDEN have a deci-  
sive and leading role in the industry to create a sustainable future for global  
trade and for our customers. In 2023 we have made material progress on the  
environmental agenda towards our target of being net zero emission by 2050.  
NORDEN actively seek to reduce carbon emission and takes a leading role  
in the green transition of the shipping industry and will from 1 January 2024  
be subject to EU ETS cap-and-trade mechanism. In 2023 NORDEN initiated  
a partnership with MASH Makes, focusing on renewable fuels from biomass  
residues, which exemplifies our dedication to pioneering green fuel solutions.  
Currently the long-term perspectives for what the optimal zero-emission  
technologies for dry-cargo and tanker shipping are still uncertain, and  
therefore NORDEN prioritise the initiatives that from a day-to-day objective  
minimised our emission footprint. To reach our long-term net zero emission  
target by 2050, we are committed to investing in net-zero emission technolo-  
gies, as already included in our target of only ordering zero-emission vessels  
from 2030.  
From 1 January 2024 the EU ETS introduces a cap-and-trade mechanism for  
the shipping sector where emission caps decrease annually. Effected compa-  
nies must surrender European Emission Allowances (EUA) correlating to their  
carbon emissions, or will be facing fines for non-compliance.  
The phase-in begins with 40% carbon emission coverage and will be  
increased to 100% by 2026. The scheme covers all intra-EU voyages and emis-  
sions at EU docks, with partial inclusion for voyages between EU and non-EU  
ports. As an operator, NORDEN often act as intermediaries, pricing the cost  
onto Charterers and passing the income to the Owners. NORDEN employ  
derivatives to manage the risks associated with fluctuating EUA prices.  
As highlighted above, NORDEN’s business model is exposed to risks and  
opportunities associated with climate change.  
1.6 Reporting under the ESEF Regulation  
NORDEN is required to prepare and file the annual report in the European  
Single Electronic Format (ESEF), and the annual report for 2023 is therefore  
prepared in the XHTML format that can be displayed in a standard browser.  
The consolidated financial statements are tagged using inline eXtensible Busi-  
ness Reporting Language (iXBRL).  
The iXBRL tags comply with the ESEF taxonomy, which is included in the ESEF  
Regulation and developed based on the IFRS taxonomy published by the IFRS  
Foundation. Where a financial statement line item is not defined in the ESEF  
taxonomy, an extension to the taxonomy has been created. Extensions are  
anchored to elements in the ESEF taxonomy, except for extensions which are  
subtotals. The annual report submitted to the Danish Financial Supervisory  
Authority consists of the XHTML document together with certain technical  
files, all included in a file named "norden-2023-12-31-en.zip".  
Compliance with changes in laws and regulations relating to climate change  
could increase the costs of operation and maintaining the Group’s own  
vessels, require the Group to install new emission controls and acquire new  
carbon allowances. Further, the transition to create a sustainable future for  
global trade, could affect the resale value or useful lives of the vessels and  
lead to impairment charges. NORDEN operates an asset-light fleet strategy,  
which mitigates this risk.  
In preparing the consolidated financial statements for 2023, management has  
considered the impact of climate change, particularly in the context of the  
Group’s sustainability targets. NORDEN’s sustainability targets, the transition  
of the industry as well as our compliance with the new EU ETS are included  
in the Group’s financial forecasts and accounting estimates to the extent  
possible and subject to estimation uncertainty.  
As noted above, the long-term perspectives for what the optimal zero-emis-  
sion technologies for dry-cargo and tanker shipping are still uncertain. The  
potential consequences on the value and the useful life of owned vessels  
becoming outdated in the sustainability transformation was also assessed.  
Management currently considers the residual value and useful life to be  
unchanged compared to prior year.  
While sustainability is an embedded part of our business model, except for  
the estimates described above, Management does not consider climate  
change to have a material impact on the accounting estimates and judge-  
ments prepared by management in relation to the 2023 consolidated and  
parent company financial statement.  
1.7 Changes in accounting policies and disclosures  
The Group has adopted standards and interpretations effective as of 1 January  
2023. The Group has not early adopted any standards, interpretations or  
amendments that have been issued but are not yet effective.  
Adoption of new or amended IFRSs  
NORDEN has implemented the following amendments and interpretations to  
existing standards: amendments to IAS 1, IAS 8 and IAS 12. The amendments  
listed did not have any impact on the amounts recognised in prior periods and  
are not expected to significantly affect the current or future periods.  
Standards issued but not yet effective  
Certain new accounting standards, amendments to accounting standards and  
interpretations have been published that are not mandatory for 31 December  
2023 reporting periods and have not been early adopted by the Group. These  
standards, amendments or interpretations are not expected to have a material  
impact on NORDEN in the current or future reporting periods and on foresee-  
able future transactions.  
 
In brief  
Strategy  
Business Performance  
Corporate Governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
104  
Revenue  
This section sets out the results of NORDEN’s operating activities split  
into the two segments Freight Services & Trading and Assets & Logistics.  
It details the revenue earned into markets and categories and specifies  
the operating costs. It also sets out the cash flows generated from the  
operating activities.  
NOTES TO  
USD million  
5,095  
THE FINANCIAL  
STATEMENTS  
Avg.  
3,995  
3,483  
3,408  
620  
Profit from Operations  
Freight Services & Trading  
Profit from Operations  
Assets & Logistics  
594  
Avg.  
541  
409  
SECTION 2  
OPERATING ACTIVITIES  
2021  
2022  
2023  
2.1 Segment information  
2.2 Operating costs  
105  
108  
Freight Services & Trading  
Assets & Logistics  
151 271  
2.3 Cash flow from operating  
activities  
USDm  
2022: USD 572m  
USDm  
2022: USD 219m  
109  
EBIT  
2.4 Contract assets and liabilities 109  
2.5 Trade receivables 109  
USD million  
572  
After an exceptional year in 2022, Freight Services  
& Trading was significantly impacted by the chal-  
lenging market conditions in the dry cargo market in  
2023, adding to a downward pressure on margins. At  
the same time, a combination of lower spot rates and  
higher charter costs contributed to lower margins in  
the product tanker operator activities. Despite the  
more demanding business environment, both the  
dry cargo and tanker businesses contributed posi-  
tively to profit from operations of USD 151 million  
(USD 572 million).  
Assets & Logistics generated a profit from opera-  
tions of USD 271 million (USD 219 million) benefitting  
from covered earnings across dry cargo and product  
tankers, mitigating the more challenging market in  
2023. In addition, Assets & Logistics took advantage  
of the high asset values by realising gains from the  
sale of vessels of USD 79 million.  
Avg.  
312  
271  
219  
212  
151  
Avg.  
174  
33  
2021  
2022  
2023  
Freight Services & Trading  
Assets & Logistics  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
105  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
2.1 Segment information  
Freight  
Services  
Assets &  
Elimi-  
Amounts in USD million  
& Trading Logistics  
nations  
Total  
2023  
Revenue – services rendered, external  
3,371.3  
249.4  
-
3,620.7  
Revenue – services rendered, internal  
-
335.9  
-335.9  
-
Revenue – sublease financial income and gains  
36.7  
34.5  
-
71.2  
Voyage costs*  
-1,334.8  
-30.9  
5.2  
-1,360.5  
T/C equivalent revenue  
2,073.2  
588.9  
-330.7  
2,331.4  
Other operating income  
17.5  
0.1  
-
17.6  
Charter hire and OPEX element*  
-1,673.1  
-152.5  
330.7  
-1,494.9  
Other operating costs, owned vessels*  
-
-58.7  
-
-58.7  
Contribution margin  
417.6  
377.8  
-
795.4  
Overhead and administration costs  
-93.3  
-23.5  
-
-116.8  
Profit before depreciation, amortisation and  
impairment losses, etc. (EBITDA)  
324.3  
354.3  
-
678.6  
Profit/loss from sale of vessels, etc.  
-
79.0  
-
79.0  
Depreciation, amortisation and impairment losses  
-173.4  
-161.8  
-
-335.2  
Profit/loss from investments in joint ventures  
-
-0.8  
-
-0.8  
Profit from operations (EBIT)  
150.9  
270.7  
-
421.6  
Financial income  
7.5  
34.5  
-
42.0  
Financial expenses  
-19.7  
-33.7  
-
-53.4  
Profit before tax  
138.7  
271.5  
-
410.2  
Tax for the year  
-6.1  
-4.0  
-
-10.1  
Profit for the year  
132.6  
267.5  
-
400.1  
*Included in the item “Vessel operating costs” in the income statement.  
Freight  
Services  
Assets &  
Elimi-  
Amounts in USD million  
& Trading Logistics  
nations  
Total  
2022  
Revenue – services rendered, external  
5,070.5  
183.4  
-
5,253.9  
Revenue – services rendered, internal  
-
377.0  
-377.0  
-
Revenue – sublease financial income and gains  
24.6  
33.9  
-
58.5  
Voyage costs*  
-1,730.0  
-32.2  
12.7  
-1,749.5  
T/C equivalent revenue  
3,365.1  
562.1  
-364.3  
3,562.9  
Other operating income  
28.6  
-0.9  
-
27.7  
Charter hire and OPEX element*  
-2,366.1  
-149.9  
364.3  
-2,151.7  
Other operating costs, owned vessels*  
-1.5  
-71.5  
-
-73.0  
Contribution margin  
1,026.1  
339.8  
-
1,365.9  
Overhead and administration costs  
-184.4  
-22.4  
-
-206.8  
Profit before depreciation, amortisation and  
impairment losses, etc. (EBITDA)  
841.7  
317.4  
-
1,159.1  
Profit/loss from sale of vessels, etc.  
-0.1  
79.5  
-
79.4  
Depreciation, amortisation and impairment losses  
-269.3  
-180.4  
-
-449.7  
Profit/loss from investments in joint ventures  
-
2.8  
-
2.8  
Profit from operations (EBIT)  
572.3  
219.3  
-
791.6  
Financial income  
6.0  
6.3  
-
12.3  
Financial expenses  
-19.9  
-32.1  
-
-52.0  
Profit before tax  
558.4  
193.5  
-
751.9  
Tax for the year  
-8.0  
-0.4  
-
-8.4  
Profit for the year  
550.4  
193.1  
-
743.5  
*Included in the item “Vessel operating costs” in the income statement.  
The amounts of revenue stated in the above tables for both current financial year and the comparable financial year include the agreed time charter rates earned during the lease. The lease and service components are recognised as revenue under  
the same pattern of transfer to the customers. Separate disclosure of the lease components and the service income components has not been provided as it is impracticable to establish this disclosure.  
All deferred revenue as of 31 December 2022 has been recognised as revenue in 2023. Refer to note 2.4 "Contract assets and liabilities".  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
106  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
2.1 Segment information – continued  
Business unit information  
Freight Services & Trading  
The Freight Services & Trading segment offers transport of bulk commodities  
such as grain, coal, iron ore and sugar, and of fuel oil and refined oil products.  
The vessel capacity comprises vessels chartered either from third parties  
or from Assets & Logistics at market rates. This business unit also includes  
commercial management of NORDEN Tanker Pools.  
presented as a separate item, and the segment income statement therefore  
comprises the subtotal “T/C equivalent revenue”.  
The methods of allocating income statement items to segments are  
consistent. The allocation between Assets & Logistics and Freight Services &  
Trading is as follows:  
•
Items included in the segment profit are allocated to the extent that the  
items are directly or indirectly attributable to the segments.  
•
Items allocated by indirect calculation; the allocation keys are defined on  
the basis of each segment’s drawing on key resources.  
Inter-segment transactions are valued at market prices and eliminated at  
Group level.  
2.1.2 Segregation of revenue  
External revenue  
Non-current assets  
Amounts in USD million  
2023  
2022  
2023 2022  
Region and vessel type  
Asia  
1,912.2  
2,379.2  
244.1  
257.0  
Americas  
756.2  
1,327.5  
155.9  
159.1  
Europe  
567.2  
908.2  
516.5  
566.2  
Africa  
339.0  
472.7  
7.6  
27.5  
Oceania  
117.3  
224.8  
21.0  
52.3  
Total  
3,691.9  
5,312.4  
945.1  
1,062.1  
Dry Bulk  
3,007.8  
4,382.7  
555.3  
528.3  
Tankers  
684.1  
929.7  
389.8  
533.8  
Total  
3,691.9  
5,312.4  
945.1  
1,062.1  
Assets & Logistics  
The segment handles owned vessels and charters in long-term vessel  
capacity and charters out its capacity of owned and long-term chartered  
tonnage to Freight Services & Trading at market rates and to third parties.  
Assets & Logistics further aims to develop logistics solutions beyond a  
standard freight service, improving supply chain efficiency and reducing  
carbon emissions for our customers.  
Geographical segments  
Our global customer base spans numerous countries, with a select few  
contributing a notable portion to our overall revenue. NORDEN has a diver-  
sified customer portfolio, ensuring that revenue from no single external  
customer exceeds 10% of our total revenue.  
Segmentation of revenue is based on the port of discharge for all oper-  
ated vessels, covering both owned and leased vessels under time charter  
contracts. Additionally, the revenue generated from leasing out vessels on  
time charter contracts is determined by the geographical location of the  
customer.  
The geographical location of our non-current assets is determined by the  
legal ownership of these assets. The geographical location of prepayments  
on newbuildings is the location of the shipyard up to the point of delivery.  
Similarly, for second-hand vessels, the location is the owner's location until  
delivery.  
Operating segments  
The segmentation is based on the Group’s organisation, business manage-  
ment and management control, including internal financial reporting to  
NORDEN’s operational management. The operative management function  
comprises the Executive Management and the Board of Directors in union.  
The Executive Management is responsible for the day-to-day management,  
and the Board of Directors approves strategy, action plans, targets, budgets  
and limits for financial and market risks, as well as supervises the Executive  
Management.  
The Executive Management’s and Board of Directors’ functions and responsi-  
bilities are described in further detail in the section “Corporate governance”  
in the Management Review. The operative management function assesses  
performance and carries out allocation of resources on the basis of the results  
for the year. Presentation of the segment income statement items and their  
order is consistent with NORDEN’s consolidated income statement, except for  
voyage costs, which are not included in the item “Vessel operating costs” but  
Amounts in USD million  
2023  
2022  
Country and type of service  
China  
585.0  
552.0  
Singapore  
313.2  
333.6  
United States of America  
239.1  
315.9  
Mexico  
153.4  
294.4  
Other  
2,401.2  
3.816,5  
Total  
3,691.9  
5,312.4  
Voyage charter  
2,944.5  
4,342.4  
Time charter  
747.4  
970.0  
Total  
3,691.9  
5,312.4  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
107  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
2.1 Segment information – continued  
2.1.3 Future revenue from Contracts of Affreightment (COA)  
Amounts in USD million  
2023  
2022  
<1 year  
358.0  
389.6  
1-2 years  
64.8  
137.3  
2-3 years  
32.7  
57.1  
3-4 years  
17.7  
34.1  
4-5 years  
13.6  
18.1  
>5 years  
42.2  
55.0  
Total  
529.0  
691.2  
Time  
charter Sublease  
Amounts in USD million  
revenue  
revenue  
Total  
2022  
<1 year  
308.5  
-42.7  
265.8  
1-2 years  
95.8  
-34.6  
61.2  
2-3 years  
44.5  
-7.4  
37.1  
3-4 years  
0.4  
-
0.4  
4-5 years  
-
-
-
Total  
449.2  
-84.7  
364.5  
ACCOUNTING POLICIES  
Revenue  
Revenue comprises the present value of services rendered together with  
revenue generated from subleasing, net of discounts. Services rendered  
comprise freight income and time charter income.  
Revenue for most activities is recognised over time and in the income state-  
ment for the financial year as earned. All freight income and voyage costs are  
recognised as the freight services are rendered (percentage of completion).  
According to this method, freight income and related costs are recognised  
in the income statement according to the entered charter parties from the  
vessel’s load date to the delivery of the cargo (discharge). This applies to all  
spot transports and transports under Contracts of Affreightment.  
Costs directly attributable to relocating the vessel to the load port under the  
contract are capitalised to the extent that they are recoverable.  
Agreed periods are designated for loading and unloading. If delays outside  
our control occur, we earn demurrage revenue, recognised as per charter  
party terms and when verifiable. Post-voyage, we compare actual port time to  
contractual terms and may claim demurrage. Such claims often face counter-  
claims due to contract interpretation or dispute over additional time.  
NORDEN holds several contracts of affreightment, obligating the Group to  
undertake voyage charters of varying lengths, from medium to long term.  
These charters will use vessels that have not yet been nominated. It is  
expected that these contracts will yield a projected revenue of around USD  
529 million in the upcoming years.  
Sublease revenue is derived from sublease gains recognised in prior years,  
eliminating future time charter revenue. In the above table, 'Time charter  
Revenue' represents our actual cash flow, while 'Total' is the net impact on  
revenue.  
Our fleet comprises several vessels that we lease out under time charter  
agreements, playing the role of the lessor. In these agreements, customers  
are charged either a fixed daily rate or a variable rate for a predetermined  
period to utilise our vessels.  
The customers have the flexibility, within certain limits, to choose the cargo  
type and quantity as well as the loading and unloading ports. They are also  
responsible for all voyage-related expenses.  
For owned vessels, we cover crew and technical management costs. However,  
when the vessel is under a time charter contract, we pay the hire to the  
vessel's owner.  
Some agreements to charter out vessels, where all significant risks and  
rewards of ownership have been transferred to the lessee, are recognised as  
subleases, refer to note 3.6 "Subleasing".  
2.1.4 Future revenue and cash flows from Time Charter Agreements  
Time  
charter Sublease  
Amounts in USD million  
revenue  
revenue  
Total  
2023  
<1 year  
318.7  
-116.4  
202.3  
1-2 years  
107.4  
-40.7  
66.7  
2-3 years  
26.1  
-18.6  
7.5  
3-4 years  
21.3  
-16.6  
4.7  
4-5 years  
19.6  
-15.9  
3.7  
>5 years  
6.2  
-4.6  
1.6  
Total  
499.3  
-212.8  
286.5  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
NORDEN utilises judgments and estimates for percentage on completion  
based on expected durations, historical data, and schedules.  
Revenue recognition during the load-to-discharge period is based on a calcu-  
lation of the percentage of completion for all voyages at each reporting date.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
108  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
2.2 Operating costs  
Expenses by nature  
Amounts in USD million  
2023  
2022  
Vessel operating costs  
2,914.1  
3,974.2  
Overhead and administration costs  
116.8  
206.8  
Total  
3,030.9  
4,181.0  
These costs can be split by nature:  
Voyage costs, excluding bunker oil  
568.3  
703.4  
Bunker oil  
792.2  
1,046.1  
Service component of right-of-use assets  
257.6  
285.7  
Expenses related to short-term leases  
1,237.3  
1,866.0  
Operating costs, owned vessels  
58.7  
73.0  
Other external costs  
26.5  
27.1  
Staff costs and remuneration  
90.3  
179.7  
Total  
3,030.9  
4,181.0  
Vessel operating costs other than those capitalised are recognised upon  
receipt of services in accordance with the charter concluded by the parties.  
Other external costs comprise costs of properties, travel, office expenses,  
external assistance, etc.  
Staff costs and remuneration comprise expenses related to wages, salaries,  
bonuses, pension contributions, social security contributions, annual leave,  
sick leave, etc. Expenses are recognised in the year in which the associated  
services are rendered by employees of the Group.  
The employment contracts of Executive Management entitle the CEO or CFO  
to 12 months' remuneration in cases where they terminate their employment  
within four weeks of any change of control of the company.  
Refer to “Remuneration report 2023“ published on NORDEN’s website:  
www.norden.com/investor/governance/remuneration for further details.  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
Voyage costs, which include costs such as bunker cost, port costs, canal dues  
and other operational costs, are assessed in relation to fluctuation in prices  
and operational conditions. Judgements are made for changes in voyage  
duration and conditions, such as destination changes, fluctuating rates, and  
weather impacts, which can affect the overall voyage income and expenses.  
Staff costs and remuneration  
Amounts in USD million  
2023  
2022  
Wages and salaries, including cash incentive  
5.0  
6.2  
Share-based payment, cf. note 5.1  
0.5  
0.5  
Remuneration of Executive Management  
5.5  
6.7  
Remuneration of Board of Directors  
0.7  
0.7  
Wages and salaries  
82.3  
173.4  
Pensions - defined contribution plans  
3.3  
2.7  
Other social security costs  
2.8  
2.2  
Share-based payment, cf. note 5.1  
1.9  
1.4  
Remuneration of employees  
90.3  
179.7  
Average number of employees  
466  
425  
ACCOUNTING POLICIES  
Expenses by nature disclose information about expenses arising from the  
main inputs that are utilised in order to accomplish the Group's activities.  
Expenses include charter hire for chartered vessels, bunker oil consumption,  
other voyage costs such as commissions and port charges, repair and main-  
tenance costs, insurance costs, crew wages and other operating expenses, all  
included under vessel operating costs.  
Costs directly attributable to transportation of the vessel to the loading port  
are capitalised and amortised over the course of the transportation period.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
109  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
2.3 Cash flow from operating activities  
Cash flow specifications  
Amounts in USD million  
2023  
2022  
Reversal of items from the income statement  
Depreciation, amortisation and impairment losses  
335.2  
449.7  
Financial items, net  
11.4  
39.7  
Profit/loss from sale of vessels, etc.  
-79.0  
-79.4  
Share of profit/loss of joint ventures  
-0.8  
2.8  
Other reversed non-cash operating items  
-50.8  
-41.7  
Total  
216.0  
371.1  
Trade working capital  
Inventories  
22.1  
-17.1  
Trade receivables  
45.3  
-73.2  
Trade payables  
-17.7  
53.4  
Prepayments  
22.5  
-3.0  
Deferred income  
17.3  
-4.8  
Liabilities related to assets held for sale  
4.2  
11.6  
Var. margin deposits related to cash flow hedges  
-98.4  
94.3  
Total  
-4.7  
61.2  
Non-trade working capital  
Receivables/liabilities from joint ventures  
1.5  
-14.4  
Other receivables  
7.5  
-26.6  
Other payables  
-75.8  
151.5  
Other working capital movements  
-0.2  
11.8  
Total  
-67.0  
122.3  
Change in working capital  
-71.7  
183.5  
The Group uses Supply Chain Financing to strengthen its financial position.  
2.5 Trade receivables  
Amounts in USD million  
2023  
2022  
Receivables from invoiced voyages  
197.0  
190.7  
Receivables from voyages commenced at the  
balance sheet date  
106.0  
154.3  
Trade receivables  
303.0  
345.0  
Writedown regarding demurrage, claims, etc.  
-19.4  
-16.1  
Trade receivables, net  
283.6  
328.9  
Not past due  
189.7  
227.1  
Overdue <30 days  
38.1  
33.0  
Overdue 31-90 days  
23.0  
39.8  
Overdue >90 days  
32.8  
29.0  
Carrying amount at 31 December  
283.6  
328.9  
The programme is based on a three-way relationship between the Group, a  
supplier and the syndication bank facilitating the programme. When suppliers  
participate in the programme, they have the option of receiving early  
payment from the syndication bank based on the invoices.  
The arrangement of early payment is a transaction between the supplier and  
the syndication banks, which does not involve NORDEN. The advantage of  
participating in the programme for suppliers is that their cash position can be  
improved. The supply chain financing programme has not changed signifi-  
cant characteristics of the debt, therefore the classification as trade payable  
is maintained.  
2.4 Contract assets and liabilities  
Amounts in USD million  
2023  
2022  
Trade receivables related to invoiced services  
177.6  
174.6  
Contract assets  
204.5  
268.1  
Contract liabilities (deferred income)  
101.9  
84.6  
Contract assets and liabilities provides a specification of the assets and  
liabilities, where the future recognition of costs and income depends on the  
fulfillment of contractual obligations. Trade receivables related to invoiced  
services consist of receivables from invoiced voyages less writedowns. Refer  
to note 2.5 "Trade receivables" for further details on trade receivables.  
Contract assets consist of revenues from services performed but not yet  
fully invoiced due to incomplete fulfillment of contractual obligations. This  
includes prepaid expenses incurred in meeting these obligations.  
Contract liabilities represent obligations arising from contractual commit-  
ments, characterised by advance payments received or billings that exceed  
the revenue recognised to date.  
Trade receivables are predominately denominated in USD as other currencies  
accounted for less than 1% in both 2023 and 2022. The Group usually has the  
opportunity to use the cargo as security for trade receivables.  
ACCOUNTING POLICIES  
Receivables are measured at amortised cost less allowances for impairment  
losses. For trade receivables, impairment losses are based on the expected  
lifetime loss of these receivables.  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
Provisions for trade receivables are determined using the lifetime expected  
credit loss, which includes factors such as internal rating, historical infor-  
mation about payment patterns, collateral received as well as prevailing  
economic conditions. Estimates made are updated if the customer’s ability to  
pay changes. It is estimated that the provisions made are sufficient to cover  
any bad debt.  
 
In brief  
Strategy  
Business Performance  
Corporate Governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
110  
Invested capital  
This section sets out the return on invested capital and details the  
invested capital into its separate components of non-current assets and  
working capital items.  
NOTES TO  
USD million  
1,631  
THE FINANCIAL  
STATEMENTS  
Avg.  
1,341  
1,284 1,246  
1,303 1,243  
Invested capital  
Return on invested capital  
SECTION 3  
ASSET BASE  
1,243 32  
19  
20  
21  
22  
23  
3.1 Return on Invested Capital  
USDm  
2022: 1,303  
Per cent  
2022: 53  
after tax  
111  
3.2 Impairment of intangible  
and tangible assets  
111  
113  
114  
115  
117  
118  
121  
121  
Total assets  
3.3 Intangible assets  
3.4 Tangible assets  
Our asset-light business model and agile capacity  
management abilities allow us to adjust our fleet to  
market trends by chartering vessels in and out and  
utilising the optionality from extension and purchase  
options related to the leased fleet. This enables us to  
navigate and mitigate the complexities and cycli-  
cality of the shipping industry by adjusting our asset  
base and invested capital.  
where 6 vessels were sold, while in Dry Cargo 4  
vessels were sold and 11 vessels purchased during  
the year. Overall, vessel investments were roughly  
unchanged as the acquisition of Capesize dry cargo  
vessels were more or less offset by the divestment  
of tanker vessels. The increase in deferred exposure  
in Dry Cargo has had limited short-term impact on  
invested capital as this is added through newbuilding  
orders of 6 Supramax vessels with delivery from 2025  
and 11 leased newbuildings.  
USD million  
2,755  
3.5 Right-of-use assets  
3.6 Subleasing  
2,454  
2,344  
Avg.  
2,224  
1,825  
3.7 Investments and activities  
3.8 Cash and cash equivalents  
3.9 Assets held for sale  
1,742  
Total invested capital including goodwill decreased  
by 5% to USD 1,243 million at 31 December 2023  
(USD 1,303 million). The decrease is related to lower  
value of right-of-use assets from capitalised leases  
partly offset by the intangible assets added from the  
expansion into Projects & Parcelling and the invest-  
ment in MASH Makes.  
The return on invested capital (ROIC) after tax  
remained strong at 32% (53%) despite the weaker  
market conditions as the reduced invested capital  
partly mitigated the lower operating profit after tax.  
The free cash flow generation remained strong at  
USD 265 million albeit lower than the exceptional  
result for 2022 (USD 1,079 million).  
19  
20  
21  
22  
23  
During 2023, NORDEN purchased 11 and sold 10  
vessels, primarily in the Product Tanker segment,  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
111  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.1 Return on Invested Capital after tax  
Amounts in USD million  
2023  
2022  
Net operating profit after tax (NOPAT)  
EBIT  
421.6  
791.6  
Operational tax  
-9.4  
-8.8  
NOPAT  
412.2  
782.8  
Inventories  
112.1  
134.2  
Trade receivables  
283.6  
328.9  
Trade payables  
-261.8  
-279.5  
Prepayments  
116.5  
139.0  
Deferred income  
-101.9  
-84.6  
Liabilities related to assets held for sale  
-25.2  
-21.0  
Var. margin deposits related to cash flow hedges  
35.3  
-63.1  
Total trade working capital  
158.6  
153.9  
Receivables/liabilities from joint ventures  
-
1.5  
Other receivables  
38.0  
45.5  
Other payables  
-148.7  
-224.5  
Other non-trade working capital  
-8.8  
-9.0  
Non-trade working capital  
-119.5  
-186.5  
Goodwill  
35.3  
-
Other intangible assets  
15.2  
-
Vessels, Property and equipment and Prepayments  
723.7  
718.1  
Right-of-use assets  
355.0  
454.0  
Other invested capital  
74.2  
163.7  
Invested capital  
1,242.5  
1,303.2  
ROIC  
32.4%  
53.4%  
3.2 Impairment of intangible and tangible assets  
Management continuously monitors the carrying amounts of our intangible  
and tangible assets, to determine if there are indications of impairment  
beyond what is covered by normal depreciation, or if any previous impair-  
ments should be reversed.  
Goodwill from the acquisition of Thorco of USD 35.3 million has been allo-  
cated to CGU Dry Cargo. As a result, CGU Dry Cargo is tested for impairment  
annually.  
Net operating profit after tax  
NOPAT is a measure of our profit that excludes the costs and tax benefit from  
debt financing by measuring the earnings before interest and taxes adjusted  
for operational tax.  
Trade working capital  
The amount of trade working capital represents capital required to maintain  
our ongoing operations. Trade working capital can be used to assess our  
efficiency in utilising current assets and short-term liquidity, and forms an  
integral part of our management strategy for cash and debt.  
Impairment assessment  
CGU Dry Cargo (Goodwill allocated)  
The Dry Cargo markets were soft at the beginning of 2023 and failed to mate-  
rialise during the year. On average spot rates fell by 50% compared to 2022.  
Decreasing earnings and spot rates are not direct results from decreasing  
demand, where we despite a challenging year, have seen the market resurge  
in the last months of 2023, due to increased Chinese coal imports, grain and  
soybean trade from Brazil to China.  
The Dry Cargo newbuilding order-book remains at an all-time low order-book  
to fleet ratio, limiting fleet growth in the coming years. Looking into 2024, we  
expect the Dry Cargo market to remain volatile due to moderate increase in  
demand from China.  
With new exposure and capacity added in 2022, during very high Dry Cargo  
markets, and an increase in our WACC from 7.75% to 8.30%, Management  
prepared an impairment assessment in Q4 2023.  
The recoverable amount of the cash-generating unit was determined based  
on a value-in-use calculation using cash flow projections generated. This  
exercise is complex and requires various estimates to be made.  
Invested capital  
Invested capital consists of trade and non-trade working capital, intangible  
assets, tangible assets, including assets held for sale, right-of-use assets and  
other invested capital.  
Other invested capital comprises our financial assets and short-term receiv-  
ables from subleasing, deducted tax payables, variation margin deposits  
related to hedges (reserve for hedges) and other non-trade working capital.  
Return on invested capital after tax (ROIC)  
ROIC can be used to measure the value creation from our investments.  
Management believes ROIC is a useful measure providing investors with infor-  
mation regarding our performance as well as our operational profitability and  
efficiency of business.  
Our target is to generate an average ROIC of a minimum of 12% per year  
based on a five-year rolling average.  
ROIC is defined as NOPAT divided by average invested capital.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
112  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.2 Impairment of intangible and tangible assets – continued  
The outcome of the impairment assessment revealed an excess value of USD  
59 million over the carrying value, indicating that there is no requirement for  
impairment recognition. The discount rate used in the value-in-use calculation  
was based on a WACC of 8.3%.  
Although no impairment is required at present, we cannot guarantee that this  
situation will remain. Future impairment incurred could negatively affect our  
financial condition, our results, the value of our shares and dividend distri-  
bution. Given the number of open vessel days, the value-in-use calculation  
demonstrates a high sensitivity to minor variations in freight rates and WACC.  
A reduction in the estimated short- and long-term freight rates by USD 1,000  
per day would result in an approximate decline of USD 45 million in the value-  
in-use. Conversely, a 1% increase in the WACC would lead to a decrease of  
approximately USD 20 million in the value-in-use. For value-in-use to break-  
even with the carrying amount, it would necessitate a decrease in the freight  
rate by USD 1,316 per day or, alternatively, an increase in the WACC by 2.95%.  
CGU Tankers (No goodwill allocated)  
During 2023, freight rates, still close to historical peaks, decreased 19%  
compared to last year. Despite the decrease, the average spot rate of a MR  
remains historically high, with an average of USD 29,782 per day for 2023.  
Newbuilding orders increased in 2023 and the order-book for MR at year-end  
ended at 12% of the global fleet. This is driven by expectations of volatile  
rates and tight yard capacity.  
With sanctions on Russian export to EU, a limited supply growth of MRs, the  
situation in the Panama Canal and the Red Sea continuing to impact market  
efficiency, we expect the attractive rates to continue in 2024. As such, no  
indications of impairment were identified for Tankers CGU, however, manage-  
ment remains aware that significant market softness, could trigger a need for  
an impairment assessment.  
The conclusion is that interdependency exists, to such an extent, that the cash  
inflows are not largely independent. Consequently, the respective dry cargo  
and tanker vessels of the two segments have been included in the respective  
CGU, either Dry Cargo or Tankers, according to the nature of the vessels.  
ACCOUNTING POLICIES  
For the purpose of impairment testing, assets are grouped into the smallest  
group of assets that generates cash inflows from continuing use that are  
largely independent of the cash inflows of other assets or CGUs.  
Goodwill acquired in a business combination is allocated to groups of CGUs  
that are expected to benefit from the synergies of the combination. Allocated  
goodwill undergoes a mandatory annual impairment test along with other  
assets of the CGU.  
For CGUs without allocated goodwill, an impairment test is conducted when  
there is an indication of the carrying amount of the CGU exceed expected  
recoverable amount.  
If the carrying amount of the CGU exceeds the recoverable amount, the assets  
are written down. Impairment loss is first allocated to reduce the carrying  
amount of goodwill, then to other assets pro-rata, based on each asset's  
carrying amount.  
The recoverable amount of each CGU is determined as the greater of the  
value-in-use and the fair value less cost to sell.  
Impairment loss recognised for goodwill cannot be reversed. For other  
assets, an impairment loss is reversed only if the revised carrying amount of  
the asset does not exceed its carrying amount before the impairment, after  
depreciation.  
Impairment indicators  
The assessment of impairment indicators involves complex and subjective  
judgments by management. These indicators are reviewed to assess the  
impairment need for our CGUs:  
•
The obsolescence or physical damage of assets;  
•
Financial performance of assets and the CGU;  
•
Freight and time-charter rates;  
•
Vessel values, newbuilding orders and prices;  
•
Significant adverse effects from changes in technological, economic,  
environmental, climate, geopolitical or regulatory environment;  
•
Increase in market interest rates.  
The assessment of impairment indicators for intangible assets, owned vessels,  
right-of-use assets, and prepayments on newbuildings, is based on the CGUs  
they are included in and assessed concurrently on a portfolio basis.  
When considering vessel values, two independent broker valuations are  
obtained. The assessment of newbuilding prices considers market data, inclu-  
ding known transactions, potential newbuilding prices, and broker analysis.  
Assessment and calculation inputs  
If indications exist, the recoverability of the carrying amount of intangible and  
tangible assets in the related CGU is assessed. This is done by evaluating if  
the recoverable amount exceeds the carrying amount.  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
Cash-generating units  
The determination of cash-generating units differs based on the business  
units Freight Services & Trading and Assets & Logistics. The degree of inter-  
dependency between the two business units, in respect of taking decisions  
related to the vessel capacity, has been evaluated.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
113  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.2 Impairment of intangible and tangible assets – continued  
3.3 Intangible assets  
Other  
intangible  
Amounts in USD million  
Goodwill  
assets  
Total  
2023  
Cost at 1 January  
-
-
-
Additions from business combinations  
35.3  
21.6  
56.9  
Cost at 31 December  
35.3  
21.6  
56.9  
Amortisation and impairment losses  
at 1 January  
-
-
-
Amortisation  
-
-6.4  
-6.4  
Amortisation and impairment losses  
at 31 December  
-
-6.4  
-6.4  
Carrying amount at 31 December  
35.3  
15.2  
50.5  
Intangible assets mainly consist of goodwill, customer relationsships and  
similar intangible assets, acquired from the acquisition of Thorco Projects on  
26 June 2023.  
Goodwill arises when the Group acquires a business and pays a higher  
amount than the fair value of the net assets acquired, primarily due to the  
expected synergies.  
For further details, refer to note 3.7 "Investments and activities".  
As there were no intangible assets in 2022, there are no comparative figures  
to disclose.  
The recoverable amount is determined as the higher of the value-in-use and  
the fair value less costs to sell. The calculation of value-in-use is particularly  
complex and contains uncertainty, as it relies on expected future cash flows  
and a discount factor. Significant assumptions are made about long-term  
freight and time-charter rates when projecting future cash flows.  
In assessing value in use, assumptions are made regarding historical data,  
market analysis, and spot and forward market curves. It is important to note  
the uncertainty pertaining to future market developments, significantly influ-  
encing the cash flow projections.  
In the calculation, the lifespan of owned vessels is set at 25 years for both Dry  
Cargo and Tankers, while the duration for long- and short-term chartered-in  
vessels is based on contractually agreed periods.  
Assumptions are made regarding the discount factor, which is generally  
obtained from the WACC calculated using variables, each with its inherent  
uncertainty, further complicating the value-in-use calculation.  
Assessment is impacted by geopolitical situations, such as the war in Ukraine.  
Additionally, abnormally low water levels in the Panama Canal, resulting from  
climate change, and disruptions in global trade due to attacks in the Red Sea,  
contribute to increased macroeconomic uncertainties.  
The long-term outlook for the adoption of optimal zero-emission technolo-  
gies carries uncertainties. This uncertainty extends to the potential impact on  
the value and operational lifespan of owned vessels amidst the transition to  
sustainability. Currently, management does not believe that climate change  
has a significant effect on the estimates and judgments related to the impair-  
ment assessment.  
ACCOUNTING POLICIES  
Goodwill  
Goodwill is initially recognised in the balance sheet as the difference between  
the fair value of net assets acquired and the consideration transferred. Subse-  
quently, goodwill is measured at this value less accumulated impairment  
losses and is not amortised.  
The carrying amount of goodwill is allocated to each of NORDEN’s CGU's  
expected to benefit from the synergies of the combination. Goodwill is tested  
at least annually for impairment, together with the other assets of the oper-  
ating segment to which goodwill has been allocated.  
For further information on impairment of intangible assets, refer to note 3.2  
"Impairment of intangible and tangible assets".  
Other intangible assets  
Customer relationships and similar intangible assets with a limited useful life  
acquired from third parties, either separately or as part of a business combina-  
tion, are capitalised and amortised over the average life of customer relationship.  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
For further details, refer to accounting judgements and estimates in note 3.2  
"Impairment of intangible and tangible assets".  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
114  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.4 Tangible assets  
Prepayments  
Property and on vessels and  
Amounts in USD million  
Vessels  
equipment  
newbuildings  
Total  
2023  
Cost at 1 January  
663.2  
56.8  
32.1  
752.1  
Additions  
150.6  
0.8  
76.8  
228.2  
Disposals  
-2.5  
-0.4  
-
-2.9  
Transferred from prepayments on vessels and newbuildings  
65.1  
-
-65.1  
-
Transferred to tangible assets held for sale  
-280.7  
-
-6.8  
-287.5  
Cost at 31 December  
595.7  
57.2  
37.0  
689.9  
Depreciation and impairment losses at 1 January  
-137.6  
-6.4  
-
-144.0  
Depreciation  
-31.4  
-1.3  
-
-32.7  
Impairment of assets  
-1.2  
-
-
-1.2  
Reversal of impairment losses  
-
-
-
-
Disposals related to derecognised assets  
2.5  
0.1  
-
2.6  
Transferred to tangible assets held for sale  
75.5  
-
-
75.5  
Depreciation and impairment losses at 31 December  
-92.2  
-7.6  
-
-99.8  
Carrying amount at 31 December  
503.5  
49.6  
37.0  
590.1  
Prepayments  
Property and on vessels and  
Amounts in USD million  
Vessels  
equipment  
newbuildings  
Total  
2022  
Cost at 1 January  
951.3  
56.8  
11.3  
1,019.4  
Additions  
99.2  
1.7  
122.6  
223.5  
Disposals  
-
-1.7  
-
-1.7  
Transferred from prepayments on vessels and newbuildings  
56.8  
-
-56.8  
-
Transferred to tangible assets held for sale  
-444.1  
-
-45.0  
-489.1  
Cost at 31 December  
663.2  
56.8  
32.1  
752.1  
Depreciation and impairment losses at 1 January  
-248.3  
-7.1  
-
-255.4  
Depreciation  
-37.2  
-1.0  
-
-38.2  
Impairment of assets  
-17.4  
-
-
-17.4  
Reversal of impairment losses  
4.9  
-
-
4.9  
Disposals related to derecognised assets  
-
1.7  
-
1.7  
Transferred to tangible assets held for sale  
160.4  
-
-
160.4  
Depreciation and impairment losses at 31 December  
-137.6  
-6.4  
-
-144.0  
Carrying amount at 31 December  
525.6  
50.4  
32.1  
608.1  
Capital commitments  
The Group has entered into agreements for future delivery of vessels.  
Amounts in USD million  
<1 year  
1-3 years  
>3 years  
Total  
The remaining contract amount is payable as follows:  
95.0  
165.0  
-
260.0  
Capital commitments  
The Group has entered into agreements for future delivery of vessels.  
Amounts in USD million  
<1 year  
1-3 years  
>3 years  
Total  
The remaining contract amount is payable as follows:  
107.0  
8.0  
-
115.0  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
115  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.4 Tangible assets – continued  
ACCOUNTING POLICIES  
Tangible assets are measured at cost less accumulated depreciation and  
impairment losses. Cost comprises the acquisition price and costs directly  
related to the acquisition up until the time when the asset is ready for use.  
Borrowing costs concerning either specific or general borrowing directly  
related to assets with an extended construction period are included in cost  
over the period of construction.  
Depreciation is based on the straight-line method over the estimated useful  
lives of the assets. Depreciation is calculated based on the following esti-  
mated useful lives:  
•
Buildings  
50 years  
•
Land  
Not depreciated  
•
Logistics assets  
5-25 years  
•
Vessels  
25 years  
•
Fixtures, fittings and equipment  
3-10 years  
Useful lives of the assets and residual values are reviewed and adjusted at  
each balance sheet date, if appropriate.  
3.5 Right-of-use assets  
The nature of leasing activities  
The majority of lease contracts are time charter contracts on vessels, while  
a minor part is the lease of office space, and other equipment from external  
parties under non-cancellable lease agreements. Leases have varying terms,  
including options to extend and options to purchase.  
Amounts recognised in the income statement  
Amounts in USD million  
2023  
2022  
Depreciation of right-of-use assets  
294.9  
420.0  
Interest expenses related to lease liabilities  
31.4  
32.3  
Expenses related to the service component  
257.6  
285.7  
Expenses related to short-term leases  
1,237.3  
1,866.0  
Future expenses related to short-term leases  
294.5  
290.9  
2023  
2022  
No. of right-of use-assets leased  
142  
153  
- of this, index leases  
14  
4
Range of remaining term of leases, in years  
0-6  
0-5  
Average remaining term of leases, in years  
2.4  
2.5  
No. of leases with extension options  
70  
82  
No. of leases with purchase options  
81  
77  
Leases with future commencement date  
The Group has entered into lease agreements with future commencement  
dates, which will affect the statement of financial position as shown below,  
when the time-chartered vessels will be delivered, and the Group obtains the  
right to direct the use of the asset.  
Amounts recognised in the statement of financial position  
Amounts in USD million  
2023  
2022  
Right-of-use assets  
Cost at 1 January  
1,147.6  
958.3  
Additions  
92.6  
244.7  
Remeasurements  
105.7  
78.1  
Disposals  
-315.5  
-133.5  
Cost at 31 December  
1,030.4  
1,147.6  
Depreciation at 1 January  
-693.6  
-401.8  
Depreciation  
-294.9  
-420.0  
Disposals  
313.1  
128.2  
Depreciation at 31 December  
-675.4  
-693.6  
Carrying amount at 31 December  
355.0  
454.0  
Daily running cost  
The Group has elected to separate lease and non-lease components. For  
these contracts, the consideration is allocated based on the relative stand-  
alone prices between the lease and non-lease component. For time charter  
contracts, the non-lease component is the technical management services  
provided to operate the vessel. The future effect in the income statement  
related to the non-lease component (daily running costs) is shown on the  
following page.  
Vessels  
Dry docking costs are recognised in the carrying amount of vessels when  
incurred and depreciated over the period until the next dry docking. The  
scrap value of vessels is determined based on the market price per light-  
weight tonne for scrapping of the vessel.  
The depreciation period for second-hand vessels is determined on the basis of  
the condition and age of the vessels at the time of acquisition, but the depreci-  
ation period does not exceed 25 years from delivery from the shipyard.  
Extension options  
Some leases include an option to be extended for one additional year at a  
time. Where practicable, the Group seeks to include extension options in  
new leases to provide operational flexibility. The extension options held are  
exercisable only by the Group and not by the lessors.  
At the lease commencement date, the Group assesses whether it is reason-  
ably certain that the extension option will be exercised. If significant events or  
changes in circumstances within its control occur, the Group reassesses this  
certainty.  
Prepayments on newbuildings are recognised in assets as vessels under  
construction as payments are made. At the delivery of the vessel, it is reclassi-  
fied to the item “Vessels”.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
116  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.5 Right-of-use assets – continued  
If all available extension options at year end were exercised when possible, the  
right-of-use asset and corresponding lease liability would increase by the following  
amounts in each future year (undiscounted and excluding the non-lease compo-  
nent).  
The cost of right-of-use assets includes the amount of lease liabilities recog-  
nised, and lease payments made before the commencement date. Unless  
NORDEN is reasonably certain to obtain ownership of the leased asset at the  
end of the lease term, the recognised right-of-use assets are depreciated on a  
straight-line basis over the shorter of its estimated useful life and the lease term.  
Sale and leaseback  
For sale and leaseback transactions, if there is a transfer of control within  
the meaning of IFRS 15, NORDEN as the seller-lessee measures the right-  
of-use asset arising from the leaseback at the proportion of the previous  
carrying amount of the asset that relates to the right of use retained by the  
seller-lessee.  
Any gain or loss that relates to the rights transferred to the buyer-lessor is  
recognised in profit or loss.  
If there is no transfer of control, the seller-lessee recognises the transaction  
as a financing transaction. While the transaction is legally subject to a lease  
contract, it is not accounted for as a lease and the underlying asset is not  
derecognised.  
ACCOUNTING POLICIES  
At inception of a new contract, NORDEN assesses whether a contract is a  
lease or contains a lease. This involves exercise of judgement as to whether:  
•
the contract depends on the use of a specific asset  
•
NORDEN obtains substantially all the economic benefits from the use of  
the asset  
•
NORDEN has the right to direct the use of the asset.  
NORDEN recognises right-of-use assets at the commencement date of the  
lease (i.e. the date the underlying asset is available for use). Right-of-use  
assets are measured at cost less any accumulated depreciation, impairment  
losses and adjusted for any remeasurement of lease liabilities.  
Impairment of right-of-use assets  
Similar to owned assets, right-of-use assets are subject to testing for impair-  
ment if there is an indication of impairment. Refer to note 3.2 "Impairment of  
intangible and tangible assets" for further information.  
Short-term leases and leases of low-value assets  
NORDEN applies the lease recognition exemptions related to the short-term  
leases (lease term of 12 months or less) and leases of low-value assets. Lease  
payments on short-term leases and leases of low-value assets are recognised  
in the income statement as an expense on a straight-line basis over the lease  
term.  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
NORDEN has elected to separate lease and non-lease components for leases  
of time charter contracts on vessels. For these contracts, the estimated  
non-lease component (daily running costs) is excluded from the right-of-use  
assets.  
Assessing the consideration attributable to the non-lease component  
includes a significant accounting judgement, where Management uses market  
data from an independent service provider. The market data consists of  
benchmarking reports and allows NORDEN to benchmark vessels' operating  
costs against a global sample. The measurement of the non-lease component  
takes several factors into consideration such as operating costs, aging of the  
vessels, vessel types, etc.  
In this regard, Management assesses the service provider’s independence,  
objectivity and qualifications and whether the market data is appropriate for  
the purpose, e.g. based on sufficient market data.  
Freight Services & Trading  
Assets & Logistics  
Group  
Amounts in USD million  
<1 year  
1-5 years >5 years  
Total  
<1 year  
1-5 years  
>5 years  
Total  
Total  
2023  
Leases with future commencement date (+12 mths.)  
11.9  
-
-
11.9  
110.5  
194.5  
-
305.0  
316.9  
Extension options  
-
8.8  
-
8.8  
29.7  
414.3  
138.1  
582.1  
590.9  
Daily running cost  
78.5  
24.7  
-
103.2  
123.4  
285.0  
24.3  
432.7  
535.9  
2022  
Leases with future commencement date (+12 mths.)  
0.5  
-
-
0.5  
27.7  
139.6  
-
167.3  
167.8  
Extension options  
19.6  
9.6  
-
29.2  
38.8  
344.3  
168.7  
551.8  
581.0  
Daily running cost  
76.2  
15.1  
-
91.3  
137.0  
266.6  
7.7  
411.3  
502.6  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
117  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.6 Subleasing  
This note provides information on leases where the Group is the lessor.  
Amounts in USD million  
2023  
2022  
Amounts recognised in the income statement  
Revenue from sublease financial income*  
6.2  
2.8  
Gain on sublease recognition*  
65.0  
55.7  
Revenue - sublease financial income and gains  
71.2  
58.5  
Amounts recognised in the statement of cash flows  
Instalment on sublease receivables  
130.2  
52.9  
Receivables from subleasing  
Receivables from subleases at 1 January  
91.9  
32.8  
Additions  
122.5  
111.0  
Disposals  
-0.9  
-6.3  
Remeasurements  
11.3  
7.3  
Payments received  
-130.2  
-52.9  
Receivables from subleases at 31 December  
94.6  
91.9  
* Included in revenue  
ACCOUNTING POLICIES  
NORDEN enters into arrangements to sublease an underlying asset to a third  
party, while NORDEN retains the primary obligation under the original lease.  
In such arrangements, NORDEN acts as both the lessee and lessor of the  
same underlying asset.  
If a leased vessel is subleased under terms transferring substantially all remaining  
risks and rewards under the head lease to the lessee in the sublease, the right-  
of-use asset is derecognised, and a lease receivable is recognised. Gain/loss on the  
derecognised right-of-use asset is recognised in the income statement as revenue.  
During the term of the sublease, NORDEN recognises both finance income on  
the sublease (as revenue) and interest expense on the head lease (as financial  
expenses).  
Cash flows  
Cash payments received on sublease receivables are classified within the  
operating activities.  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
Management’s assessment of whether leases on vessels should be classified  
as finance or operating leases is based on an overall evaluation of each lease.  
Amounts in USD million  
2023  
2022  
Sublease receivables, contractual undiscounted  
payments:  
<1 year  
82.9  
77.3  
1-2 years  
16.5  
23.6  
2-3 years  
0.9  
-
Total  
100.3  
100.9  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
118  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.7 Investments and activities  
This note includes the acquisition of Thorco Projects and the acquisition of a  
minority stake in MASH Makes, signifying our entry into new market areas.  
Additionally, this note covers investments in joint ventures and joint opera-  
tions.  
The following table summarises the recognised amounts of identifiable assets  
acquired and liabilities assumed.  
Thorco  
Amounts in USD million  
Projects  
Customer contracts and relationships  
21.6  
Prepaid hire, asset  
2.0  
Prepaid hire, liability  
-0.8  
Other liabilities  
-1.2  
Total identifiable net assets  
21.6  
Goodwill  
35.3  
Total  
56.9  
Investments in unlisted shares  
The Group has invested in an equity share of a non-listed company, MASH  
Makes. The investment is expected to be held medium to long term for  
strategic purposes. The investment will be accounted for at fair value through  
other comprehensive income.  
Management believes that the transaction price reflects the fair value at the  
point of initial recognition. In the absence of active market data for unlisted  
shares, the transaction price serves as a reliable and objective basis for fair  
value estimation. It's our opinion the initial transaction price continues to  
provide the most accurate estimate of fair value.  
Mash Makes originated as an initiative at Denmark's Technological University  
in 2015. This collaboration marks a strategic advancement, granting us access  
to sustainable biooil sources at competitive prices, as will our involvement play  
a crucial role in introducing Mash Makes' biooil offerings to the maritime  
industry, alongside procuring biofuel for our own fleet.  
This investment aligns with our climate strategy, which focuses on collab-  
orating with customers in reducing their carbon footprint. Additionally, it  
represents a progression in our journey towards biofuel adoption.  
Currently, MASH Makes is in the advanced stages of developing its biooil  
product and expects to initiate trial runs on our vessels in early 2024.  
Acquisition of Thorco Projects  
On 26 June 2023, NORDEN acquired the shipping business of Thorco  
Projects, incorporated in Denmark. Thorco Projects offers transport solutions  
across multiple cargo segments such as break bulk, steel and wind energy.  
The consideration paid equals USD 56.9 million, on a debt and cash-free  
basis, and was paid in cash from readily available sources. Final settlement of  
certain working capital-related items may alter the purchase price slightly.  
The objective of the acquisition is to further grow our customers offering as  
Thorco Projects operates within specialist cargo segments such as break bulk,  
steel and wind energy-related cargoes, where multiple cargo parcels from  
different customers typically are combined into single shipments on Multipur-  
pose and Handysize vessels. The acquisition is in alignment with NORDEN’s  
strategy for 2023-2025 to explore market opportunities for large deals.  
The goodwill of USD 35.3 million arising from the acquisition can be attrib-  
uted to the synergies expected to be derived from the combination and the  
value of the workforce of Thorco Projects. Goodwill has been provisionally  
allocated to the Dry Cargo cash-generating unit at 26 June 2023.  
Acquisition-related costs amounting to USD 0.6 million have been recognised  
as an expense in the consolidated income statement as part of administration  
costs. The revenue, costs, and profits from the new business are allocated to  
the Freight Services & Trading segment.  
The fair value of the acquired identifiable net assets of USD 21.6 million  
(including customer relationships) is provisional pending final valuation of  
those assets.  
The revenue included in the consolidated income statement from 26 June  
2023 to 31 December 2023 contributed by the acquired business is USD 71.0  
million. Over the same period, it also contributed a profit after tax of USD 1.8  
million.  
Had the transaction closed on 1 January 2023, the acquired business would  
have contributed with revenue of approx. USD 243.7 million and a profit  
after tax of approx. USD 13.9 million, reflecting the contract backlog built  
by Thorco Projects during the stronger market in 2022. Revenue, costs and  
profits from the new business are allocated to the Freight Services & Trading  
segment.  
ACCOUNTING POLICIES  
On initial recognition, investments in unlisted shares are measured at fair  
value. Subsequently, they are measured at fair value through profit or loss  
(FVTPL) unless classified as fair value through other comprehensive income  
(FVTOCI) according to an individual decision for each equity investment. The  
election is made on an investment-by-investment basis.  
Valuation technique  
Estimate of future economic benefits derived from the customer by identi-  
fying, separating and qualifying cash flows attributable to the customers and  
capitalising these cash flows.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
119  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.7 Investments and activities - continued  
Gains and losses on equity instruments classified as FVTOCI are never recy-  
cled to profit or loss. Dividends are recognised in the income statement  
unless the dividend clearly represents a recovery of part of the cost of invest-  
ment. Other net gains and losses are recognised in other comprehensive  
income.  
No significant restrictions apply to distributions from joint ventures.  
Joint operations  
NORDEN engages in jointly controlled arrangements, which include joint  
ventures and joint operations. In joint ventures, the parties do not have a  
direct share in assets and liabilities, etc., but solely a share in the net profit or  
loss and equity.  
On the other hand, joint operations provide the parties with direct rights to  
the assets and direct obligations for the liabilities. Each joint operator recog-  
nises its part of assets, liabilities, income and costs.  
NORDEN’s shipping activities are to some extent conducted through pool  
arrangements. In pools, revenue and related costs are recognised according  
to criteria corresponding to the pool agreements.  
For vessels operating in pools, the pool’s profit is allocated to the pool  
participants based on an agreed principle. The agreed principle may differ  
from pool to pool. Generally, the pool profit is allocated to the participants  
according to the number of days the vessels have been at the pool’s disposal  
but weighted for the capacity and characteristics of the individual vessels.  
As pool operator for NORDEN Tanker Pools, NORDEN receives management  
income to cover its costs in this respect. Management income is calculated as  
a fixed percentage of charter/freight income for each individual agreement,  
however, with a minimum amount. The income is recognised in the income  
statement in the item “Other operating income” as the underlying charter/  
freight agreement is recognised.  
ACCOUNTING POLICIES  
In the Group’s income statement, the Group’s share of the joint ventures’  
profit/loss after tax is included in the item “Profit/loss of joint ventures”.  
Companies which are contractually operated jointly with one or more other  
enterprises, and which are thus jointly controlled, are recognised in the  
consolidated financial statements according to the equity method.  
In the Group’s statement of financial position, the Group’s share of the net  
asset value of joint ventures is thus included in the item “Investments in joint  
ventures”, calculated on the basis of the Group’s accounting policies and  
after deduction or addition of the Group’s share of any unrealised intra-group  
gains or losses.  
Joint ventures with negative net asset values are measured at nil value. If the  
Group has a legal or constructive obligation to cover the enterprises’ negative  
balance, such obligation is recognised by writing down any receivable from  
the joint venture or under provisions.  
Investments in joint ventures  
Amounts in USD million  
2023  
2022  
Key figures (100%)  
Revenue and other income  
12.7  
23.3  
Costs  
-14.2  
-17.7  
Total profit/loss  
-1.5  
5.6  
Non-current assets  
-
0.1  
Current assets  
3.8  
6.8  
- of this, cash and cash equivalents  
3.6  
5.7  
Non-current liabilities, debt  
-0.6  
-0.6  
Current liabilities  
-0.6  
-2.2  
Total carrying amount  
2.6  
4.1  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
Assessment of control in shared ownership  
The classification of activities and enterprises which are in part jointly owned  
with other companies and, thus, how these activities and enterprises are  
treated in the consolidated financial statements is to a certain extent based  
on judgements of formal and actual conditions.  
In the assessment of joint control, an analysis has been made as to which deci-  
sions require unanimity and whether these relate to relevant activities, which  
are activities that significantly affect the return of the arrangement.  
Investments  
Owner- Share of profit/loss  
comprise  
ship  
of joint ventures  
Carrying amount  
2023  
2022  
2023  
2022  
Polar Navigation  
Pte. Ltd., Singapore  
50%  
-0.8  
2.8  
1.3  
2.0  
Total  
-0.8  
2.8  
1.3  
2.0  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
120  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.7 Investments and activities – continued  
The following is an overview of NORDEN’s total liabilities and coverage in  
respect of jointly controlled operations in case the other pool partners are  
unable to meet their obligations.  
Amounts in USD million  
2023  
2022  
Unrecognised liabilities for which the pool partners  
are jointly and severally liable  
30.8  
42.8  
Cash and cash equivalents liable to the pool partners  
40.6  
63.9  
NORDEN's share of "NORDEN tanker pools"  
42.3%  
46.8%  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
Assessment of control in shared ownership - pool arrangements  
The classification of activities and enterprises which are in part jointly owned  
with other companies and, thus, how these activities and enterprises are  
treated in the consolidated financial statements are to a certain extent based  
on judgements of formal and actual conditions.  
In connection with the assessment of control, an analysis of the operator role  
in NORDEN’s agreements on pool arrangements has been made. The oper-  
ator is responsible for the day-to-day management of activities carried out  
within a jointly established framework.  
Since the operators are not exposed to, and are not entitled to, a return apart  
from the participating share and the fact that they can be replaced upon  
agreement, the operators are considered to be agents as defined in IFRS 10.  
In the assessment of joint control, an analysis has been made as to which deci-  
sions require unanimity and whether these relate to relevant activities, which  
are activities that significantly affect the return of the pool arrangement. It is  
assessed that joint control by default exists when business plans and budgets  
must be adopted unanimously.  
For NORDEN’s pool arrangements, unanimity is required on decisions  
relating to relevant activities. It has also been established that the pool part-  
ners have rights and obligations, directly and unlimited, with regard to the  
assets and liabilities of the arrangements, and as the pool arrangements have  
not been structured into separate legal units, these are treated and classified  
as joint operations.  
ACCOUNTING POLICIES  
Pool arrangements are considered joint operations. Accordingly, for vessels  
operating in pools, the proportionate share of income and costs is presented  
as gross amounts in the income statement.  
NORDEN's share of revenue in pools is recognised in “Revenue”, while the  
proportionate share of costs in pools, such as direct voyage costs (e.g.,  
bunker oil, commissions and port charges) and charter hire for chartered pool  
tonnage, is recognised in “Vessel operating costs”.  
Similarly, NORDEN’s share of assets and liabilities in pools is recognised, and  
our share of other liabilities, etc. is included in the table above.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
121  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
3.8 Cash and cash equivalents  
Amounts in USD million  
2023  
2022  
Demand deposits and cash balance  
142.5  
267.1  
Money market investments  
361.2  
503.5  
Other cash and cash equivalents  
53.5  
71.7  
Total  
557.2  
842.3  
In relation to its derivative financial instruments trading activities, NORDEN  
has set up margin accounts with Macquarie Bank Europe DAC, primarily  
funded by cash deposits. As of 31 December, the total cash held in these  
margin accounts, which serves as security, equalled USD 54.7 million (USD 65  
million).  
3.9 Assets held for sale  
Amounts in USD million  
2023  
2022  
Cost at 1 January  
110.0  
150.8  
Additions  
121.5  
104.2  
Transferred from vessels  
205.2  
283.7  
Transferred from prepayments on vessels  
and newbuildings  
6.8  
44.9  
Disposals  
-309.9  
-477.2  
Reversal of impairment losses  
-
3.6  
Carrying amount at 31 December  
133.6  
110.0  
Liabilities relating to assets held for sale  
Prepayments received on newbuildings  
and vessels sold  
25.2  
21.0  
Carrying amount at 31 December  
25.2  
21.0  
Future payments to be received for vessels sold  
but not yet delivered  
<1 year  
197.9  
223.8  
1-3 years  
28.1  
-
>3 years  
-
-
Total  
226.0  
223.8  
Gains from sale of vessels during the year  
79.0  
96.8  
Losses from sale of vessels during the year  
-
-17.4  
Profit/loss from sale of vessels  
79.0  
79.4  
ACCOUNTING POLICIES  
Assets classified as held for sale include vessels for which a binding sales  
agreement is in place, with the transfer to the buyer anticipated within 12  
months of the reporting date. In the case of newbuilding being sold, this  
period extends to 12 months following the delivery of the vessel from the  
yard.  
Newbuilding vessels and prepayments on vessels held for sale are measured  
at the lower of carrying amount before classification as held for sale and fair  
value less selling costs and are recognised under current assets. Assets held  
for sale are not depreciated.  
Assets and directly related liabilities in relation to assets held for sale are  
recognised in separate items in the statement of financial position. Gains and  
losses are included in the income statement in the item "Profit/loss from sale  
of vessels, etc.”. Gains are recognised on delivery and losses when they are clas-  
sified as "held for sale”.  
Profit/loss from sale of vessels is stated as the difference between the sales  
price less selling costs and the carrying amount of the vessel in question at  
the time of delivery. Furthermore, impairment of assets held for sale and any  
gains and losses upon repayment of related loans are included.  
ACCOUNTING POLICIES  
Cash and cash equivalents, as presented in the statement of financial posi-  
tion, are valued at their nominal amount. This category primarily includes  
items such as demand deposits, cash in hand and money market investments  
as detailed in the aforementioned table.  
Liquidity comprises marketable securities with a term of less than three  
months and cash not subject to significant limits to its availability.  
 
In brief  
Strategy  
Business Performance  
Corporate Governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
122  
Distribution to shareholders  
This section sets out the funding of NORDEN’s activities,  
whether through equity or debt, and the related financial  
risks. It also details the policies applied and the use of  
derivative financial instruments to manage financial risks.  
NOTES TO  
THE FINANCIAL  
STATEMENTS  
Amounts in USD million  
2023  
2022  
Interim dividend for the year  
Dividend for the prior year  
Share repurchases for the year  
Total  
165.7  
143.2  
127.5  
436.4  
279.5  
96.7  
129.8  
506.0  
USD million  
Net interest bearing  
130  
97  
Equity  
cash/debt  
127  
SECTION 4  
CAPITAL AND FINANCING  
143  
166  
280  
33  
4.1 Share capital, dividends  
24  
9
53  
1,198 -45  
and earnings per share  
123  
124  
126  
126  
130  
132  
134  
12  
15  
2019  
2020  
2021  
2022  
2023  
4.2 Loans, bonds and  
lease liabilities  
USDm  
2022: 1,331  
USDm  
2022: 28  
Interim dividend for the year  
Share repurchases for the year  
Dividend for the prior year  
4.3 Financial income and  
expenses  
4.4 Financial instruments  
and risks  
Net interest-bearing debt  
On 31 December 2023, NORDEN’s equity  
was USD 1,198 million (USD 1,330 million)  
impacted by fair value adjustments of  
hedges and reflecting that distribution  
to shareholders through the year slightly  
exceeded the positive profit for the year.  
Total cash and cash equivalents decreased  
by USD 285 million to USD 557 million (USD  
842 million) impacted by distributions and  
early repayment of loans.  
Amounts in USD million  
2023  
2022  
4.5 Financial instruments  
by category  
Interest-bearing debt  
Lease liabilities  
-183.3  
-418.5  
557.2  
-44.6  
-295.3  
-519.5  
842.3  
27.5  
4.6 Derivative financial  
instruments  
Cash and cash equivalents  
Total  
Net interest-bearing debt, including IFRS  
16 liabilities was USD 45 million by the end  
of 2023 (USD 28 million in net cash) due  
to the distribution to shareholders partly  
offset by the positive free cash flow and  
lower IFRS 16 liabilities. Interest-bearing  
debt includes USD 104 million (USD 105  
million) in proceeds from sale and lease-  
back transactions which under IFRS are  
presented as liabilities.  
The distribution to shareholders during  
the year amounted to USD 436 million split  
between dividends and share buy backs.  
An ordinary dividend for 2023 of DKK 10  
per share or USD 47 million in total will be  
proposed to the Annual General Meeting.  
4.7 Unrecognised contingent  
assets and liabilities  
USD million  
-638  
-425  
-344  
Avg.  
-285  
-45  
The equity ratio was 51% on 31 December  
2023 compared to 48% at the end of  
December 2022.  
28  
2022  
2019  
2020  
2021  
2023  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
123  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.1 Share capital, dividends and earnings per share  
The net cash distribution to shareholders in the form of dividends and share  
repurchases amounted to USD 436 million, compared to a free cash flow of  
USD 265 million.  
Total dividend related to 2023 amounted to USD 212.5 million (DKK 45 per  
share), corresponding to a payout ratio of 53.1%. The 2023 final dividend of  
USD 46.8 million (DKK 10 per share) is expected to be distributed pending  
approval at the Annual General Meeting.  
Interim dividends of USD 72 million (DKK 15 per share) were paid in May 2023,  
USD 48 million (DKK 10 per share) in August 2023 and USD 46 million (DKK 10  
per share) in November 2023.  
Amounts exclude dividend declared on treasury shares.  
Share buy-back programmes  
NORDEN initiated three share buy-back programmes in 2023. The share  
buy-back programmes were initiated pursuant to the authorisation granted to  
the Board of Directors.  
Earnings per share (EPS)  
The basis for calculating earnings per share and diluted earnings per share is  
set out below:  
2023  
2022  
Profit for the year  
400.1  
743.5  
Weighted average number of ordinary shares  
34,657,535  
37,572,603  
Weighted average number of treasury shares  
2,346,406  
2,484,477  
Weighted average number of shares  
32,311,129 35,088,126  
Dilutive effect of outstanding options and  
restricted share units  
146,497  
209,071  
Weighted average number of shares, including  
dilutive effect of share options and restricted  
shares  
32,457,626  
35,297,197  
Earnings per share, EPS (USD)  
12.4  
21.2  
Earnings per share, diluted, EPS-D (USD)  
12.3  
21.1  
The details of all share buy-back programmes conducted throughout the year are  
found in the following table:  
Avg. price  
Limit* of Number of Cost of shares of shares  
Period  
share capital shares acq.  
acq., DKK acq., DKK  
3 Nov 22 - 7 Feb 23  
15%  
462,300  
176,270,040  
381  
13 Feb - 28 Apr 23  
15%  
746,400  
345,669,872  
463  
10 Aug - 31 Oct 23  
10%  
560,740  
205,187,449  
366  
2 Nov 23 - 31 Jan 24  
10%  
488,000  
153,230,480  
314  
2,257,440 880,357,841  
390  
* Applicable at the time of acquisition with a deviation of up to 10%  
The figures in the above table only include shares acquired through share  
buy-back programmes in 2023. The total cost of DKK 880,357,841 (USD 127.5  
million) was deducted from retained earnings.  
Treasury shares  
Market value,  
Treasury  
USD million  
shares %  
2023  
2022  
Holding 1/1  
194.7  
8.78  
3,248,012  
2,436,939  
Purchases  
2,257,440  
3,327,721  
Transfers  
-73,040  
-316,648  
Cancellations  
-3,000,000  
-2,200,000  
Holding 31/12  
115.8  
7.15  
2,432,412  
3,248,012  
ACCOUNTING POLICIES  
Earnings per share is presented as both basic and diluted earnings per share.  
Basic earnings per share is calculated as net profit divided by the weighted  
average number of shares outstanding.  
Diluted earnings per share is calculated as net profit divided by the sum of  
average number of shares outstanding, including the dilutive effect of the  
outstanding share options and restriced share units.  
ACCOUNTING POLICIES  
Dividend is recognised as a liability at the time of adoption by the share-  
holders at the annual general meeting. Dividend proposed by Management  
in respect of the year is stated under equity.  
The acquisition and sale of treasury shares and dividends thereon are taken  
directly to retained earnings at cost price under equity.  
Treasury shares are acquired for the purpose of hedging in connection with  
share-based payment and in connection with share buy-back programmes.  
The company is authorised by the general meeting to acquire treasury shares  
in the period until next year’s annual general meeting at a total nominal value  
not exceeding 15% of the share capital at the market price applicable at the  
time of acquisition with a deviation of up to 10%.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
124  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.2 Loans, bonds and lease liabilities  
Amounts in USD million  
Loans  
Bonds  
Leasing  
Total  
2023  
Interest-bearing debt at 1 January  
221.6  
73.7  
519.5  
814.8  
Proceeds/additions  
-
-
152.7  
152.7  
Remeasurements  
-
-
120.3  
120.3  
Repayments/instalments  
-109.6  
-2.4  
-366.7  
-478.7  
Other adjustments/disposals  
-
-
-7.3  
-7.3  
Interest-bearing liabilities at 31 December  
112.0  
71.3  
418.5  
601.8  
Current debt  
2.2  
71.3  
265.5  
339.0  
Non-current debt  
109.8  
-
153.0  
262.8  
Total  
112.0  
71.3  
418.5  
601.8  
Fixed-rate  
105.7  
-
418.5  
524.2  
Floating-rate  
6.5  
-
-
6.5  
Bonds, floating-rate  
-
71.3  
-
71.3  
Commission  
-0.2  
-
-
-0.2  
Total  
112.0  
71.3  
418.5  
601.8  
Mortgages and securities  
Security for loans  
8.0  
-
-
8.0  
– number of vessels pledged  
5
-
-
5
– number of buildings pledged  
2
-
-
2
– carrying amount  
176.9  
-
-
176.9  
– mortgaged amount  
196.2  
-
-
196.2  
Amount insured on vessels  
218.4  
-
-
218.4  
Amounts in USD million  
Loans  
Bonds  
Leasing  
Total  
2022  
Interest-bearing debt at 1 January  
342.0  
98.7  
607.7  
1,048.4  
Proceeds/additions  
60.6  
-
300.4  
361.0  
Remeasurements  
-
-
83.2  
83.2  
Repayments/instalments  
-180.4  
-25.5  
-466.4  
-672.3  
Other adjustments/disposals  
-0.6  
0.5  
-5.4  
-5.5  
Interest-bearing liabilities at 31 December  
221.6  
73.7  
519.5  
814.8  
Current debt  
21.0  
-
276.2  
297.2  
Non-current debt  
200.6  
73.7  
243.3  
517.6  
Total  
221.6  
73.7  
519.5  
814.8  
Fixed-rate  
107.1  
-
519.5  
626.6  
Floating-rate  
115.2  
-
-
115.2  
Bonds, floating-rate  
-
73.7  
-
73.7  
Commission  
-0.7  
-
-
-0.7  
Total  
221.6  
73.7  
519.5  
814.8  
Mortgages and securities  
Security for loans  
116.2  
-
-
116.2  
– number of vessels pledged  
13  
-
-
13  
– number of buildings pledged  
2
-
-
2
– carrying amount  
388.2  
-
-
388.2  
– mortgaged amount  
485.5  
-
-
485.5  
Amount insured on vessels  
564.0  
-
-
564.0  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
125  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.2 Loans, bonds and lease liabilities – continued  
Fixed-rate loans include financial leasing debt of USD 103.9 million.  
Some of the mortgages have been registered with an amount to secure future  
drawings under a revolving credit facility of USD 200 million of which 0 million  
have been drawn.  
The Group’s loan agreements generally include a clause on the lender’s  
option to terminate the agreement in the event the majority control of the  
Group is changed.  
Refer to note 4.5 "Financial instruments by category" for a description of the  
fair value hierarchy.  
Lease liabilities  
At the commencement date of a lease, NORDEN recognises lease liabilities  
measured at the present value of lease payments to be made over the lease  
term.  
The lease term comprises the non-cancellable period with addition of periods  
covered by options, if NORDEN is reasonably certain to exercise such exten-  
sion options. This assessment is made on inception of the lease. The lease  
payments include fixed payments and variable payments depending on  
an index or a rate. The lease payments also include the exercise price of a  
purchase option reasonably certain to be exercised by NORDEN.  
Lease payments are allocated between principal and finance cost. The  
finance cost is charged to the income statement over the lease period to  
produce a constant period rate of interest on the remaining balance of the  
liabilities for each period.  
In calculating the present value of lease payments, NORDEN uses the incre-  
mental borrowing rate at the lease commencement date. The incremental  
borrowing rate applied is in the range of 4-7%, depending on the maturity of  
the lease contracts.  
In addition, the carrying amount of lease liabilities is remeasured if there is a  
modification, a change in the lease term, a change in the fixed lease payments  
or a change in the assessment to purchase the underlying asset.  
ACCOUNTING POLICIES  
Loans and bonds comprise amounts borrowed from banks and a credit insti-  
tution, and senior unsecured bonds listed on NASDAQ Copenhagen A/S.  
Loans and bonds are recognised at the time the liabilities are obtained in the  
amount of the proceeds after deduction of transaction costs. In subsequent  
periods, such loans and bonds are recognised at amortised cost, equivalent  
to the capitalised value applying the effective rate of interest at the inception  
of the loan or bond, to the effect that the difference between the proceeds  
and the nominal value is recognised as interest expense in the income state-  
ment over the term of the loan or bond.  
Commission paid to set up a credit facility is recognised as transaction costs  
to the extent that it is probable that the facility will be partially utilised. To the  
extent that it is not probable that the facility will be partially or fully utilised,  
commission is amortised over the term of the credit facility.  
Cash flows  
In the statement of cash flows, cash payments for the principal portion of the  
lease liabilities and related cash payments for the interest portion are classi-  
fied within the financing activities. For short-term leases or leases of low-value  
assets, the lease payments are classified in the operating activities.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
126  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.3 Financial income and expenses  
Amounts in USD million  
2023  
2022  
Interest income  
35.6  
12.3  
Fair value adjustment, derivatives  
1.9  
-
Exchange rate adjustments  
4.5  
-
Total financial income  
42.0  
12.3  
Interest expenses  
21.8  
18.2  
Fair value adjustment, derivatives  
0.2  
0.3  
Exchange rate adjustments  
-
1.2  
Interest expenses on lease liabilities  
31.4  
32.3  
Total financial expenses  
53.4  
52.0  
4.4 Financial instruments and risks  
The Group is exposed to a variety of risks from its operations in shipping  
markets.  
The Board of Directors is advised by the Risk Committee in matters related  
to the management of these risks, where the Risk Committee is responsible  
for ensuring development and implementation of robust risk frameworks that  
appropriately identify and measure risks.  
Based on advice from the Risk Committee, the Board of Directors reviews and  
agrees on policies for managing each of the risks, which are described below.  
While concentration risk is mitigated by distributing exposure between many  
counterparties, it is still a few counterparties that account for a large part of  
the exposure.  
In Dry Cargo, the exposure involves 484 (315) counterparties, where the five  
largest counterparties accounted for 33% (27%) of the covered revenue in the  
segment.  
In Tankers, the exposure involves 86 (87) counterparties, where the five  
largest accounted for 71% (71%) of the covered revenue in the segment. It is  
assessed that most of the counterparties referred to above are solid, and the  
Group stays updated on the performance and activities of these companies  
on a regular basis.  
Credit risks related to trade receivables differ somewhat for time charters and  
voyage charters. For time charters, revenues are in general paid in advance  
for the next two to four weeks, while for voyage charters, substantially all  
revenue is paid before discharge in Dry Cargo and within two to five days  
after discharge in Tankers.  
Due to the nature of the counterparties as described above and the system-  
atic and regular monitoring of their creditworthiness, the customer credit risk  
is determined to be limited.  
Credit risks  
The Group is exposed to credit risk related to trade receivables from its  
counterparties and agreed future COAs, its prepayments to shipyards and  
ship owners, its cash deposits with financial institutions, money market  
investments and potential initial margins and intraday volatility market values  
in relation to derivative instruments.  
Credit risk is reduced by systematic credit assessment of counterparties and  
regular monitoring of their creditworthiness. For this purpose, own analyses  
are applied based on external credit rating agencies and publicly available  
information. Each analysis results in an internal rating, which is subsequently  
used for determining the allowed scope of the commitment.  
The internal ratings are based both on a financial and a non-financial assess-  
ment of the counterparty profile, where each category ranges between A to  
D, with A being the highest achievable score.  
ACCOUNTING POLICIES  
Financial income and expenses comprise interest income and expenses, real-  
ised and unrealised gains and losses on transactions denominated in foreign  
currencies, amortisation of loan costs and securities and subsequent changes  
to contingent acquisition costs.  
Prepayments  
The Group has credit risk related to prepayments to shipyards. To mitigate  
this risk, the Group generally obtains a guarantee from a financial institution.  
Cash deposits  
The Group liquidity is strictly placed with financial institutions that have a  
rating of at least AA-.  
Customer credit risk exposure  
The total Group credit exposure was USD 1,631 million (USD 1,907 million) at  
the end of 2023, with USD 1,154 million (USD 1,463 million) in Dry Cargo and  
USD 447 million (USD 444 million) in Tankers.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
127  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.4 Financial instruments and risks - continued  
Derivatives  
NORDEN uses derivatives instruments to hedge freight risk, bunker risk and  
currency risk. The credit risk related to these instruments is deemed to be  
small, since cleared and OTC contracts are subject to daily margin payments,  
with the only difference that OTC contracts have a threshold before daily  
margin payments are made.  
At year end, a total positive market value of USD 72 million (USD 152 million)  
and a total negative market value of USD 110 million (USD 97 million) had  
been cleared and settled through NORDEN's margin account with Macquarie  
Bank Europe DAC.  
Interest rate risks  
The Group's loan obligations are paying interest on SOFR (Secured Overnight  
Financing Rate). Given that a significant portion of the Group's cash balance is  
held in banks, this ensures a positive exposure to interest rate developments  
by the end of 2023. There is no significant re-financing risk related to loans.  
(ISDA). This implies a liquidity risk as changes in market value of the financial  
contracts must be backed by collateral on a daily basis.  
The Group actively monitors and manages this risk using Cash Flow at Risk to  
ensure sufficient available liquidity to handle severe stress of current market  
conditions.  
The terms to maturity of financial assets and liabilities are disclosed by  
category and class distributed on maturity periods. All interest payments and  
repayments of financial assets and liabilities are based on contractual agree-  
ments.  
Currency risks  
The Group’s functional currency is USD. Since administration costs and divi-  
dends are paid in other currencies - mainly DKK - there is a currency risk in this  
connection. The Group hedges expected administrative expenses payable in  
DKK for a period of 6-24 months.  
In connection with newbuilding payments, typically in JPY or CNY, there may  
also be a currency risk. This is hedged by forward contracts in connection  
with newbuilding orders. At the end of 2023, all newbuilding payments were,  
however, in USD.  
The strike price in some of the Group’s purchase options is determined in JPY,  
and it is the Group’s policy only to hedge these if the option is exercised and  
only upon exercise.  
In connection with the conclusion of a COA in GBP, cross currency swaps were  
simultaneously entered into to fix expected freight income in USD.  
Freight rate risks  
Purchasing and chartering vessels, and cargo contracts, imply a risk as the  
Group assumes financial liability in expectation of generating earnings which  
are dependent on the freight market.  
The Group uses FFAs to hedge cash flow risk to the extent Management finds  
it attractive, refer to note 4.6 "Derivative financial instruments".  
Capital management risks  
The Group’s formal external capital requirement is limited to the contributed  
capital of the parent company and the subsidiaries, which is significantly  
lower than the Group’s equity.  
The Group’s equity ratio was 51.1% (48.3%) at the end of 2023. This significant  
equity ratio should be considered relative to the Group’s future payment obli-  
gations in the form of operating lease liabilities (T/C contracts) and payments  
for newbuildings not recognised in the statement of financial position.  
Bunker price risks  
A large part of the variable revenues and expenses are related to bunker  
prices, which impact the Group's result. The Group uses bunker swaps to  
hedge the bunker price risk to the extent possible, refer to note 4.6 "Deriva-  
tive financial instruments".  
Note that for vessels that are scrubber-fitted, the Group has a bunker price  
risk related the spread between high sulphur fuel oil and a combination of  
high sulphur fuel oil and very low sulphur fuel oil and gas oil, respectively.  
As the available hedging tools are not very liquid, only parts of this risk are  
hedged.  
Financial comments  
On the reporting date, floating-rate bank loans had an interest rate up to  
SOFR plus a margin of 1.85%. Due to the LIBOR and reference rate reform,  
NORDEN’s USD 100 million bond issue has changed from paying three  
months, LIBOR (London Interbank Offered Rate) plus a margin of 4.75% to  
now paying SOFR plus a margin of 5.01%. Refer to note 4.5 “Financial instru-  
ments by category” for further information. The changes did not result in any  
material accounting impact.  
Liquidity risks  
The Group maintains sufficient liquidity to handle short-term fluctuations in  
cash flows while at the same time complying with bank covenants.  
Most of the Group's derivatives contracts, including but not limited to bunker  
swaps and FFAs, are mainly traded cleared and the variation margins are  
considered settlement of the market values. The derivatives contracts can  
also be traded OTC, but in this case always supported by a credit support  
annex (CSA) from the International Swaps and Derivatives Association  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
128  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.4 Financial instruments and risks – continued  
Overview of financial risks  
Amounts in USD million  
Nominal value  
Credit  
2023 2022  
Comments on NORDEN’s policy  
Trade receivables  
303  
345  
The credit rating of counterparties is assessed on an ongoing basis through systematic credit assessment and regular monitoring of creditworthiness.  
Bank deposits (incl. money market investments)  
557  
842  
The Group liquidity is strictly placed with financial institutions that have a Moody's rating of at least AA-.  
Prepayments on vessels and newbuildings  
44  
32  
As a main rule, newbuilding contracts with shipyards are all entered into with repayment guarantees issued by banks with good credit ratings.  
Freight rate risks (FFAs)  
27B  
224S  
To limit credit risk, the Group’s FFAs are all entered through established clearing houses as these have daily margin settlement.  
Bunker swaps  
133B  
113B  
Bunker swaps are in general traded cleared, but in some cases bunker swaps are traded OTC with financial institutions and with major, recognised business partners  
with good credit ratings. In the case of OTC trades, the Group always includes an ISDA agreement ensuring continuous collateral above a specific threshold.  
Amounts in USD million  
Nominal value  
Market  
2023  
2022  
Sensitivity  
Comments on NORDEN’s policy  
Freight rate risks (FFAs)  
27S  
224S  
A 10% drop in freight rates at year end would positively impact equity by USD 5  
The Group uses FFAs to hedge the cash flow risk related to highly probable freight  
(positive impact of USD 16).  
expenses and revenues.  
Bunker price risks  
133B  
113B  
A 10% drop in bunker prices at year end would negatively impact equity by USD 13  
The Group uses bunker swaps to hedge the cash flow risk related to expenses of  
(negative impact of USD 10).  
highly probable bunker purchases and revenues from the bunker price component  
of expected, highly probable, forecast cargoes.  
Currency risks  
144  
186  
A 10% increase in the DKK, GBP, JPY and AUD exchange rates at year end would  
•
DKK forward currency contracts are used to hedge expected DKK overhead and  
have the following impact:  
administration costs for the next 12-24 months.  
•
DKK; net results by USD 0 (USD 0) and equity USD 0 (USD 0), and  
•
GBP forward currency contracts are used to hedge expected freight income  
•
GBP; net results by USD 0 (USD 0) and equity by USD 0 (positive USD 3).  
from a COA concluded in GBP, cf. note 4.6.  
•
JPY; net results positively by USD 1 (USD 4) and equity by USD 1 (USD 4).  
•
JPY forward currency contracts are used to hedge the exercise price of vessel  
•
AUD; net results by USD 0 (USD 0) and equity by USD 0 (USD 0).  
purchase options.  
•
AUD forward currency contracts are used to hedge expected freight income  
Any exposure to other currencies than DKK, GBP, JPY and AUD is insignificant.  
from a COA concluded in AUD.  
Interest rate risks  
479  
653  
Based on the Group’s liquidity and debt at year end, a 1% increase in interest rates  
Most of the Group's loan obligations are subject to interest on the basis of SOFR.  
would, all other things being equal, impact earnings before tax positively by USD 3 Most of the Group’s considerable cash balance is held at banks thus netting out  
(USD 5) and equity by USD 3 (USD 5). the loan’s interest rate exposure.  
SSold net, BBought net, () indicates year of comparison  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
129  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.4 Financial instruments and risks – continued  
The table below summarises the maturity profile of the Group’s financial assets and liabilities based on  
contractual undiscounted payments:  
Maturities  
Carrying  
Amounts in USD million  
<1 year 1-3 years >3 years  
Total  
amount  
2023  
Derivative financial instruments  
Derivatives with positive values, not designated in hedging  
0.3  
-
-
0.3  
0.3  
Derivatives with negative values, not designated in hedging  
-
-0.1  
-
-0.1  
-0.1  
Derivatives with positive value, designated in cashflow hedge  
0.1  
0.6  
-
0.7  
0.7  
Financial assets measured at amortised cost  
Receivables from subleasing  
82.9  
17.4  
-
100.3  
94.6  
Cash and cash equivalents  
557.2  
-
-
557.2  
557.2  
Trade receivables  
283.6  
-
-
283.6  
283.6  
Receivables from joint ventures  
-
-
-
-
-
Other receivables  
37.0  
-
-
37.0  
37.0  
Total  
960.7  
17.4  
-
978.1  
972.4  
Financial liabilities measured at amortised cost  
Loans  
-9.5  
-60.0  
-64.3  
-133.8  
-112.0  
Bonds  
-71.6  
-
-
-71.6  
-71.3  
Lease liabilities, current and non-current  
-281.0  
-146.2  
-14.7  
-441.9  
-418.5  
Lease liabilities, future commencement date  
-18.5  
-106.2  
-241.6  
-366.3  
-
Trade and other payables  
-435.6  
-
-
-435.6  
-435.6  
Total  
-816.2  
-312.4  
-320.6 -1,449.2 -1,037.4  
Refer to page 127 in the note's Financial comments section and to note 4.6 “Derivative financial instruments” for further  
information.  
Maturities  
Carrying  
Amounts in USD million  
<1 year 1-3 years >3 years  
Total  
amount  
2022  
Derivative financial instruments  
Derivatives with positive values, not designated in hedging  
5.7  
-
-
5.7  
5.7  
Derivatives with negative values, not designated in hedging  
-6.0  
-
-
-6.0  
-6.0  
Derivatives with positive value, designated in cashflow hedge  
0.7  
0.1  
-
0.8  
0.8  
Financial assets measured at amortised cost  
Receivables from subleasing  
77.3  
23.6  
-
100.9  
91.9  
Cash and cash equivalents  
842.3  
-
-
842.3  
842.3  
Trade receivables  
328.9  
-
-
328.9  
328.9  
Receivables from joint ventures  
1.5  
-
-
1.5  
1.5  
Other receivables  
42.8  
-
-
42.8  
42.8  
Total  
1,292.8  
23.6  
-
1,316.4  
1,307.4  
Financial liabilities measured at amortised cost  
Loans  
-24.3  
-99.2  
-107.2  
-230.7  
-221.6  
Bonds  
-
-74.5  
-
-74.5  
-73.7  
Lease liabilities, current and non-current  
-331.2  
-175.7  
-37.0  
-543.9  
-519.5  
Lease liabilities, future commencement date  
-4.9  
-59.0  
-124.7  
-188.6  
-
Trade and other payables  
-519.3  
-
-
-519.3  
-519.3  
Total  
-879.7  
-408.4  
-268.9 -1,557.0  
1,334.1  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
130  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.5 Financial instruments by category  
Fair value measurement  
The Group measures financial instruments such as derivatives at fair value at  
each balance sheet date. Fair value is the price that would be received to sell  
an asset or paid to transfer a liability in an orderly transaction between market  
participants at the measurement date.  
The fair value measurement is based on the presumption that the transaction  
of selling the asset or transferring the liability takes place either in the prin-  
cipal market for the asset or liability, or in the absence of a principal market,  
the most advantageous market. The principal or the most advantageous  
market must be accessible by the Group.  
The fair value of an asset or a liability is measured using the assumptions that  
market participants would use when pricing the asset or liability, assuming  
that market participants act in their economic best interest.  
In measuring the fair value of unlisted derivative financial instruments and  
other financial instruments for which there is no active market, fair value is  
determined using generally accepted valuation techniques.  
•
Market-based parameters such as market-based yield curves and forward  
exchange prices are used for the valuation.  
•
For bunker contracts, the price is based on observable stock markets, e.g.  
Rotterdam and Singapore.  
•
The value of FFAs is assessed based on daily recorded prices from the  
Baltic Exchange.  
•
For non-current liabilities and other interest rate-based financial instru-  
ments, the fair value is based on a discounted value of future cash flows.  
The zero-coupon rate with the addition of the Group’s interest margin is  
used as discount factor.  
The fair value of receivables and debt with a maturity of less than one year is  
assumed to approximate their face values less any estimated credit adjust-  
ments.  
The fair value of bank debt is calculated as the present value of expected  
future repayments and interest payments. As discount rate at the calculation  
of present value, a zero-coupon rate with similar maturities adjusted with the  
Group’s interest margin has been used.  
The Group uses valuation techniques that are appropriate in the circum-  
stances and for which sufficient data is available to measure fair value,  
maximising the use of relevant observable inputs and minimising the use of  
unobservable inputs.  
Financial instruments for which fair value is measured or disclosed in the  
financial statements are categorised within the fair value hierarchy, described  
as following the accounting hierarchy:  
Level 1:  
Quoted (unadjusted) market prices in active markets for identical  
assets or liabilities.  
Level 2:  
Valuation techniques for which the lowest level input that is signifi-  
cant to the fair value measurement is directly or indirectly observ-  
able.  
Level 3:  
Valuation techniques for which the lowest level input that is signifi-  
cant to the fair value measurement is unobservable.  
NORDEN's forward exchange contracts and other derivative financial instru-  
ments (commodity instruments), are considered for fair value measurement  
at level two, as the fair value can be determined directly on the basis of the  
published exchange rates, forward interest rates and prices at the reporting  
date.  
NORDEN's bonds are considered for fair value measurement at level 1 as the  
bond is quoted by NASDAQ, valued at the official closing price.  
NORDEN's other financial instruments are considered for fair value measure-  
ment at level two as the fair value can be determined on the basis of observ-  
able inputs.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
131  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.5 Financial instruments by category – continued  
The following table provides the fair value measurement hierarchy of the Group’s assets and liabilities:  
Amounts in USD million  
Fair value measurement using  
Quoted prices in  
Significant  
Significant un-  
Carrying  
active markets  
observable  
observable  
2023  
amount  
(Level 1)  
inputs (Level 2)  
inputs (Level 3)  
Receivables from subleasing 1)  
94.6  
-
94.6  
-
Trade receivables 2)  
283.6  
-
-
-
Other receivables 2)  
37.0  
-
-
-
Receivables from joint ventures 2)  
-
-
-
-
Cash and cash equivalents 2)  
557.2  
-
-
-
Total financial assets at amortised cost  
972.4  
-
94.6  
-
Other investments  
12.7  
-
-
12.7  
Other receivables, derivatives  
0.7  
-
0.7  
-
Total financial assets at fair value  
through other comprehensive income  
13.4  
-
0.7  
12.7  
Other receivables, derivatives  
0.3  
-
0.3  
-
Total financial assets at fair value  
through the income statement  
0.3  
-
0.3  
-
Loans  
-112.0  
-
-112.0  
-
Bonds  
-71.3  
-73.3  
-
-
Lease liabilities 1)  
-418.5  
-
-
-
Trade payables 2)  
-261.8  
-
-
-
Total debt at amortised cost  
-863.6  
-73.3  
-112.0  
-
Derivatives  
-
-
-
-
Total financial liabilities at fair value  
through other comprehensive income  
-
-
-
-
Derivatives  
-0.1  
-
-0.1  
-
Total financial liabilities at fair value  
through the income statement  
-0.1  
-
-0.1  
-
1) The carrying amount is approximately equal to the fair value.  
2) Due to the short-term nature, the carrying amount is assumed to approximate the fair value.  
Amounts in USD million  
Fair value measurement using  
Quoted prices in  
Significant  
Significant un-  
Carrying  
active markets  
observable  
observable  
2022  
amount  
(Level 1)  
inputs (Level 2)  
inputs (Level 3)  
Receivables from subleasing 1)  
91.9  
-
91.9  
-
Trade receivables 2)  
328.9  
-
-
-
Other receivables 2)  
39.0  
-
-
-
Receivables from joint ventures 2)  
1.5  
-
-
-
Cash and cash equivalents 2)  
842.3  
-
-
-
Total financial assets at amortised cost  
1,303.6  
-
91.9  
-
Investments  
-
-
-
-
Other receivables, derivatives  
0.8  
-
0.8  
-
Total financial assets at fair value  
through other comprehensive income  
0.8  
-
0.8  
-
Other receivables, derivatives  
5.7  
-
5.7  
-
Total financial assets at fair value  
through the income statement  
5.7  
-
5.7  
-
Loans  
-221.6  
-
-221.6  
-
Bonds  
-73.7  
-76.2  
-
-
Lease liabilities 1)  
-519.5  
-
-
-
Trade payables 2)  
-279.5  
-
-
-
Total debt at amortised cost  
-1,094.3  
-76.2  
-221.6  
-
-
Derivatives  
-
-
-
-
Total financial liabilities at fair value  
through other comprehensive income  
-
-
-
-
Derivatives  
-6.0  
-
-6.0  
-
Total financial liabilities at fair value  
through the income statement  
-6.0  
-
-6.0  
-
1) The carrying amount is approximately equal to the fair value.  
2) Due to the short term nature, the carrying amount is assumed to approximate the fair value.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
132  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.6 Derivative financial instruments  
Cash flow hedging  
Set out below are the fair value of cash flow hedging net of ineffectiveness  
recognised and the movements during the period:  
Amounts in USD million  
2023  
2022  
Fair value of cash flow hedges:  
Fair value at 1 January  
63.1  
-31.2  
Fair value adjustment at year end, net  
-98.4  
94.3  
Fair value at 31 December  
-35.3  
63.1  
The fair value of cash flow hedges at 31 December  
can be specified as follows:  
Bunker hedging  
-1.9  
-10.8  
FFA hedging  
-34.0  
71.9  
Foreign currency risk hedging  
0.6  
2.0  
End of year  
-35.3  
63.1  
At year end, cash-flow hedges cleared through  
margin accounts can be specified as follows:  
FFA hedging  
-34.0  
71.9  
Bunker hedging  
-1.9  
-11.6  
Foreign currency risk hedging  
0.6  
2.0  
At year end, cash-flow hedges not cleared through  
margin accounts can be specified as follows:  
Bunker hedging  
-
0.8  
End of year  
-35.3  
63.1  
USD 2.3 million has been recycled from the hedging reserve recognised to  
other income as ineffectiveness.  
Bunker hedging  
The Group hedges cash flow risks associated with bunker prices to the extent  
possible. The risk strategy is built on portfolio hedging where Risk Manage-  
ment is given a mandate in terms of Value at Risk.  
Bunker swaps are used to hedge expected bunker revenues and planned  
bunker expenses. The bunker swaps are designated as hedges of the forward  
bunker prices.  
Bunker swaps are sold to hedge revenue related to the bunker price compo-  
nent of expected, highly probable cargoes up to a limit given by the bunkers  
onboard and the redelivery commitment related to time chartered-out  
vessels.  
The expected bunker sales arise from expected, highly probable cargoes as  
the Group's basis analysis of the freight market structure has concluded that  
bunkers are a separate and identifiable component of cargo freight prices.  
Bunker swaps are purchased to hedge expenses related to planned, highly  
probable bunker purchases.  
The planned bunker purchases are related to existing cargoes, where owners  
must cover the bunker expenses required to carry the cargo from its load to  
discharge port, and the redelivery commitment related to time chartered-in  
vessels, as charterers must redeliver the vessel with a bunker volume speci-  
fied in the charterparty to owners.  
Bunker swaps are contracts that are priced against published Platts prices for  
the respective bunker product in the given bunkering hub. The Group has in  
its basis analysis of the bunker market structure concluded that Rotterdam  
and Singapore prices are separate and identifiable components of bunker  
prices in other ports.  
The Group, therefore, uses bunker swaps with price reference in Rotterdam to  
hedge bunker prices West of Suez, and in Singapore to hedge bunker prices  
East of Suez.  
Amounts in USD million  
2023  
2022  
Movements in the hedging reserve:  
Beginning of year  
-10.8  
7.4  
Fair value adjustment  
15.1  
26.2  
Realised contracts, transferred to revenue  
27.7  
54.7  
Realised contracts, transferred to operating costs  
-33.9  
-99.1  
End of year  
-1.9  
-10.8  
The bunker hedging activities comprise the following contracts:  
Settlement Mts Fair value  
1-2  
2-3  
>3  
<1 year years  
years  
years  
Positive Negative  
2023  
Purchased  
918,738 20,984  
11,984  
-
6.0  
-24.0  
Avg. USD/Mts  
551.6  
492.4  
477.9  
-
Sold  
667,718  
11,984  
5,984  
-
16.5  
-2.6  
Avg. USD/Mts  
553.8  
491.2  
470.9  
-
2022  
Purchased  
980,106  
20,192  
-
-
20.1  
-35.5  
Avg. USD/Mts  
575.8  
549.2  
-
-
Sold  
776,954  
3,000  
-
-
21.1  
-22.1  
Avg. USD/Mts  
568.0  
537.0  
-
-
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
133  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.6 Derivative financial instruments – continued  
Freight hedging  
To manage the variability in cash flow risk due to freight price fluctuations,  
we cover future open ship days with cargo contracts, Time Charter (T/C)  
contracts, and Forward Freight Agreements (FFAs), based on Management's  
assessment of their attractiveness.  
The risk is managed by the Business Unit Leaders, based on Value at Risk  
limits defined by Management. The FFAs are designated as hedges of the  
forward freight rate.  
FFAs are sold to hedge freight revenue of expected, highly probable cargoes  
that will be booked. They are purchased to hedge freight expenses related to  
expected, highly probable vessels to be time chartered-in.  
FFA contracts are priced against published Baltic spot indices for the respec-  
tive vessel types . Actual earnings on spot voyages within the respective  
vessel type show strong correlation to the relevant Baltic spot indices, and are  
therefore considered to be effective hedges against highly probable freight  
revenue when applying a 1:1 hedging ratio.  
Change in price difference between the Baltic indices and the actual freight  
rates and difference in actual number of days may cause ineffectiveness.  
Foreign currency risk hedging  
In 2016, NORDEN agreed to transport wood pellets from the USA to the UK  
with one monthly cargo during 2019-2034. Part of the payments for the trans-  
port during 2020-2025 was denominated in GBP.  
Settlement days  
Fair value  
<1  
1-2  
2-3  
>3  
year  
years  
years  
years Positive Negative  
2023  
Purchased  
15,801  
4,320  
660  
180  
39.4  
-1.4  
Avg. USDk/day  
13.0  
13.0  
15.0  
12.2  
Sold  
21,905  
-
-
-
1.7  
-73.7  
Avg. USDk/day  
12.0  
-
-
-
2022  
Purchased  
15,749  
4,560  
600  
300  
29.0  
-23.4  
Avg. USDk/day  
13.5  
13.1  
12.6  
13.7  
Sold  
31,703  
4,440  
-
-
78.0  
-11.6  
Avg. USDk/day  
15.0  
12.7  
-
-
Amounts in  
USD million  
Settlement  
Fair value  
<1  
1-2  
2-3  
>3  
year  
years  
years  
years Positive Negative  
2023 - GBP  
8.7  
0.7  
-
-
0.6  
-
2022 - GBP  
8.7  
8.7  
0.7  
-
2.0  
-
The currency exposure arising from these payments has been swapped to  
USD at two of NORDEN’s partnership banks at an average GBP/USD rate of  
1.36.  
Derivatives not designated in hedge accounting  
The Group has entered into hedging transactions, where hedge accounting  
is not used and where assets and liabilities are recognised with the following  
amounts:  
Fair value  
Amounts in USD million  
Positive Negative  
2023  
Freight Forward Agreements  
8.0  
-8.0  
Forward exchange contracts  
0.3  
-0.1  
2022  
Freight Forward Agreements  
3.9  
-4.4  
Forward exchange contracts  
5.7  
-6.0  
ACCOUNTING POLICIES  
The Group uses derivative financial instruments to hedge its bunker price  
risks, freight risk and currency risks. Such derivative financial instruments are  
initially recognised at fair value on the date on which a derivative contract is  
entered into, and are subsequently remeasured at fair value. Derivatives are  
carried as financial assets (other receivables) when the fair value is positive,  
and as financial liabilities (other payables) when the fair value is negative.  
At the inception of a hedge relationship, the Group formally designates  
and documents the hedge relationship to which it wishes to apply hedge  
accounting, and the risk management objective and strategy for undertaking  
the hedge.  
Amounts in USD million  
2023  
2022  
Movements in the hedging reserve:  
Beginning of year  
71.9  
-39.0  
Fair value adjustment  
-18.5  
101.7  
Realised contracts, transferred to operating costs  
-19.1  
-57.9  
Realised contracts, transferred to revenue  
-68.3  
67.1  
End of year  
-34.0  
71.9  
The following table comprises the freight hedging contracts.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
134  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
4.6 Derivative financial instruments – continued  
4.7 Unrecognised contingent assets and liabilities  
Claims have been made against the Group, primarily concerning discharge  
responsibility and broker fees, etc. The Group and its legal advisers consider  
the claims unjustified, and it is Management’s opinion that the claims will not  
have any material impact on the Group’s financial position, results of opera-  
tions and cash flows.  
The Group has provided financial support for its liabilities regarding the joint  
venture Polar Navigation Ltd.  
Changes in the fair value of derivative financial instruments that are desig-  
nated as fair value hedges of a recognised asset or a recognised liability are  
recognised in the income statement in the same item as any changes in the  
carrying amount of the hedged asset or hedged liability.  
Changes in the fair value of derivative financial instruments designated as  
hedges of expected future transactions (cash flow hedge) are recognised in  
other comprehensive income and presented under “Reserve for cash flow  
hedges” (equity).  
Where the expected future transactions result in the acquisition of non-finan-  
cial assets, any amounts deferred under equity are transferred from equity to  
the cost of the asset. Where an expected future transaction results in income  
or expense, any amount deferred under equity is transferred from equity to  
the income statement under the same item as the hedged transaction.  
Changes in derivative financial instruments used for economic trading are  
recognised in the income statement in a separate item under other operating  
income.  
ACCOUNTING POLICIES  
Contingent assets are recognised when it is virtually certain that the claim will  
have a positive outcome for the Group. A contingent liability is recognised if  
it is likely that the claim will have a negative outcome and when the amount is  
estimable. Rulings in connection with such matters may in future accounting  
periods produce realised gains or losses, which may differ considerably from  
the recognised amounts or information.  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
Management assesses provisions and contingencies on an ongoing basis,  
as well as the likely outcome of pending or potential legal proceedings, etc.  
The assessments are made on the basis of legal opinions of the signed agree-  
ments, which in considerable claims also include assessments obtained from  
external advisers, including external legal advisers, among others.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
135  
NOTES TO THE FINANCIAL STATEMENTS  
SECTION 5  
OTHER DISCLOSURE REQUIREMENTS  
5.1 Share-based payment  
136  
137  
138  
138  
138  
139  
5.2 Income tax  
5.3 Fees to auditor appointed at the general meeting  
5.4 Related party disclosures  
5.5 Events after the reporting date  
5.6 Group structure  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
136  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
5.1 Share-based payment  
Number of shares  
2023  
2022  
Outstanding restricted shares at 1 January  
229,067  
218,195  
Granted during the period  
34,858  
81,344  
Exercised during the period  
-78,128  
-67,044  
Lapsed during the period  
-
-3,428  
Outstanding restricted shares at 31 December  
185,797  
229,067  
Outstanding share options at 1 January  
14,400  
336,378  
Exercised during the period  
-2,900  
-308,978  
Lapsed during the period  
-11,500  
-13,000  
Outstanding share options at 31 December  
-
14,400  
Average price of exercised share options (DKK)  
54.89  
54.89  
The overall purpose of the restricted share programmes and the share option  
programmes is to ensure a shared interest with shareholders and to reward  
long-term and dedicated work, which is deemed to be of value to NORDEN.  
Active restricted share programmes  
Programme  
2023  
2022  
2021  
Share value at launch (DKK)  
396.08  
159.83  
115.39  
Fair value at grant (USDk)  
2,012  
1,712  
1,437  
Allocated to recipients  
Jan. &  
Jan.  
Jan.  
Jun. 2026  
2025  
2024  
Vesting period  
2023 to  
2022 to  
2021 to  
2026  
2025  
2024  
Amortisation period  
3 years  
3 years  
3 years  
Originally granted shares  
34,858  
81,344  
87,698  
Outstanding restricted shares:  
Excecutive Management  
8,262  
20,591  
18,899  
Other executives  
4,604  
11,403  
13,247  
Others  
21,992  
47,962  
38,837  
Total  
34,858  
79,956  
70,983  
Expense for the year, all programmes  
(USDk)  
1,888  
1,401  
1,128  
Other than being employed by NORDEN at the time of granting of the  
restricted shares, no conditions are attached to the grant. Where a recipient  
resigns during the vesting period, non-vested restricted shares will lapse.  
Programmes are expected to be covered by treasury shares.  
Active share option programmes  
Programme  
2017.2  
2017.1  
2016  
Excercise period  
2020 to  
2020 to  
2019 to  
2023  
2023  
2022  
Exercise price (DKK)  
54.89  
115.30  
94.50  
Originally granted options  
408,191  
50,000  
435,159  
Share options may be exercised after at least three years and no more than six  
years from the respective grant dates. Exercise of the share options is subject  
to the continued employment with the company at the exercise date.  
Upon exercise, the Executive Management and some of the executives must  
reinvest 25% of any net gain in NORDEN shares and keep these for at least  
two years. If the employee already owns shares, these may be included in the  
determination of the investment amount.  
The last share option programmes expired in 2023 and no unexercised share  
options remained as of 31 December 2023.  
Restricted share programme  
Restricted shares are granted free of charge and remain restricted during a  
vesting period of three years.  
Transfer of the restricted shares is subject to the continued employment  
within the three-year vesting period. It applies that upon vesting, the  
employee will receive one share of nominally DKK 1 for each vested restricted  
share.  
The decision to grant restricted shares is taken on an annual basis by the  
Board of Directors.  
Special terms apply in case of death and illness.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
137  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
5.1 Share-based payment – continued  
ACCOUNTING POLICIES  
The value of services rendered by employees as consideration for share-  
based incentive payments is measured at the fair value of the granted options  
and restricted shares, respectively. For both, this fair value is recognised in  
the income statement over the vesting period. A corresponding increase is  
recognised in equity.  
The fair value of the options is determined using the Black-Scholes valuation  
model, taking into account the terms of the grant and the actual number of  
vested options. The fair value of restricted shares is determined using the  
share price at the grant date adjusted for expected dividend per share, which  
is based on historical dividends. On recognition, the number of options and  
restricted shares expected to vest are estimated. The estimate is adjusted  
over the vesting period to the actual number of vested options and restricted  
shares.  
The exercise price of share options is determined as the five-day average  
of the market price following the grant, less all dividend payments after the  
grant date plus a fee of 10%, respectively, in proportion to the market price at  
the date of grant.  
The division into employee categories is based on the current title of the  
employee. Resigned employees are included in the category “Others”.  
5.2 Income tax  
Amounts in USD million  
2023  
2022  
Tax on the profit from operations (EBIT)  
9.4  
8.8  
Tax on other items  
1.5  
-0.2  
Adjustment of tax regarding previous years  
-0.8  
-0.2  
Total  
10.1  
8.4  
Can be broken down as follows:  
Profit/loss before tax  
410.2  
751.9  
of which results from tonnage activity  
-392.8  
-775.7  
Profit/loss from non-tonnage activity  
17.4  
-23.8  
Tax using the Danish corporation tax rate (22%)  
3.8  
-5.2  
Tax rate deviations in foreign jurisdictions  
0.4  
-0.4  
Non-deductible expenses  
-
7.9  
Adjustment to previous years' taxes  
-0.8  
-0.2  
Total income tax  
3.4  
2.1  
Tonnage tax  
6.7  
6.3  
Total tax for the year  
10.1  
8.4  
Effective tax rate  
2.5%  
1.1%  
Contingent tax under the tonnage tax scheme  
16.3  
16.3  
Contingent tax is calculated equalling the tax rate for  
2023 and going forward  
22.0%  
22.0%  
The contingent tax could become payable as current tax if the tonnage tax  
regime is discontinued, if there's a significant decrease in the net investments  
in vessels by the Danish group entities, or if these entities are liquidated.  
Therefore, the business plans of the Group are a important basis for this tax  
estimate.  
ACCOUNTING POLICIES  
The Group’s current tax primarily consists of tax payable according to the  
regulations of the Danish and Singaporean Tonnage Tax Act for shipping  
activities and according to general tax regulations for net financial income  
and other activities.  
Other activities primarily consist of commercial management income. Ship-  
ping activities in Denmark and Singapore are taxed based on the vessel net  
tonnage at disposal.  
Based on the planned use of vessels and recovery of reversed depreciation,  
respectively, the Danish and Singaporean tonnage tax regimes do not result  
in a liability, hence, it does not result in any deferred tax in the statement of  
financial position. The tax liability is merely a contingent liability.  
Other activities of the Group and the parent company are not subject to  
deferred tax either.  
ACCOUNTING JUDGEMENTS AND ESTIMATES  
The Danish group entities have entered the Danish tonnage tax regime for a  
binding ten-year period from 2021. The Singaporean group entity has entered  
the Singaporean tonnage tax regime for a binding ten-year period from 2019.  
In addition, tax regulation become complex when a company has activities  
that are partly covered by the tonnage tax regime and partly by corporate  
taxation.  
In calculation of the taxable income, estimates are made which in a later  
assessment by the Danish or Singaporean tax authorities may result in correc-  
tions to previous estimates of recognised tax assets and liabilities in the state-  
ment of financial position.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
138  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
5.2 Income tax - continued  
5.4 Related party disclosures  
Amounts in USD million  
2023  
2022  
Income statement  
Sale of goods and services, joint ventures  
4.9  
15.6  
Purchase of goods and services, joint ventures  
14.0  
24.0  
Assets  
Receivables, joint ventures  
-
1.5  
Shareholders with significant influence  
A/S Motortramp  
- Dividends paid to shareholder  
99.8  
121.6  
A/S Motortramp participates on a pro-rata basis to  
the shares purchased in the company’s share  
buy-back programme.  
The Group has no related parties controlling NORDEN.  
Detailed information regarding the remuneration and share-based compen-  
sation for both the Board of Directors and the Executive Management can be  
found in note 2.2 "Operating costs" and note 5.1 "Share-based payment".  
Accounts with joint ventures are related to operations, unsecured and with  
usual interest rates. Guarantees to joint ventures are disclosed in note 3.7  
"Investments and activities".  
No other financial transactions occurred throughout the year involving the  
Board of Directors, the Executive Management, significant shareholders or  
any other related parties.  
ACCOUNTING JUDGEMENTS AND ESTIMATES - CONTINUED  
ACCOUNTING POLICIES  
Related parties include the Board of Directors and the Executive Manage-  
ment as well as their close relatives. Related parties also include companies  
in which the above persons have significant interests as well as companies  
and foundations which have direct or indirect significant influence through  
shareholdings.  
In addition, related parties include joint ventures; refer to note 3.7 "Invest-  
ments and activities".  
All transactions involving related parties are conducted in adherence to arm's  
length principles, maintaining independence and market-driven terms.  
The Group applies the exception to recognising and disclosing information  
about deferred tax related to Pillar Two income taxes.  
As the predominant aspect of the Group's business activities falls under the  
tonnage tax system, the forthcoming regulations associated with Pillar II  
are anticipated to exert minimal influence on the overall tax structure of the  
Group. Notably, the primary regions that may be subject to the regulatory  
impact are Africa and the Americas. However, it is important to highlight that  
these regions currently contribute insignificantly to the overall profit of the  
Group.  
5.3 Fees to auditor appointed at the general meeting  
Amounts in USD million  
2023  
2022  
"Other external costs" include the following fees to  
the independent auditor:  
Statutory audit  
0.5  
0.8  
Other assurance services  
0.1  
0.1  
Tax consultancy  
-
-
Other services  
-
0.2  
Total  
0.6  
1.1  
Fees for services other than the statutory audit of the financial statements  
provided by EY Godkendt Revisionspartnerselskab Denmark amounted to  
USD 0.1 million including other assurance opinions and other services.  
Fees for 2022 relates to the Group's former auditor PricewaterhouseCoopers  
Statsautoriseret Revisionspartnerselskab.  
5.5 Events after the reporting date  
There are no material subsequent events. Refer to page 11 in Management's  
Review.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
139  
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS  
5.6 Group structure  
NORDEN Tankers & Bulkers Chile SpA  
NORDEN Tankers & Bulkers India Private Ltd.  
Chile, 100%  
India, 100%  
NORDEN Shipping (Singapore) Pte. Ltd.  
NORDEN Shipping (Singapore) Pte. Ltd.  
Singapore, 100%  
China, Branch  
NORDEN Shipping (USA) LLC  
Polar Navigation Pte. Ltd.  
USA, 100%  
Singapore, 50%  
NORDEN Tankers & Bulkers do Brazil Ltda.  
NORDEN Shipping (Australia) Pty. Ltd.  
Brazil, 100%  
Australia, 100%  
NORDEN Shipping (Cyprus) Ltd.  
Nord Goodwill LLC  
Cyprus, 100%  
USA, 100%  
Dampskibsselskabet NORDEN A/S  
NORDEN Asset Management A/S  
Denmark  
Denmark, 100%  
NORDEN Shipping Abidjan SARLU  
Ivory Coast, 100%  
Dampskibsselskabet NORDEN A/S  
Canada, Branch  
NORDEN Shipping Middle East DMCC  
UAE, 100%  
NORDEN Gabon A/S  
NORDEN Transhipment Services Gabon  
Denmark, 100%  
Gabon, Branch  
NORDEN Japan K.K.  
Japan, 100%  
Dampskibsselskabet NORDEN A/S  
Germany, Branch  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
140  
Parent company financial statements  
141 Income statement  
142 Statement of financial position  
143 Statement of changes in equity  
144 Notes to the parent company financial statements  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
141  
INCOME STATEMENT  
Amounts in USD million  
Note  
2.1  
2023  
2022  
Revenue  
3,524.5  
4.5  
5,082.3  
Other operating income  
Vessel operating costs  
Other external costs  
Staff costs  
12.3  
-3,774.2  
-39.5  
-2,778.4  
-59.7  
2.2  
-60.7  
-112.8  
Profit before depreciation, amortisation and impairment losses, etc. (EBITDA)  
630.2  
1,168.1  
Profit/loss from sale of vessels, etc.  
14.6  
-348.2  
296.6  
45.3  
-470.5  
742.9  
Depreciation, amortisation and impairment losses, net  
Profit from operations (EBIT)  
3.1-3.3  
Profit/loss from investments in subsidiaries  
Profit/loss from investments in joint ventures  
Financial income  
3.5  
3.6  
4.4  
4.4  
135.3  
-
45.2  
-0.1  
38.1  
-65.4  
404.6  
11.2  
Financial expenses  
-48.4  
750.8  
Profit before tax  
Tax for the year  
5.2  
4.2  
-8.0  
-7.3  
Profit for the year  
396.6  
743.5  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
142  
STATEMENT OF FINANCIAL POSITION  
Assets  
Equity and liabilities  
Amounts in USD million  
Note  
2023  
2022  
Amounts in USD million  
Note  
4.1  
2023  
2022  
Goodwill  
3.1  
3.1  
31.8  
15.2  
47.0  
45.8  
430.8  
47.6  
-
-
Share capital  
5.4  
-35.3  
5.9  
63.1  
Other intangible assets  
Total intangible assets  
Vessels  
Reserve for hedges  
-
Reserve for net revaluation according to the equity method  
325.0  
848.9  
50.4  
289.7  
3.2  
3.3  
3.2  
3.2  
46.5  
528.5  
48.4  
4.2  
Retained earnings  
Proposed dividend  
Total equity  
812.8  
159.2  
Right-of-use assets  
4.2  
Property and equipment  
Prepayments on vessels and newbuildings  
Total tangible assets  
1,194.4  
1,330.7  
1.7  
525.9  
627.6  
Loans  
4.3  
4.3  
4.3  
52.7  
-
53.6  
73.7  
Investments in subsidiaries  
Other investments  
3.5  
3.6  
3.4  
775.6  
12.7  
740.3  
-
Bonds  
Lease liabilities  
Total non-current liabilities  
205.7  
258.4  
266.3  
393.6  
Receivables from subleasing  
Total financial assets  
23.1  
22.9  
763.2  
811.4  
Total non-current assets  
1,384.3  
1,390.8  
Loans  
4.3  
4.3  
4.3  
1.1  
71.3  
1.0  
-
Bonds  
Inventories  
109.3  
93.2  
265.1  
50.3  
-
130.4  
86.4  
Lease liabilities  
Trade payables  
Debt to subsidiaries  
Tax payables  
312.2  
247.9  
164.1  
5.0  
339.3  
271.8  
164.8  
-
Receivables from subleasing  
Trade receivables  
3.4  
324.2  
22.2  
Receivables from subsidiaries  
Receivables from joint ventures  
Tax receivables  
1.2  
Other payables  
Deferred income  
Total current liabilities  
124.0  
98.5  
178.7  
80.9  
-
0.5  
Other receivables  
34.0  
107.8  
432.9  
1,092.6  
37.3  
1,024.1  
1,036.5  
Prepayments  
126.7  
641.1  
1,370.0  
Cash and cash equivalents  
Total current assets  
Total liabilities  
1,282.5  
2,476.9  
1,430.1  
2,760.8  
TOTAL ASSETS  
2,476.9  
2,760.8  
TOTAL EQUITY AND LIABILITIES  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
143  
STATEMENT OF CHANGES IN EQUITY  
Reserve  
under  
Reserve  
under  
Reserve  
for  
hedges  
the  
Reserve  
for  
hedges  
the  
Share  
capital  
equity Retained Proposed  
method earnings dividend  
Share  
capital  
equity Retained Proposed  
method earnings dividend  
Amounts in USD million  
Note  
Total  
Amounts in USD million  
Note  
Total  
Equity at 1 January 2023  
5.9  
63.1  
289.7  
812.8  
159.2  
1,330.7  
Equity at 1 January 2022  
6.2  
-31.2  
246.2  
665.0  
107.1  
993.3  
Profit for the year  
Capital reduction  
-
-
-
35.3  
-
361.3  
0.5  
-
-
396.6  
-
Profit for the year  
Capital reduction  
-
-
-
45.2  
-
698.3  
0.3  
-
-
743.5  
-
-0.5  
-0.3  
Fair value adjustments taken to equity,  
hedging instruments  
Fair value adjustments taken to equity,  
hedging instruments  
-
-
-
-
-98.4  
-
-
-
-
-
-
-98.4  
-127.5  
-
-
-
-
-
94.3  
-
-
-
-
-
-129.8  
4.2  
-
94.3  
-129.8  
4.2  
Acquisition of treasury shares  
Exercise of share options  
4.1  
-
-
-
-127.5  
-
-
Acquisition of treasury shares  
Exercise of share options  
4.1  
-
-
-
-
-
-
-
Dividend paid out in respect of 2022  
-143.2  
-143.2  
Dividends paid out in respect of 2021  
-
-96.7  
-96.7  
Dividend related to treasury shares in  
respect of 2022  
Dividend related to treasury shares in  
respect of 2021  
-
-
-
-
-
-
-
-
-
-
-
-
16.7  
-0.7  
-173.6  
-
-16.7  
0.7  
-
-
-
-
-
-
-
-
-
-
-
-
-
8.7  
1.7  
-8.7  
-1.7  
-
Exchange rate adjustment to dividends paid  
Proposed interim dividend  
-
-
Exchange rate adjustment to dividends paid  
Proposed interim dividend  
-
-
173.6  
-165.7  
-297.9  
-
297.9  
-279.5  
Interim dividend paid out in respect of 2023  
-165.7  
Interim dividend paid out in respect of 2022  
-279.5  
Interim dividend related to treasury shares  
in respect of 2023  
Interim dividend related to treasury shares  
in respect of 2022  
-
-
-
-
-
-
7.9  
-7.9  
-
-
-
-
-
-
-
-
18.4  
-18.4  
-
-
Proposed dividend related to 2023  
4.2  
-46.8  
46.8  
Proposed dividend related to 2022  
4.2  
-145.2  
145.2  
Proposed dividend on treasury shares  
elated to 2023  
Proposed dividend on treasury shares  
elated to 2022  
4.2  
5.1  
-
-
-
-3.6  
1.9  
3.6  
-
4.2  
5.1  
-
-
-
-
-14.0  
1.4  
14.0  
-
Share-based payment  
Divestments  
-
-
-
-
-
1.9  
Share-based payment  
Divestments  
-
-
-
-
-
1.4  
-
-
-
-
-
-
-
-
-
-1.8  
0.1  
1.8  
-
-
-
-
Other adjustments  
Changes in equity  
Equity at 31 December 2023  
-
-
Other adjustments  
Changes in equity  
Equity at 31 December 2022  
-
-
-0.1  
-0.5  
5.4  
-98.4  
-35.3  
35.3  
325.0  
36.1  
848.9  
-108.8  
50.4  
-136.3  
1,194.4  
-0.3  
5.9  
94.3  
63.1  
43.5  
289.7  
147.8  
812.8  
52.1  
159.2  
337.4  
1,330.7  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
144  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
SECTION 1  
SECTION 3  
SECTION 5  
SIGNIFICANT ACCOUNTING POLICIES  
AND SIGNIFICANT ACCOUNTING  
ESTIMATES AND JUDGEMENTS  
ASSET BASE  
OTHER DISCLOSURE REQUIREMENTS  
3.1 Intangible assets  
147  
147  
148  
149  
149  
150  
5.1 Share-based payment  
153  
3.2 Tangible assets  
5.2 Income tax  
153  
153  
153  
153  
1.1 Summary of significant accounting policies  
145  
3.3 Right-of-use assets  
3.4 Subleasing  
5.3 Fees to auditor appointed at the general meeting  
5.4 Unrecognised contingent assets and liabilities  
5.5 Related party disclosures  
3.5 Investments in subsidiaries  
3.6 Investments and activities  
SECTION 2  
OPERATING ACTIVITIES  
2.1 Revenue information  
146  
146  
SECTION 4  
CAPITAL AND FINANCING  
2.2 Staff costs and remuneration  
4.1 Share capital and dividends  
151  
152  
152  
152  
152  
152  
4.2 Proposal for the distribution of profit  
4.3 Loans, bonds and lease liabilities  
4.4 Financial income and expenses  
4.5 Financial instruments and risks  
4.6 Derivative financial instruments  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
145  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
1.1 Summary of significant accounting policies  
NORDEN prepares the parent company financial statements for Dampskibs-  
selskabet NORDEN A/S in accordance with the Danish Financial Statements  
Act applying to enterprises of reporting class D.  
In the statement of financal position under the items “Investments in subsidi-  
aries” and “Investments in joint ventures”, the proportional ownership share of  
the companies’ net asset value is recognised.  
The items of the income statement differs from the format prescribed by the  
Danish Financial Statements Act as it has been adjusted to the nature of the  
company’s activities.  
The total net revaluation of investments in subsidiaries and joint ventures is  
transferred through the distribution of profits to “Reserve for net revaluation  
according to equity method” under equity. The reserve is reduced by divi-  
dend payments to the parent company and is adjusted with other changes in  
equity in subsidiaries and joint ventures.  
NORDEN has implemented the changes in accounting policies as stated in  
note 1.7 “Changes in accounting policies and disclosures” in the consolidated  
financial statements, if applicable under the Danish Financial Statements Act.  
Other changes have had no impact on the parent company.  
Subsidiaries and joint ventures with negative net asset value are recognised at  
USD 0 million, and a provision to cover the negative balance is recognised if  
such a present obligation for this purpose exists.  
Income statement and statement of financial position  
IFRS 15 and 16 have been applied as interpretation under Danish GAAP.  
Income/loss from investments in subsidiaries and joint ventures  
In the parent company’s income statement, the proportional share of earnings  
is recognised under the items “Profit/loss from investments in subsidiaries”  
and “Profit/loss from investments in joint ventures”.  
Other investments  
The Group has invested in an equity share of a non-listed company. The  
investment is expected to be held medium to long term for strategic  
purposes. The investment will be accounted for at fair value through profit or  
loss.  
Goodwill  
Goodwill is initially recognised in the balance sheet as the difference between  
the fair value of net assets acquired and the consideration transferred.  
Other accounting policies  
With reference to the provisions of the Danish Financial Statements Act, the  
company has refrained from preparing a cash flow statement. For this infor-  
mation, see the consolidated financial statements of Dampskibsselskabet  
NORDEN A/S.  
Goodwill is amortised on a straight-line basis over five years. The amortisation  
period is determined considering the strategic nature of the acquired busi-  
nesses, the transfer of knowhow and long-term earnings profile.  
Refer to note 1.1 "Basis of preparation" in the consolidated financial state-  
ments for other accounting policies.  
Investments in subsidiaries and joint ventures  
Investments in subsidiaries and joint ventures are recognised and measured  
according to the equity method.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
146  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
2.1 Revenue information  
2.2 Staff costs and remuneration  
Future revenue from time charter agreements  
Freight  
Amounts in USD million  
2023  
2022  
Services &  
Trading Logistics  
Assets &  
Elimi-  
nations  
TC Sublease  
revenue  
Amounts in USD million  
Total  
Amounts in USD million  
revenue  
Total  
Wages and salaries  
55.9  
2.5  
108.8  
2.2  
Pensions – defined contribution plans  
Other social security costs  
Share-based payment  
Total  
2023  
2022  
3,291.0  
4,755.6  
564.3  
793.2  
-330.8  
-466.5  
3,524.5  
5,082.3  
2023  
0.5  
0.5  
<1 year  
1-2 years  
2-3 years  
3-4 years  
4-5 years  
>5 years  
Total  
314.0  
-116.4  
-40.7  
-18.6  
-16.6  
-15.9  
197.6  
62.0  
2.8  
1.8  
1.3  
102.7  
21.4  
16.6  
16.7  
6.2  
60.7  
112.8  
For further details on each segment, please refer to note 2.1 "Segment infor-  
mation" in the consolidated financial statements.  
-
Average number of employees  
223  
210  
0.8  
Staff costs and average number of employees exclude employees on T/C  
vessels.  
Future revenue from Contracts of Affreightment (COA)  
-4.6  
1.6  
477.6  
-212.8  
264.8  
Amounts in USD million  
2023  
2022  
For remuneration of the Executive Management and the Board of Directors,  
refer to note 2.2 "Operating costs" and note 5.1 "Share-based payment" in the  
consolidated financial statements.  
TC Sublease  
<1 year  
1-2 years  
2-3 years  
3-4 years  
4-5 years  
>5 years  
Total  
346.6  
64.5  
32.7  
17.7  
389.6  
137.3  
57.1  
Amounts in USD million  
revenue  
revenue  
Total  
2022  
34.1  
<1 year  
1-2 years  
2-3 years  
3-4 years  
4-5 years  
>5 years  
Total  
307.0  
95.8  
44.5  
0.4  
-42.7  
264.3  
61.2  
37.1  
0.4  
13.6  
42.2  
517.3  
18.1  
-34.6  
55.0  
-7.4  
691.2  
-
-
-
-
-
NORDEN holds several contracts of affreightment, obligating the Parent  
to undertake voyage charters of varying lengths, from medium to long  
term. These charters will use vessels that have not yet been nominated. It is  
expected that these contracts will yield a projected revenue of around USD  
517 million in the upcoming years.  
-
-
447.7  
-84.7  
363.0  
Sublease revenue is derived from sublease gains recognised in prior years,  
eliminating future time charter (TC) revenue.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
147  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
3.1 Intangible assets  
3.2 Tangible assets  
Prepay-  
Prepay-  
Property ments on  
Property ments on  
Other  
intangible  
assets  
and  
vessels  
and  
equip- and new-  
vessels  
equip- and new-  
ment buildings  
Amounts in USD million  
Goodwill  
Total  
Amounts in USD million  
Vessels  
Total  
Amounts in USD million  
Vessels  
ment  
buildings  
Total  
2023  
2023  
2022  
Cost at 1 January  
-
35.3  
35.3  
-
21.6  
21.6  
-
56.9  
56.9  
Cost at 1 January  
Additions  
47.1  
53.6  
4.2  
121.5  
-124.0  
1.7  
104.9  
121.5  
-124.0  
102.4  
Cost at 1 January  
Additions  
23.3  
23.8  
-
54.5  
0.3  
83.4  
86.0  
161.2  
110.1  
Additions from business combinations  
Cost at 31 December  
-
-
-
-
Disposals  
Disposals  
-1.2  
53.6  
-165.2  
4.2  
-166.4  
104.9  
Cost at 31 December  
47.1  
53.6  
Cost at 31 December  
47.1  
Amortisation and impairment losses  
at 1 January  
-
-
-
Depreciation at 1 January  
Depreciation  
-0.6  
-0.7  
-
-5.2  
-0.8  
-
-
-
-
-5.8  
-1.5  
-
Depreciation at 1 January  
Depreciation  
-
-0.6  
-
-5.8  
-0.6  
1.2  
-
-
-
-5.8  
-1.2  
1.2  
Amortisation  
-3.5  
-6.4  
-9.9  
Amortisation and impairment losses  
at 31 December  
Disposals  
Disposals  
-3.5  
-6.4  
15.2  
-9.9  
Depreciation  
at 31 December  
Depreciation  
at 31 December  
-1.3  
-6.0  
47.6  
-
-7.3  
-0.6  
-5.2  
-
-5.8  
99.1  
Carrying amount at 31 December  
31.8  
47.0  
Carrying amount  
at 31 December  
Carrying amount  
at 31 December  
As there were no intangible assets in 2022, there are no comparative figures  
to disclose.  
45.8  
1.7  
95.1  
46.5  
48.4  
4.2  
The above vessels relate to two vessels sold to third parties with a repurchase  
option in connection with which NORDEN, at the same time, entered into  
long-term lease contracts. These transactions have been treated as financing  
transactions and the received proceeds are part of the loans.  
Impairment  
NORDEN impairment test all intangible and tangible assets in case of indi-  
cation of impairment and every year for CGU's where goodwill has been  
allocated. Impairment tests are carried out for each subsidiary, associate and  
joint venture in the parent company if there is indication of impairment.  
For detailed information on impairment assessment refer to note 3.2 "Impair-  
ment of intangible and tangible assets" in the consolidated financial state-  
ments.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
148  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
3.3 Right-of-use assets  
The nature of leasing activities  
Amounts recognised in the income statement  
contracts, the non-lease component is the technical management services  
provided to operate the vessel. The future effect in the income statement  
related to the non-lease component (daily running costs) is shown below.  
The majority of lease contracts are time charter contracts on vessels, while  
a minor part is the lease of office space, and other equipment from external  
parties under non-cancellable lease agreements. Leases have varying terms,  
including options to extend and options to purchase.  
Amounts in USD million  
2023  
2022  
Depreciation of right-of-use assets  
336.8  
35.0  
469.3  
34.5  
Extension options  
Some leases include an option to be extended for one additional year at a  
time. Where practicable, the company seeks to include extension options in  
new leases to provide operational flexibility. The extension options held are  
exercisable only by the company and not by the lessors.  
Interest expenses related to lease liabilities  
Expenses related to the service component  
Expenses related to short-term leases  
Future expenses related to short-term leases  
295.2  
1,195.6  
294.0  
331.7  
1,793.1  
289.9  
2023  
2022  
No. of right-of-use-assets leased  
- of this, index leases  
156  
14  
167  
4
Range of remaining term of leases, in years  
Average remaining term of leases, in years  
No. of leases with extension options  
No. of leases with purchase options  
0-6  
2.3  
70  
0-5  
2.4  
82  
94  
At the lease commencement date, the Group assesses whether it is reason-  
ably certain that the extension option will be exercised. If significant events or  
changes in circumstances within its control occur, the Group reassesses this  
certainty.  
Leases with future commencement date  
The company has entered into lease agreements with future commencement  
dates, which will affect the statement of financial position as shown below,  
when the time-chartered vessels will be delivered, and the company obtains  
the right to direct the use of the asset.  
97  
If all available extension options at year end were exercised when possible, the  
right-of-use asset and corresponding lease liability would increase by the following  
amounts in each future year (undiscounted and excluding the non-lease compo-  
nent).  
Amounts recognised in the statement of financial position  
Amounts in USD million  
Daily running cost  
The company has elected to separate lease and non-lease components. For  
these contracts, the consideration is allocated based on the relative stand-  
alone prices between the lease and non-lease component. For time charter  
2023  
2022  
Right-of-use assets  
Cost at 1 January  
Additions  
1,302.4  
153.4  
1,135.1  
270.3  
Freight Services & Trading  
1-5 years >5 years  
Assets & Logistics  
Parent  
Amounts in USD million  
<1 year  
Total  
<1 year  
1-5 years  
>5 years  
Total  
Total  
Remeasurements  
Disposals  
69.6  
111.2  
-339.8  
1,185.6  
-214.2  
1,302.4  
2023  
Cost at 31 December  
Leases with future commencement date  
Extension options  
11.9  
-
-
-
-
11.9  
8.8  
103.2  
110.5  
194.5  
414.3  
312.0  
-
305.0  
582.1  
487.0  
316.9  
590.9  
590.2  
-
8.8  
29.7  
138.1  
24.3  
Depreciation at 1 January  
Depreciation  
-773.9  
-336.8  
355.9  
-475.9  
-469.3  
171.3  
Daily running cost  
78.5  
24.7  
150.7  
2022  
Disposals  
Leases with future commencement date  
Extension options  
-
19.6  
76.2  
-
9.6  
-
-
-
-
29.2  
91.3  
45.3  
37.3  
139.6  
344.3  
305.0  
-
168.7  
7.7  
184.9  
550.3  
478.0  
184.9  
579.5  
569.3  
Depreciation at 31 December  
-754.8  
-773.9  
Carrying amount at 31 December  
430.8  
528.5  
Daily running cost  
15.1  
165.3  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
149  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
3.4 Subleasing  
3.5 Investments in subsidiaries  
Amounts in USD million  
2023  
2022  
This note provides information on leases where the company is the lessor.  
Amounts in USD million  
2023  
2022  
Cost at 1 January  
Divestments  
450.6  
440.0  
-5.5  
-
-
Amounts recognised in the income statement  
Revenue from sublease financial income*  
Gain on derecognised right-of-use assets*  
Revenue - sublease financial income and gains  
Additions  
16.1  
7.5  
68.1  
75.6  
3.3  
69.4  
72.7  
Cost at 31 December  
450.6  
450.6  
Value adjustments at 1 January  
Share of profit for the year  
Divestments  
289.7  
135.8  
-
246.3  
45.7  
-1.8  
Amounts recognised related to cash flow  
Instalments on sublease receivables  
154.0  
63.3  
Depreciation internal profit/loss  
Dividends received  
-0.5  
-0.5  
-
Receivables from subleasing  
Receivables from subleases at 1 January  
Additions  
-100.0  
325.0  
109.3  
150.7  
-1.0  
33.4  
146.7  
-9.8  
Value adjustments at 31 December  
289.7  
Disposals  
Carrying amount at 31 December  
775.6  
740.3  
Remeasurements  
11.3  
2.3  
Payments received  
-154.0  
116.3  
-63.3  
109.3  
Refer to note 5.6 “Group structure” in the consolidated financial statements.  
No significant restrictions apply to distributions from subsidiaries.  
Receivables from subleases at 31 December  
* Included in revenue  
Amounts in USD million  
2023  
2022  
Sublease receivables, contractual undiscovered  
payments:  
<1 year  
1-2 years  
2-3 years  
Total  
97.0  
22.5  
1.2  
92.3  
23.7  
-
120.7  
116.0  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
150  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
3.6 Investments and activities  
Investments in joint ventures  
Ownership Ownership  
Investments in joint ventures comprise:  
2023  
2022  
Amounts in USD million  
2023  
2022  
NORDEN SYNERGY Ship Management A/S,  
Denmark  
Cost at 1 January  
-
-
-
50%  
Cost at 31 December  
-
-
Key figures (100%) for joint ventures are:  
Revenue and other income  
Costs  
Value adjustments at 1 January  
-
-
-
-
-
-0.1  
-0.1  
0.2  
-
-
-
-
-
2.4  
-2.5  
-0.1  
-0.1  
Share of profit/loss for the year  
Profit/loss from sale of shares  
Total profit/loss  
Value adjustment at 31 December  
Transferred to other payables due to negative equity  
Share of profit/loss of NORDEN  
-
Non-current assets  
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Carrying amount at 31 December  
-
-
Current assets  
- of this, cash and cash equivalents  
Non-current liabilities, debt  
Current liabilities  
No significant restrictions apply to distributions from joint ventures.  
Total carrying amount  
Refer to note 3.7 "Investments and activities" in the consolidated financial  
statements for further information regarding the acquisition of Thorco  
Projects (business combination) and the acquisition of the MASH Makes  
minority stake.  
Share of carrying amount of NORDEN  
Transferred to other payables due to negative  
equity  
-
-
Carrying amount of NORDEN  
-
-
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
151  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
4.1 Share capital and dividends  
Treasury shares  
Details of all programmes conducted throughout the year:  
The share capital consists of 34,000,000 shares of a nominal value of DKK 1  
each. No shares are subject to any special rights or restrictions.  
Market  
value,  
USDm  
Treasury  
shares  
as a %  
Avg. price  
Limit* of Number of Cost of shares of shares  
share capital shares acq. acq., DKK acq., DKK  
Distribution to shareholders  
2023  
2022  
Period  
Amounts in USD million  
2023  
2022  
Holding at 1 January  
Purchases  
194.7  
8.78  
3,248,012  
2,257,440  
-73,040  
2,436,939  
3,327,721  
-316,648  
3 Nov 22 - 7 Feb 23  
13 Feb - 28 Apr 23  
10 Aug - 31 Oct 23  
2 Nov 23 - 31 Jan 24  
15%  
15%  
10%  
10%  
462,300  
746,400  
560,740  
488,000  
176,270,040  
345,669,872  
205,187,449  
153,230,480  
381  
463  
366  
314  
390  
Interim dividend for the year  
Dividend for the prior year  
Share repurchases for the year  
Total  
165.7  
143.2  
127.5  
436.4  
279.5  
96.7  
Transfers  
129.8  
506.0  
Cancellations  
-3,000,000  
2,432,412  
-2,200,000  
3,248,012  
Holding at 31 December  
115.8  
7.15  
2,257,440 880,357,841  
* Applicable at the time of acquisition with a deviation of up to 10%  
The net cash distribution to shareholders in the form of dividends and share  
repurchases amounted to USD 436 million, compared to a free cash flow of  
USD 265 million.  
Treasury shares are acquired for the purpose of hedging in connection with  
share-based payment and in connection with share buy-back programmes.  
The figures in the above table only include shares acquired through share  
buy-back programmes in 2023. The total cost of DKK 880,357,841 (USD 127.5  
million) was deducted from retained earnings.  
The company is authorised by the general meeting to acquire treasury shares  
in the period until next year’s annual general meeting at a total nominal value  
not exceeding 15% of the share capital at the market price applicable at the  
time of acquisition with a deviation of up to 10%.  
Dividends  
2023  
2022  
Interim dividend per share, DKK  
35.0  
10.0  
60.0  
30.0  
Final proposed dividend per share, DKK  
Available for distribution, USD million  
Share buy-back programmes  
NORDEN initiated three share buy-back programmes in 2023. The share  
buy-back programmes were initiated pursuant to the authorisation granted to  
the Board of Directors.  
899.3  
972.0  
The total dividend for 2023 amounted to USD 212.5 million (DKK 45 per  
share), corresponding to a payout ratio of 53.1%. The 2023 final dividend of  
USD 46.8 million (DKK 10 per share) is expected to be distributed pending  
approval by the Annual General Meeting.  
Interim dividends of USD 72 million (DKK 15 per share) were paid in May 2023,  
USD 48 million (DKK 10 per share) in August 2023 and USD 46 million (DKK  
10 per share) in November 2023. Amounts exclude dividend declared on  
treasury shares.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
152  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
4.2 Proposal for the distribution of profit  
4.3 Loans, bonds and lease liabilities  
4.4 Financial income and expenses  
Amounts in USD million  
2023  
2022  
Amounts in USD million  
2023  
2022  
Amounts in USD million  
2023  
2022  
Reserve for net revaluation according to the equity  
method  
384.6  
253.7  
4.7  
340.3  
388.5  
5.1  
Interest income  
34.5  
1.6  
11.2  
Current debt, <1 year  
Non-current debt, 1-5 years  
Non-current debt, >5 years  
Total*  
35.3  
50.4  
45.2  
159.2  
279.5  
259.6  
743.5  
Interest income related to cash pool  
Fair value adjustment, derivatives  
Total financial income  
-
-
Proposed final dividend  
Interim dividends paid  
Retained earnings  
Total  
2.0  
165.7  
145.2  
396.6  
643.0  
733.9  
38.1  
11.2  
Mortgages and security  
As security for loans  
Interest expenses  
12.7  
17.6  
0.1  
8.9  
4.7  
8.0  
2
8.3  
2
Interest expenses related to cash pool  
Fair value adjustment, derivatives  
Interest expenses on lease liabilities  
Total financial expenses  
Proposed final dividend per share, DKK  
10.0  
30.0  
- number of buildings pledged  
- carrying amount  
0.3  
46.3  
14.1  
46.6  
13.6  
35.0  
65.4  
34.5  
48.4  
- mortgaged amount  
* Total amount includes lease liabilities.  
Lease liabilities  
4.5 Financial instruments and risks  
Amounts in USD million  
2023  
2022  
Refer to note 4.4 “Financial instruments and risks” in the consolidated finan-  
cial statements.  
Lease liabilities at 1 January  
Additions  
605.6  
238.7  
103.5  
-420.4  
-9.5  
713.9  
347.9  
111.9  
Remeasurements  
Instalments  
4.6 Derivative financial instruments  
-523.5  
-44.6  
605.6  
Disposals  
Refer to note 4.6 “Derivative financial instruments” in the consolidated finan-  
cial statements.  
Lease liabilities at 31 December  
517.9  
The subsidiaries' guarantee debt in the parent company amounted to USD 0  
million (2022: USD 0 million) at the reporting date.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
153  
NOTES TO THE PARENT COMPANY FINANCIAL STATEMENTS  
5.1 Share-based payment  
5.3 Fees to auditor appointed at the general meeting  
5.4 Unrecognised contingent assets and liabilities  
Amounts in USD million  
2023  
2022  
Refer to note 5.1 “Share-based payment” in the consolidated financial  
statements.  
The company guarantees the subsidiaries’ lease liabilities towards external  
counterparties and the subsidiaries’ newbuilding liabilities. The Group's  
"Other external costs" include the following fees to  
the independent auditor:  
total lease liabilities and newbuilding commitments are disclosed in note 4.2  
"Loans, bonds and lease liabilities" and note 3.4 "Tangible assets", respec-  
tively, in the consolidated financial statements.  
Statutory audit  
Other assurance services  
Tax consultancy  
Other services  
Total  
0.3  
0.1  
-
0.7  
0.1  
-
5.2 Income tax  
Amounts in USD million  
2023  
2022  
The company has not issued guarantees for loans, etc. raised by subsidiaries.  
-
0.2  
1.0  
Tax on profit for the year  
Adjustment of tax regarding previous years  
Total  
8.8  
-0.8  
8.0  
7.6  
-0.3  
7.3  
The company has provided financial support to NORDEN Shipping (Singa-  
pore) Ltd. to enable the company to meet its liabilities as regards POLAR  
Navigation.  
0.4  
Fees for services other than the statutory audit of the financial statements  
provided by EY Godkendt Revisionspartnerselskab Denmark amounted to  
USD 0.1 million including other assurance opinions and other services.  
Other contingencies are disclosed in note 4.7 "Provisions" in the consolidated  
financial statements.  
The company entered the Danish tonnage tax regime for a binding 10-year  
period from 2021. The Danish Group companies are jointly and severally  
liable for the tax on the Group's income subject to joint taxation in Denmark.  
Fees for 2022 relates to the Group's former auditor PricewaterhouseCoopers  
Statsautoriseret Revisionspartnerselskab.  
5.5 Related party disclosures  
Refer to note 5.4 “Related party disclosures” in the consolidated financial  
statements.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
154  
Other  
155 Alternative performance measures  
156 Key figures and financial ratios  
157 Company information  
For shipping terms and abbreviations, please visit our website www.norden.com  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
155  
ALTERNATIVE PERFORMANCE MEASURES  
This Annual Report contains certain measures that are non-IFRS financial measures. They are used by the Group as  
an integrated part of the financial reporting internally, as well as in the audited annual reports and interim financial  
reports to monitor the financial performance of its business and operations. It is to be noted that since not all compa-  
nies calculate financial measurements in the same manner, these are not always comparable to measurements used by  
other companies (even if similarly labelled). Accordingly, these financial measures should not be seen as a substitute for  
measures defined according to IFRS.  
Profit before depreciation, amortisation and impairment losses, etc. (EBITDA)  
The Group reports Profit before depreciation, amortisation and impairment losses, etc. (EBITDA) as it is considered  
a generally applied financial measure which provides additional information regarding the Group’s profitability after  
direct costs and “Overhead and administrative costs” but not impacted by the effects from capital investments in the  
form of depreciation, amortisation and impairment losses nor impacted by profit/loss from divestments of vessels etc.,  
the Group’s capital structure or tax.  
The Group uses the following non-IFRS financial measures:  
Profit before depreciation, amortisation and impairment losses, etc. (EBITDA) is computed as Profit/loss before “Depre-  
ciation, amortisation and impairment losses”, “Profit/loss from sale of vessels etc.”, (in parent income statement) "Profit/  
loss from investments in subsidiaries", “Share of profit/loss of joint ventures”, “Financial income”, “Financial expenses”  
and “Tax”.  
Adjusted results  
Adjusted Results are computed as “Profit/loss for the period” adjusted for “Profit/loss from sale of vessels, etc.” and sale  
of vessels in joint ventures.  
Profit before depreciation, amortisation and impairment losses, etc. (EBITDA) can be derived directly from the income  
statements.  
Contribution margin  
The Group reports Contribution margin as it provides additional information regarding the Group’s profitability after direct  
costs i.e. the direct profitability of the shipping activities provided. Contribution margin is computed as “Revenue” plus  
“Other operating income” less “Vessel operating costs”. Using the terminology in the segment reporting in note 2.1 “Segment  
information”, contribution margin is defined as "T/C equivalent revenue" less "Charter hire for vessels and OPEX element" less  
"Operating costs" plus "Other operating income/(expense)".  
Profit from operations (EBIT)  
The Group reports Profit from operations (EBIT) as it is considered a generally applied financial measure which provides addi-  
tional information regarding the Group’s profitability before the impact from the Group’s capital structure or tax.  
Profit from operations (EBIT) is computed as Profit/loss before “Financial income”, “Financial expenses” and “Tax”. For the  
parent income statement, Profit from operations (EBIT) is in addition also before "Profit/loss from investments in subsidi-  
aries" and "Profit/loss from investments in subsidiaries".  
Contribution margin can be derived directly from the consolidated income statement.  
Invested capital  
The Group reports Invested capital as it provides additional information regarding the capital invested in the Group’s busi-  
ness and operations in order to generate the Group’s returns. Invested capital is computed as described and shown in note  
3.1 "Return on Invested Capital after tax".  
Profit from operations (EBIT) can be derived directly from the income statements.  
Net interest bearing debt  
The Group reports Net interest bearing debt as it provides additional information regarding the financial leverage of the  
Group. Net interest bearing debt is computed as “Loans” (current and non-current) plus "Bonds" (current and non-current)  
plus “Lease liabilities” (current and non-current) less “Cash and cash equivalents”.  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
156  
KEY FIGURES AND FINANCIAL RATIOS  
Book value per DKK 1 share  
=
=
=
Year-end equity  
Operating margin  
=
EBIT x 100  
EBITDA  
Number of shares at year end, excluding treasury shares  
Conversion ratio  
EBIT adjusted for sales profit/loss x 100  
Contribution margin  
Payout ratio  
=
=
Proposed dividend (incl. interim dividend), excluding treasury shares x 100  
Profit/loss for the year  
Price/book value  
Share price at year end per DKK 1 share  
Book value per DKK 1 share  
Dividend yield  
Dividend per share x 100  
Share price  
Return on equity in % (ROE)  
=
=
=
Profit/loss for the year x 100  
Average equity  
EBITDA ratio  
=
=
EBITDA x 100  
Revenue  
Return on invested capital (ROIC)  
Profit/loss from operations, less operational tax x 100  
Average invested capital  
EEOI (gCO2/tonnes-mile)  
The Energy Efficiency Operational Indicator (EEOI) is a measurement of energy  
efficiency and is defined as the amount of CO2 emitted per tonne of cargo  
transported 1 nautical mile.  
Share price at year end  
per DKK 1 share  
(Current share price – Purchase Price) + dividends  
Purchase price  
Equity ratio  
=
Equity at year end x 100  
Total assets  
Total shareholder return  
=
=
The total return of a share to an investor based on share price performance and  
dividends. Dividends are assumed to have been reinvested in the share. Return  
is based on USD.  
Free cash flow  
Cash flow from operating activities less cash flow from investing activities  
adjusted for change in cash and cash equivalents with rate agreements of  
more than three months, etc. less instalments on lease liabilities, plus financial  
payments, received, less financial payments, paid.  
(For adjusted free cash flow acquisition of businesses and investments is added  
on the free cash flow).  
USD exchange rate at year end  
The USD exchange rate quoted by the Danish central bank at year end.  
Lost-Time Incident Rate (LTIR)  
=
=
LTIR is calculated based on the number of work-related accidents which causes  
a seafarer to be unable to work for more than 24 hours per 1 million working  
hours due to work-related injury.  
Net profit or loss per DKK 1 share  
Profit/loss for the year  
Number of shares at year end, excluding treasury shares  
 
In brief  
Strategy  
Business performance  
Corporate governance  
ESG  
Signatures  
Financial statements  
NORDEN Annual Report 2023  
157  
COMPANY INFORMATION  
Company information  
Dampskibsselskabet NORDEN A/S  
52 Strandvejen  
Board of Directors  
Klaus Nyborg, Chair  
Johanne Riegels Østergård, Vice Chair  
Karsten Knudsen  
2900 Hellerup  
Denmark  
Telephone: +45 3315 0451  
Robert Hvide Macleod  
Ian Mcintosh  
Vibeke Bak Solok  
CVR no.: 67 75 89 19  
William Boatwright  
Financial year: 1 January - 31 December  
Municipality of domicile: Gentofte  
Christina Lerchedahl Christensen  
Henrik Røjel  
Website: norden.com  
Executive Management  
Jan Rindbo, CEO  
Martin Badsted, CFO  
Annual general meeting  
Auditor  
The annual general meeting will take place on Tuesday 12 March 2024 at 2pm  
and will be held as a virtual event.  
EY  
Godkendt Revisionspartnerselskab  
Dirch Passers Allé 36  
2000 Frederiksberg  
Denmark  
 
Since 1871, NORDEN has built a reputation for providing stability
in an industry defined by volatility. We leverage the intelligence
we have gathered, acquired and developed to deliver solutions
that are tailored to the realities of the marketplace – delivering
results our customers and investors can rely on.
Dampskibsselskabet NORDEN A/S
52 Strandvejen
2900 Hellerup
Denmark
Telephone: +45 3315 0451  
norden.com  
CVR no. 67 75 89 19