Sustainability report LEADING THE WAY
CARBON ACCOUNTING
ENABLING SUSTAINABLE FISH HANDLING
DMA STRATEGIC ANCHORING
AQU GREEN CIRC
“
MMC First Process is a Norwegian company. We are transforming the seafood industry by offering complete and sustainable system solutions for handling, processing and cooling of fish to the seafood industry - within wildcatch and aquaculture - worldwide.
Content Contents
Introduction and facts
Pages
Our heritage 05 Our heritage by CEO Petter Leon Fauske The aquaculture industry is leading theIntroduction way, Lars Erling Krogh - CEO 06 About MMC First Process MMC First Process at a glance 08 MMC First Process timeline Carbon accounting 10 Our legacy Unique Competence and track record on the back of 40 years of experience 12
3 4 6 8 9
Problems to be solved Our values 14 The Global Challenge Our values in practice 16 Interview with an IOC Sustainability Ambassador Martin Helseth Global sustainability framework 17 It’s all about fish welfare ARP 18 Supply Management 20 How doChain we take part Health, safety and the environment (HSE) 24 Business not as usual AQU Green Circ 26 Introduction to sustainability by CMO Per Helge Devold DMA - Strategic anchoring 28 Fish Welfare and Food Production What has the double materiality analysis giventhinking us? 29 Design Technology and engineering An industry leading sustainability roadmap 32 Deployment and continuous service Competence and collaboration Fish welfare and food production 34 Marel – Transforming the pelagic industry Competence and collaboration 36 Sustainable value chain Sustainable value chain 38 Beyond Social Responsibility Løvetannstiftelsen Ellingsøya 42
Pages
Two generations- one goal by Asbjørn & Bjørn Inge Tråseth Our Green house gas emissions measured Global Sustainability frameworks Global Compact EU Taxonomy Salmon Evolution – Moving the sea onto land For future generations by Chair of the board, Pål Brynsrud
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10 12 14 Pages 16 18 20 21 21 21 22 24 26 Pages 28 30 31 31 31 32 34
Our heritage
Salmon fishing in Norway, 1910
The purpose of our sustainability report is to be transparent about our current sustainability performance, to communicate our future goals and to share the story on how we aim to achieve those goals. The ocean, and the wild nature on the west coast of Norway has shaped a culture for pioneering and exploring since the pre-Viking age. With the North Sea as highway to the world we understood that quality is a matter of life or death at sea. Our forefathers have passed on the knowledge through generations, creating a tradition for innovation. We been raised to only harvest what we need and utilize everything that we harvest in a sustainable way. And this is a heritage MMC First Process will pass on to the generations to come.
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The aquaculture industry is leading the way
Lars Erling Krogh CEO
Lars Erling Krogh
6
The aquaculture industry is leading the way to meet the need for food and food security from a growing population in challenging times.
As wild catch fisheries reach their limits, aquaculture emerges as an environmentally sustainable and healthy alternative to both wildcaught seafood and traditional meat products. Increased seafood consumption aligns with several United Nations Sustainability Goals, highlighting the vital role of aquaculture in supporting global protein demand. Norway stands as the world’s largest producer of farmed salmon, trout and cod, producing approximately 48 million meals each day. The world needs more protein, more healthy food, and production that withstands today’s challenges, and Norway has the prerequisites to contribute further. The year 2026 is ’Totalforsvarsåret” (Total Defense Year), but it is striking how little the seafood industry is integrated into national emergency preparedness plans. We must think holistically, where industrial policy plays a key part of the emergency policy, integrating technology, logistics, and regional measures. The coast is part of Norwegian identity, blending culture, history, and way of life. With ongoing innovations and operational improvements, Norway’s production capacity has the potential to double within the next decade. This growth is particularly significant in the context of the escalating global tensions, uncertainty, and conflict, all of which underscore the importance of food security. By expanding its aquaculture industry, Norway can not only secure its own food supply but also play a crucial role in feeding Europe’s.
the industry needs broader incentives to enable widespread adoption of clean fjord farming beyond the current environmental technology scheme and reduced maximum allowed biomass. Furthermore, improving fish welfare and controlling lice infestations are central to enhancing the industry’s reputation and production growth. However, persistent sustainability challenges must be addressed urgently. Innovative suppliers and technology providers are instrumental in driving production increases. Fully closed pen systems are the ultimate way to achieve results. The best future solution is the one that uses the least energy and has proportionally low capital cost in relation to production. We need incentive schemes since we are talking about large investments to increase production. The growth rate in the sea is complex, but if one manages to shorten the time in the sea with a good quality smolt, good innovative production methods and solutions, it will meet the required change. I am confident that by prioritizing fish welfare, through government incentive schemes, our company and the broader industry can lead the way in providing sustainable solutions. Embracing innovation and data-driven approaches will enable better-documented sustainable production, improved fish quality and quantity meeting tomorrows demand.
Achieving sustainable industry growth requires a significant transformation within aquaculture. The path is clear, fish welfare must be enhanced, since high mortality levels are both costly and unsustainable. Environmental impacts must be reduced, with technological advancements, such as closed fish farming leading the way. While the Norwegian government supports these efforts,
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MMC First Process at a glance MMC First Process has unmatched competence and a wide
Our vision is to transform the seafood industry by offering
range of technology within fish handling, processing, cooling and
complete and sustainable system solutions for handling,
energy.
processing and cooling of fish to the seafood industry - within wildcatch and aquaculture - worldwide.
This pooling of specialist expertise makes us a complete supplier to the seafood industry of advanced and sustainable system
Together we want to make our customers the best in the world
solutions for handling, processing and cooling of fish.
at managing the sea’s most important food resources efficiently, sustainably and carefully to leverage our common resources in
A complete supplier of sustainable fish handling systems in one
the best way for future generations. This is our mission.
company.
LOCATIONS
40 years experience and track record
Ålesund
251 employees
Fosnavåg
Market leading position within fish handling
Haugesund
Employee stats
Growth of business REVENUE
EBITDA
IN MNOK
Employees
2021
2022
2023
2024
2025
Women
37
41
45
48
53
Men
165
172
178
172
198
Total
202
213
223
220
251
IN MNOK
1016
955
966
664
1097
111
65
40
(43)
21
2021
2022
2023
2024
2025
2021
2022
2023
2024
2025
AQUACULTURE
WATER TREATMENT
AFTERMARKET & SERVICE
Live fish carrier
Live fish carrier
Spare parts
Land based farming
Land based
Service 24/7
Holding tank systems
Upgrade and rebuild
Closed fish farming
ENERGY MANAGEMENT
Aquaculture processing
Cooling and heating
Stun and bleed
Energy control
FISHERIES
DIGITALIZATION & AI
Pelagic vessels
AQU automation
White fish processing
AQU insight
Pelagic processing
AQU control
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Our green house gas emissions measured Scope 1: Emissions resulting from activities directly linked to production. Scope 2: Emissions resulting from indirect emissions such as heating and electricity usage. Scope 3: Emissions as a consequence of the products and services we purchase from our supply chain.
Ton CO2 Equivalents
2021
2022
2023
2024
2025
Scope 1
59
72
84
88
175
Scope 1
0,06
0,08
0,09
0,13
0,16
Scope 2
3
-
-
-
-
Scope 2
0,00
-
-
-
-
Scope 3
21 898
19 476
17 918
13 541
14 645
Scope 3
21,56
20,40
18,54
20,40
13,35
- of which is related to business travel
118
338
377
208
429
- of which is related to business travel
0,12
0,35
0,39
0,31
0,39
Carbon effiency (Emissions/Revenue)
21,62
20,48
18,63
20,53
13,51
Figures from:
Ton CO2 Equivalents per MNOK revenue 2021 2022 2023 2024 2025
(2021-2024 Normative dashboard)
(2025 Ignite)
The sustainability roadmap
Business target Enable customers to become the best in the world at managing the sea’s most important food resources effectively, sustainably and carefully FISH WELFARE
SUSTAINABLE
and Food Production
Value Chain
Fish welfare and food production
Competence and collaboration
COMPETENCE and Collaboration
Sustainable value chain
FISH WELFARE APPROVED PROGRAM
The Company’s strategy is based on the twin concepts of completeness and sustainability, in other words we aim to be a complete supplier of sustainable systems for handling marine biomass. The sustainability strategy is based on three pillars:
• Fish Welfare and Food Production • Sustainable value chain • Competence and collaboration Under each of these pillars, we have set targets and operative KPIs that relate to specific tasks at the departmental level in the Company.
Strategy Transforming the world-wide seafood industry by offering complete and sustainable system solutions for the handling, processing and cooling of fish
We refer directly to seven of the UN SDGs, which we have decided to prioritise.
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Carbon accounting 2025 The carbon footprint has been prepared in accordance with the Greenhouse Gas Protocol (GHG Protocol) using the software solution Ignite. 2025 is the first reporting year in which Ignite has been applied, while carbon footprint calculations for previous years were prepared using the Normative software platform.
The transition to Ignite entails certain methodological changes,
availability and quality are sufficient, actual consumption and
primarily related to increased use of activity-based data
activity data are used instead of spend-based estimates. We have
where such data is available. These changes may affect the
initiated dialogue with our most significant suppliers to obtain
comparability of reported emissions before 2025. Nevertheless,
activity-based emission data and information on climate reporting
emission data are considered to be largely comparable over
maturity, with the aim of increasing awareness of greenhouse
time, as fundamental calculation principles, boundaries and
gas emissions in the value chain and gradually increasing the
categorisation have been maintained in line with the GHG
share of activity-based data over time.
Protocol. GREENHOUSE GAS EMISSIONS AND KEY DRIVERS Ignite utilises the company’s collected activity data, including
The purpose of the carbon footprint is to provide an overview
procurement, energy consumption, transport, waste and other
of the company’s greenhouse gas emissions, to understand its
relevant activities, and links these to recognised emission
climate impact, and to identify areas for improvement. The most
factors. For emission categories and suppliers where sufficient
significant emission sources are related to the procurement of
quantity or activity data is not available, a spend-based
engineered equipment, which is largely based on metal raw
methodology is applied. Procurement data from the financial
materials. This is clearly reflected in the underlying emissions
system is categorised and linked to relevant emission factors
data, showing that 95% of reported CO2₂equivalents originate from
per monetary unit for the relevant product or service category.
‘Purchased goods and services’ and ‘Capital goods’. Furthermore,
Emissions are calculated by multiplying purchase values by the
approximately 40% of total emissions can be attributed to two of
corresponding emission intensities. Results are calculated as CO2
our most important suppliers, delivering engineered equipment
equivalents (tCO2₂e) and structured by Scope 1, 2 and 3, providing
where metal raw materials constitute the dominant input factor.
a consistent, verifiable and traceable carbon footprint based on actual data and standardised calculation methods.
Emissions related to business travel more than doubled compared to 2024, increasing from 208 tCO2₂e to 429 tCO2₂e
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In 2025, 4.1% of total reported emissions were calculated
in 2025. The increase is attributable to higher activity levels,
using activity-based data. The transition towards increased
primarily resulting in increased air travel to geographically
use of activity-based reporting has been initiated to strengthen
remote projects. Business travel accounted for slightly more than
the quality and precision of the carbon footprint. Where data
3% of the company’s total greenhouse gas emissions in 2025.
Carbon efficiency describes the relationship between
EMISSION REDUCTION MEASURES
greenhouse gas emissions and value creation. The company’s
Procurement of engineered equipment and metal-based input factors
carbon efficiency KPI is measured as total greenhouse gas
represents the most significant emission drivers. Emission reduction
emissions per million NOK of revenue (Emissions/Revenue).
measures will therefore primarily be directed towards Scope 3, with
In 2025, carbon efficiency improved significantly, declining
a focus on supplier selection, material use and design of deliveries.
from 20.53 in 2024 to 13.51 in 2025. This represents the best
Continued systematic dialogue with key suppliers regarding emission
level recorded in a financial year and is mainly attributable
data, emission intensity and activity-based datasets is expected to enable
to a lower relative use of metal-based raw materials,
more precise analyses and a stronger basis for targeted measures.
measured by value, in customer deliveries. Currently, there are limited viable alternatives to metal-based input SCOPE 1
factors. Nevertheless, through innovative design solutions, we have
Scope 1 comprises direct emissions from sources owned
achieved significant reductions in the use of metal raw materials in several
or controlled by the company. For MMC First Process,
projects. Further precision improvements in drawings and engineering
this primarily includes emissions from owned and leased
are expected to contribute to reduced raw material consumption on a
company vehicles, calculated based on activity data. In 2025,
relative basis and lower emission intensity per delivery over time. We
Scope 1 emissions totalled 175 tCO2₂e, corresponding to
also maintain a continuous focus on reuse, redesign, material efficiency,
slightly more than 1% of the company’s total greenhouse
metal recycling and circular economy principles.
gas emissions. Within our own operations, we prioritise measures aimed at reducing SCOPE 2
energy consumption and emissions from transport and business travel.
Scope 2 comprises indirect emissions from purchased
This includes assessment of travel patterns, increased use of digital
energy. MMC First Process purchases guarantees of
meetings where appropriate, and continued monitoring of vehicle
origin for all electricity. In the carbon footprint, electricity
use and energy consumption. We have not yet established quantified
consumption is reported using the market-based method in
emission reduction targets, but will use insights from the carbon
accordance with the GHG Protocol. As guarantees of origin
footprint as a basis for further development of relevant measures and
correspond to the total electricity consumption, market-
management metrics.
based indirect emissions related to electricity consumption are reported as zero.
EMISSION REDUCTIONS ENABLED THROUGH CUSTOMER DELIVERIES MMC First Process’ most significant contribution to the reduction of CO2₂
SCOPE 3
equivalents occurs through deliveries of innovative, energy-efficient
Scope 3 comprises indirect emissions across the value
and transition-enabling system solutions to customers. The use of the
chain, including emissions related to purchased goods and
company’s products and solutions often results in substantial reductions
services. In 2025, Scope 3 emissions totalled 14,645 tCO2₂e,
in customers’ relative greenhouse gas emissions. Consequently, the
representing approximately 99% of the company’s total
actual emission reductions primarily materialise in the climate accounts
greenhouse gas emissions.
of the company’s customers.
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Unique Competence and track record on the back of 40 years of experience Establishment
Professionalization
MMC was founded in 1986 with focus on vacuum pumps
Havyard, a listed company, acquired 70% of MMC and professionalized the organization
19 8 6
2012
Merger
Credo aquisition
Created a complete provider of live fish handling solutions
Strong focus on profitable growth and expansion into new markets
2017
2003
2005
Establishment
Global expansion
First Process was founded in 2003 as a provider of processing equipment to the seafood industry
Established in Japan, Peru and Chile with a production partner in Lithuania
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2019
Integration Technical competence and professionalization capabilities, combined with an attractive and scalable business model. 1+1=3
Synergy realization
Strategic partnership with Marel
Significant uptick in order intake and entry into land-based farming with orders from industry leaders
2021
Empowering excellence in seafood processing
2023
Double Materiality Strategic anchoring and foundation for ownership of sustainability
2025
Launching
AQU Synergy Portfolio
Energy efficiency systems, precision stun and bleed, water treatment systems, fish welfare approved program, fish weltech insight and closed fish farming systems
Standardizes and unifies all products under one name
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Our values
Our values of Engaged, Cooperative, and Responsible are now wellintegrated as an essential part of the MMC First Process. The values represent both who we are and what we want to achieve. The company has undergone several changes in recent years, and we have demonstrated a strong ability to adapt. This is not possible without our leaders and employees translating the values and what they represent into good activities and thoughtful initiatives. The values now represent a crucial part of the foundation of MMC First Process and will be essential for further growth and success. Our ambition to be a ”Complete Game Changer” remains firm, and our values will promote the culture that this ambition represents. These values will guide us in working in the same direction and will create pride, cooperation, and a shared commitment among our employees. The values will represent a forward-looking and ambitious culture where our employees experience a good connection between their work tasks and the company’s goals. The values are personalized. The values concern each of us, and we should all be able to share a common identity in these values.
• I am ENGAGED. • I am COOPERATIVE. • I am RESPONSIBLE.
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I am
ENGAGED .
•
We are engaged, forward leaning, light-footed and unique, with a strong desire to succeed.
•
We have a culture characterized by innovation, cooperation and sharing of competence.
•
We are all Game Changers.
•
We acknowledge the important combination of practical and theoretical competence in the company.
I am
COOPERATIVE .
•
We have fantastic employees creating value every day.
•
We work together.
•
We win as a team, not as individuals.
•
We are ambassadors for the company, and talk positively about each other across departments, business units, competence areas and locations.
•
Power in One is all about interaction and diversity across the whole company.
I am
RESPONSIBLE .
•
We want a working environment which is respectful and based on trust, where everyone is included.
•
We take social responsibility.
•
What we do must be legal, in accordance with our values, it must be right, and we must have credibility.
•
No one should work too much at the expense of life, health or family.
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Our values in practice
Equality, diversity, and inclusion CODE OF CONDUCT
Diversity in background and expertise TEN PRINCIPLES
Ethical guidelines and the Code of Conduct define how all our At MMC First Process, equality, diversity, and inclusion are all natural employees and partners perform their tasks and relate to us and the parts of ourus. sustainability workofand role as a responsible employer. world around We are proud theour ethical business practices we haveWe established and the values we live by. operate in an international, technology-intensive industry and
Customer care, fish welfare and the environment will always be our Our MMC First Process employees are from multiple nationalities and top priorities, and the ten principles in the UN Global Compact match cultural backgrounds, we see this as a vital asset. Diversity contributes perfectly with our ownand ambitions in MMC First Process.
are convinced that diverse teams deliver better solutions, greater
Common values provide the company with a strong ethical and moral innovation capacity, andfor more robust decision-making. Our goal isand to be platform and are crucial us to be able to attract employees, as partners for customers to choose us for their projects. It helps to an employer where people with different perspectives and experiences build trust between colleagues and partners. It also helps build pride have equal opportunities to contribute and develop. and strengthen the business and the company.
to increased understanding, better problem-solving, and stronger
UN Global Compact`s mission is to generate an international movement interaction, both internally and in meetings with customers globally. At for sustainable companies, and encourage companies and organizations same time, we are aware that language requirements andprinciples establishedon tothe align their strategies and operations with ten universal human rights, labour standards, the environment and the fight working methods can represent barriers to further diversity. This isagainst being corruption. A further aim is to promote the UN Sustainable Development assessed continuously. In 2026, we will develop a comprehensive diversity Goals (SDGs). strategy, anchored in the board and integrated into the personnel policy.
We A have strong reputation, and we will continue to develop our safea and inclusive working environment company’s culture as expressed in all our communication, behavior, We work systematically to ensure a work environment characterized by and ethical guidelines. With a world-leading position in the market respect, security, belonging. MMC First hasseriously. zero tolerance comes a great ethicaland responsibility, which weProcess take very
Joining the United Nations Global Compact represents a further step forward, as we develop the sustainability strategy.
for bullying, harassment, and discrimination. Clear ethical guidelines,
working life and to include people who are outside. Several employees
80% of all our customers and partners have signed our code of conduct, good whistleblowing procedures, continuous management all our employees are required to follow and our ethical guidelines.
Inclusive working life and life-stage perspective
As an IA company, we are actively working to prevent dropouts from
have joined the company through job training and adapted courses, and
training will contribute to an open and responsible culture. To
many have been further employed. In 2025, we also established a life-
follow developments in the organization, we conduct regular pulse
stage policy that will make it possible to combine work and private life
measurements that provide insight into, among other things, the work
better, to stay in the job longer, and develop expertise throughout one’s
environment, leadership, collaboration, and psychological safety.
career. Flexible work arrangements, good leave conditions, and senior initiatives are important tools in this work.
Equality and gender balance The company operates in an industry that has traditionally been maledominated. At the end of 2025, the proportion of women was 21%. Although we have made positive progress over time, we recognize that gender balance, particularly in management, production, and technical
MMC First Process is strongly agains all forms of corruption and works to ensure that this does not occur within the company. Futureactively ambitions Corruption is not tolerated and violations will lead to disciplinary action. Going forward, we will further strengthen our systematic work on equality, As a part of its anticorruption efforts, we has implemented a code of conduct employees, including management. diversity for andall inclusion. Diversity goals will be incorporated into managers’ goal achievement, and the entire organization will receive training on
ambitiously on inclusive recruitment processes, collaborating with
This code helps the organization to make the correct decisions day to subconscious discrimination. measure development time day. All employees go throughWe anwill ethical guidelines and codeover of conduct course. and involve shop stewards closely in the work. Our ambition is to be
educational institutions, and pursuing long-term recruitment to attract
an inclusive, responsible, and attractive employer, and a positive social
more women to the industry. Pay reviews are conducted regularly to
participant in the industry and local communities where we are present.
roles, remains a key area for improvement. We are therefore working
ensure equal pay for work of equal value.
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CORRUPTION
Global sustainability frameworks
TEN PRINCIPLES
EU TAXONOMY
Customer care, fish welfare and the environment will always be our top priorities, and the ten principles in the UN Global Compact match perfectly with our own ambitions in MMC First Process.
In 2020, MMC First Process conducted a EU Taxonomy screening (“the Taxonomy”) for the first time.
UN Global Compact`s mission is to generate an international movement for sustainable companies, and encourage companies and organizations to align their strategies and operations with ten universal principles on human rights, labour standards, the environment and the fight against corruption. A further aim is to promote the UN Sustainable Development Goals (SDGs). Joining the United Nations Global Compact represents a further step forward, as we develop the sustainability strategy.
The purpose of the screening was to: 1. understand if MMC First Process conducts business today that is defined as a green activity in the Taxonomy, or 2. what the future holds for MMC First Process with regard to the future development and expansion of the Taxonomy. Whatever the industry or business, the Taxonomy is based on the following 6 environmental objectives: 1. climate change mitigation 2. climate change adaptation 3. sustainable use and protection of water and marine resources 4. transition to a circular economy, waste prevention and recycling 5. pollution prevention and control 6. protection of healthy ecosystems Based on the objectives there are 3 conditions to comply with to be considered a green business: 1. contribute substantially to at least one of the six environmental objectives 2. do no significant harm to any of the other environmental objectives 3. comply with Minimum Social Safeguards Result of screening MMC First Process’ activities is not per 2024 defined as green by the taxonomy. MMC First Process will continue to monitor future developments of the screening criteria to early understand what it might mean for our business activities.
Lars Erling Krogh
Lars Erling Krogh
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ARP (Activity and Reporting Obligation)
EQUALITY, DIVERSITY, AND INCLUSION IN MMC FIRST PROCESS The report describes the equality situation in MMC FIRST PROCESS AS and the work carried out by the company to ensure equal opportunities for all employees. Part of our work involved using Equality Check’s tools, which will ensure a more systematic approach to our equality work in the future. The report has identified measures to prevent discrimination and facilitate equality, diversity, and inclusion. Equality, diversity, and inclusion are issues we are committed to addressing as a company, and we strive to create a workplace that embodies these values. Working with equality, diversity, and inclusion is a focus in MMC First Process’s management team, and our measures to prevent discrimination and promote equality are linked to what we also consider to be our most significant risk areas: gender balance and cultural diversity. Our primary focus is on establishing a work culture and formal processes that promote gender balance, age diversity, and multicultural backgrounds among our employees. GOALS AND FOCUS AREAS Our work is now more closely aligned with business goals, sustainability strategies, and leadership development. We also see an increased need for efforts related to universal design, inclusive work environments, and support for employees with different functional variations.
”MMC First Process shall be a workplace where everyone experiences a sense of belonging and opportunities for growth” Vegard Sæter Gurskevik CHRO
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Measures implemented and continued Embeddedness and leadership • Diversity and inclusion goals are now part of the company’s performance monitoring process. • Succession planning and competence development are increasingly focused on gender, age, and cultural diversity. Recruitment and language • We use inclusive language in all job advertisements and review these in collaboration between HR and line managers. • Recruitment processes are regularly evaluated in management meetings, with a requirement for documented diversity in candidate sources. • Language requirements for different positions are continually evaluated to prevent unintentional exclusion. Inclusion and universal design • All office premises and production areas have been reviewed to ensure universal accessibility, and measures have been implemented where needed. • We work closely with NAV on adaptation, the use of employer subsidies, and the recruitment of people with disabilities. • We offer internal training programs for managers and shop stewards in adaptation and inclusive practices. Culture and well-being • We organize social events with and without alcohol, and at times that suit different life situations. • All our canteens offer allergy-friendly and culturally adapted food options. • Products and user guides are designed with universal design and inclusive language. Long-term social responsibility We continue to recognize our responsibility as a player in a maledominated industry, and have therefore continued and expanded our work aimed at young and underrepresented groups. • We actively participate in education fairs to strengthen our work with strategic recruitment and Employer Branding • We have continuous dialogue with middle schools, high schools, and technical colleges, and involve apprentices and young employees in highlighting career paths with us. • Around 5% of our employees are apprentices, and we are continuously taking on new ones. We have found that many continue in permanent positions after completing their apprenticeship. • We offer educational scholarships and leadership development for young talents, and in 2024-2025, we completed the third round of our leadership program.
MMC FIRST PROCESS
Evaluation and the way forward We have made significant progress, especially in achieving gender balance within various professional environments and management groups. At the same time, we are aware that real inclusion and cultural diversity require continuous efforts, and we will continue to focus on training, collaboration processes, and engagement analyses of the work environment.
• Continue e-learning courses on unconscious discrimination to the entire organization • Involve shop stewards more closely in goal follow-up and further measures • Through Pulse Measurements in the company, measure the effect of measures regularly to be able to compare development from year to year We believe that change occurs when diversity is not treated as an add-on, but as a natural part of how we manage, recruit, and develop. MMC First Process should be a workplace where everyone, regardless of their background, experiences a sense of belonging and the opportunity for growth.
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Supply Chain Management – Sustainability in action
In 2025, the Supply Chain department has strengthened its work to integrate sustainability into all parts of the value chain. Our level of ambition has been to move from strategy to concrete, measurable actions and ensure that sustainability becomes a natural part of our operational decisions.
CLOSE COOPERATION WITH SUPPLIERS A key focus area has been to further develop the cooperation with our suppliers. Through open dialogue, shared goals, and continuous follow-up, we have laid the foundation for more responsible and transparent supply chains. We have prioritized early involvement and close follow-up, especially in high-risk countries where we have established stricter control mechanisms.
SCM GUIDELINES FOR HIGH-RISK COUNTRIES AND A STRENGTHENED AUDIT PROCESS We have established updated SCM guidelines specifically tailored to high-risk countries. This includes a new supplement to our audits: a checklist that assesses suppliers against requirements in the areas of labor rights, safety, compliance, and environmental impact. In addition, we have started systematic mapping of suppliers’ CO2₂emissions and other key sustainability indicators, as part of our work to reduce the carbon footprint throughout the chain.
Andrea Gergelyova VP SUPPLY CHAIN
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IGNITE AS A PLATFORM FOR SUSTAINABILITY IN THE SUPPLY CHAIN We have adopted Ignite as a central platform to standardize and streamline sustainability work. The system is used, among other things, to register supplier data, follow up on requirements after onboarding, document audits, conduct assessments, and to ensure that information is easily accessible and up-to-date. This has given us increased transparency, improved data quality, and a more robust management model.
MAPPING CLIMATE ACCOUNTS AT OUR LARGEST SUBCONTRACTORS In 2025, we began a systematic mapping of the climate accounts of our largest subcontractors. The goal has been to establish a more comprehensive picture of the emissions that occur in our upstream supplier links, and to ensure that our most important partners are working purposefully on their own sustainability initiatives. The mapping shows that several suppliers have already established structured programs for emission reduction, energy efficiency, and the transition to renewable energy sources. Others are in an early phase but have committed to developing climate goals and reporting practices in line with international standards. This insight gives us a better basis for prioritization, follow-up, and further dialogue – and ensures that our work on sustainability encompasses the entire value chain.
RISK ASSESSMENT AND CONTINUOUS IMPROVEMENT
TRANSPARENCY AND ACCOUNTABILITY
Risk assessments have been a key tool throughout the year. We have further developed our methodology to identify and mitigate risks related to quality, sustainability, geopolitical conditions, and compliance with our suppliers. This work has made us better equipped to anticipate challenges and ensure stable, reliable supply lines.
Transparency has been a common thread throughout the work. We have established better traceability in numerous parts of the supply chain and strengthened documentation and reporting throughout the year. This gives us a better basis for management, decisions, and continuous improvement – and helps build trust with customers, owners, and other stakeholders.
ONBOARDING AND SUPPLIER REQUIREMENTS
AUDIT AND IMPROVEMENT PLANS
The process for onboarding new suppliers has been strengthened with clearer expectations, requirements, and follow-up. Our updated Supplier Requirements framework sets new standards for environmental, social, and governance (ESG) accountability. All new suppliers must document compliance and participate in our assessment processes before entering a contract.
Throughout the year, we have conducted structured audits of key suppliers and followed up with targeted improvement plans. These processes have contributed to increased quality, better safety, and a stronger focus on environmental and social requirements, while ensuring compliance with our own standards and international guidelines.
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Our story from the warehouse Practical sustainability At our warehouse, sustainability has become a natural part of everyday life. The warehouse manager at Mjølstadneset, Steinar Østraat, says that “real savings are sustainability in practice: less waste and more reuse. It gives us less expenses and helps reduce emissions.”
The work on the packaging had begun long before the word sustainability became a concept. It quickly became clear that large quantities of cartons and filling material were fully usable, and the team established a simple routine for recycling. This has reduced both the amount of waste and the need for new packaging. Source sorting was the next step. By introducing clearly marked zones for cardboard, plastic, metal, wood, EE waste, and residual waste, it became easy for employees to sort correctly, and the amount of waste was distributed much more efficiently. When investing in equipment, we have had a conscious focus on reuse and resource utilization. Gently used pallet racks and trucks are selected over new, and existing racks are renovated and painted instead of replaced. This reduces both costs and environmental impact. Another effective measure is the 2-box system for consumables such as screws and nuts. The supplier manages and replenishes the system, so that the warehouse and production neither run out nor build up unnecessary stocks. This contributes to less waste and more precise orders. Last year, the warehouse also carried out a systematic review of goods with low turnover. Goods that were at risk of becoming obsolete were mapped, and the lists were distributed to, among others, the technical department and the aftermarket. This made it possible to have the components used in projects or sold to customers – rather than having them sit around and later to be thrown away.
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When the requirements change during the project, which we want to avoid, we unfortunately experience that some deliveries do not meet the new specification, so we chose a different approach than scrapping and ordering new ones. Together with the supplier, a modification of the components was carried out so that they could be used. This saved both materials and costs.
We actively use the ERP system as a key tool to strengthen sustainability efforts and ensure better management of our resources. In recent years, we have implemented several targeted improvements to the system to improve precision, traceability, and decision support. We have further developed the use of ”auto mail” with tracking information for several customers, so that they can follow the shipments. We have also introduced the use of hand scanners, which reduces time spent on order processing and shipping orders, and simplifies logging of where goods are located. A systematic approach to order and structure in the warehouse has long been an integral part of our logistics processes. We have always had a strong focus on order and control of the placement of goods, so that the packing of shipments is efficient. This applies to both project-purchased goods and that stocked goods have a fixed location.
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Focus on security – thinking the unthinkable
Norway and Europe in general have now got a changed threat and security landscape. NHO, the Confederation of Norwegian Industries, and the government have pointed out throughout 2025 that Norwegian businesses must focus on their own security readiness, both in the event of local and global threats. They point out that investing time and knowledge in readiness work can be a competitive advantage for those who see the opportunities!
Vulnerability to unwanted incidents often concerns what we as an organization depend on to be able to operate safely and securely. Throughout the year, the emergency response group, in collaboration with Atea, has worked to map our vulnerabilities within IT and cybersecurity. This has given us valuable information and assessments of what should have priority if an IT incident were to affect us. For us, IT and cyber are a prioritized emergency response area with regular exercises and our own emergency response plan. The IT department has continuous focus on providing employees with expertise in what constitutes safe and secure use of digital tools, and when to be on guard. We interact closely with many organizations every day. IT security has been an important focus area in the audits we have conducted on our subcontractors. Their routines, knowledge, systems, and maintenance can become our vulnerability if we do not follow up carefully. Logistics and serious subcontractors are other important emergency response areas for us. All suppliers are risk-assessed and must go through an approval process before we interact. This is time-consuming work, but it gives us a safer choice of partners.
Health and safety of employees During 2025, MMC First Process recorded 9 personal injuries that resulted in absence and loss of productice work time (Lost Time Injury/LTI). *A lost time injury (LTI) is an injury sustained on the job by an employee that results in the loss of productive work time.
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We have a local and active industrial safety team. They consist of employees from the entire organization and have their own annual cycle that they follow. They conduct professional courses, risk assessments, physical exercises, and interact with the emergency response team and emergency services. The industrial safety manager is part of our emergency response team. For the individual employee, the probability of threats or unwanted incidents will most often be about one’s own work tasks and working environment. Risk assessments, implementation of Safe Job Analyses, protective equipment work, and continuous training for a safe and secure work environment have been carried out in good cooperation between the HSEQ department, occupational health services, and other organizations. Mental preparedness at work has been a focus area for us in 2025. Learning modules in the Game Changer Academy, risk assessment on the psychosocial working environment, review of information and research at general meetings, and information materials have been some of the things we have worked on. Surveys of our work environment show that we in our organization enjoy our work, are committed, and have the psychological security to speak up if something is perceived as difficult. The National Security Authority has stated that “…there are few security measures that are better than a good working environment…” We take this seriously and work systematically and continuously with our security work for our employees, our partners, and as a small part of Norway’s total defense.
”Vulnerability is often about dependency, and as an organization, we need to have a plan ‘B’ if critical systems or personnel fail.” Berte Holstad Engen CHSEQO
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AQU Green Circ Sustainable innovation for the fish, the economy, and the environment MMC First Process launched a new energy-efficient circulation system for wellboats in 2025, developed to increase profitability while delivering significant improvements in fish welfare.
The new system, AQU Green Circ, represents a technological leap from traditional solutions and marks an important milestone and contribution to a more sustainable aquaculture industry. Through an extensive development process, the company has designed a circulation system that reduces energy demand during the transport and handling of fish. The system ensures a stable and controlled water flow, resulting in improved water quality and more optimal conditions for the fish throughout the entire wellboat operation. The outcome is not only enhanced fish welfare, but also lower energy consumption per transported biomass – a key factor in reducing the industry’s climate footprint. A central element of the solution is the collaboration with the pump supplier Framo. By utilizing their submersible pump technology, MMC First Process has developed an innovative and patented solution. While some traditional pumps will still be required, the new system architecture significantly reduces the overall footprint. This leads to both lower energy use and a more compact system design. The close collaboration between the parties has been crucial to the result. By involving Framo early in the development process, it has been possible to combine technology, expertise, and operational experience in a way that enables solutions that challenge established industry standards. The new technology also delivers tangible benefits through a reduced need for piping. Smaller piping systems mean less need for cleaning, improved hygienic design, and lower biosecurity risk. At the same time, it simplifies installation for shipyards and frees up space and volume onboard—either for increased fish carrying capacity or for other equipment. This directly contributes to more efficient operations and better resource utilization.
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The market has already responded very positively to the solution, and the first systems are expected to be put into operation in 2026. Customers, ship designers, and shipyards have all shown strong interest, underlining the need for renewal of the wellboat fleet—not only in Norway, but internationally.
” With AQU Green Circ, MMC First Process strengthens its position as a leading player in fish handling technology. The collaboration and launch illustrate how innovation can unite economic and environmental gains: improved fish welfare, reduced energy consumption, lower operating costs, and a clear contribution to a more sustainable development in the aquaculture industry.
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Double materiality analysis – Strategic anchoring and foundation for ownership of sustainability During the fall of 2024, MMC First Process conducted its first double materiality analysis (DMA). The goal was to prepare well in advance for the CSRD requirements and, at the same time, to create a clearer basis for managing, prioritizing, and anchoring sustainability throughout the organization – strategically, operationally, and financially. The analysis was based on the European Sustainability Reporting Standards (ESRS) framework and was conducted in four phases:
1.
Understanding the context and stakeholders: Mapping internal and external stakeholders and defining relevant sustainability topics.
2.
Identifying impacts, risks, and opportunities (IROs): For each topic, it was assessed how MMC FP affects people and the environment – and what risks and opportunities sustainability can pose for the company’s results.
3.
Materiality assessment and scoring: Each topic was assessed based on two dimensions, including a. How significant is the actual and potential impact we make as a company on the outside world – the inside-out dimension b. How big is the financial significance of the sustainability themes for the company – the outside-in dimension
Translation into strategy and reporting cycle: The results were used to identify which ESRS themes MMC FP must report on and now form the framework for our further, more detailed, and comprehensive sustainability work - year after year.
The work was carried out with the involvement of the entire organization. All departments within the company provided input on the most important topics in their respective parts of the business. A large working group comprising all managers in MMC First Process participated in assessing the impact of the topics on the company, as well as how MMC First Process is affected by sustainability topics today and in the future. To truly create ownership of sustainability, MMC First Process has been working on various activities and initiatives for some time.
This process raised the bar and provided the organization with great added value - both in the form of increased collaboration and understanding across the organization and also a sense of security within the organization, about how we can and already do make a substantial impact on sustainability in all parts of the organization. In addition, the MMC First Process involved several key stakeholders, and the dialogue with both customers and suppliers during this process has initiated other productive dialogues and activities afterwards.
MMC First process’ double materiality assessment consisted of 4 STEPS; from identification of topics, to weighting of materiality
01 Understanding the context Identify most important existing and new stakeholders
Consolidate and describe relevant sustainability topics for MMC First Process
02 Identify «Impact, Risks and Opportunities» (IRO) Consolidate existing and new «Impact»topics
Consolidate existing and new «Risks and Opportunities»topics
03 Materiality Assessment of the IROs Assess IROs: Environment
Assess IROs: Social and Governance
04 Plan and prep implementation Finalize the double materiality assessment
Plan for implementation and GAPanalysis
Milestone: Board approval and auditor review
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What has the double materiality analysis given us? – A more transparent framework for ownership, priorities, and reporting Clear thematic priority: The analysis and assessments resulted in an overview of the most material sustainability topics, measured by both external impact and financial risk/opportunity. The topics that were assessed were divided into the structure set by the EU – according to the European Sustainability Reporting Standards.
Companies covered by the CSRD’s provisions must report on ESG according to selected European Sustainability Reporting Standards (ESRS) Mandatory European Sustainability Reporting Standards (ESRS) ESRS 1: «General requirements» ESRS 2: «General disclosures»
Topical ESRS’ to be decided based on a Double Materiality Assessment (DMA) Environment
Social
Governance
E1 Climate Change
E1 Climate Change
G1 Business Conduct
E2 Pollution
S1 Own Workforce
E3 Water and Marine Resources
S2 Workers in the Value Chain
E4 Biodiversity and Ecosystems
S3 Affected Communities
E5 Resource Use and Circular Economy
S4 Consumers and End-Users
As the MMC First Process is not yet required to report, this is a starting point for an increased understanding of our sustainability impact. The double materiality analysis will be carried out at regular intervals and updated as needed until the reporting obligation under the CSRD hits the MMC First Process. Among all the topics assessed, we identified four materials and prioritized thematic ESRS standards in addition to the mandatory ESRS 1 and 2.
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S1 S1 S2 E1: :E :W : W Cl q i or m u or a ki a lt ki ng ng te c re co at co ha m nd nd ng en iti iti e m t on on an i s s tig d in at op va ion p. lu fo e ra ch ll ai n*
G1 :A E3 nim : M al G1 arin wel : C e far or res e po ou E1 ra rc te es :E cu ne ltu rg y re
ad ap tio n ng e ch a at e lim :C E1 5
Financial risks / opportunities
E1: Climate change adaption 4
2
0
2
0
4
5
Impact Governance Social Environment
Positive impact /Opportunity Negative impact / Risk Both
ESRS Standard for MMC First Process Main Theme for MMC First Process ESRS E1 Climate Adaptation and Mitigation ESRS E3 Marine Resources ESRS S1 Self-Employed Employment ESRS G1 Corporate Culture and Animal Welfare
Anchoring in the business areas: MMC First Process has already been working on sustainability targets and monitoring in its departments for several years. This framework has now been strengthened and structured. Through the process of dual materiality analysis, as well as the work to close gaps in the data we need to measure our efforts, we have gained a clear picture of what is most important, and thus also, where we need to prioritize focus and resources. This makes it easier to set clear targets – and actually achieve them. Each business unit identified its measures and KPIs within its areas as a result of this work, and monitoring of specific measures and initiatives continues. Examples include: - AQU Gentle Pump and energy efficiency - AQU Insight and circularity - Diversity, recruitment, and safety - Common ESG requirements in projects and training in fish welfare
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From insight to implementation: With a completed double materiality and gap analysis and structured priorities of ESG topics, we are, as mentioned, well underway in professionalizing and operationalizing sustainability measurement throughout the organization. This is not just about reporting – but about using data and insight to drive improvement and value creation in the core business, right down to the action level. Although the EU’s Omnibus package has postponed some details in the regulatory framework, MMC First Process is not letting this delay the work. Our priority is to be at the forefront – and that requires clear structures, firm targets, and active implementation throughout the organization. ”This was more than an analysis. It gave us a common language, direction, and a concrete framework for how we build a sustainable future – in practice.”
Moving from ambition to execution As a result of the double materiality assessment, MMC First Process gained a clearer understanding of where we are and where we should go, both in terms of impact and in terms of business value. This made it easier to prioritize actions, assign responsibility, and define how each business unit can contribute. Sustainability goals are already being followed up by our business units and have been for a while. Moving forward, this work will be further professionalized and operationalized, supported by better systems, clearer structures, and embedded governance. We don’t wait for regulation to create value — we act ahead of it.
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An industry leading sustainability roadmap The strategy of MMC First Process is based on the two pillars of completeness and sustainability. Beneath these pillars are three focus areas that guide our daily work: • • •
Fish welfare and sustainable food production The environment and our environmental responsibility Product quality – and ensuring the best possible utilization of the entire resource
The common denominator for these three focus areas is, in its entirety, sustainability.
Business target Enable customers to become the best in the world at managing the sea’s most important food resources effectively, sustainably and carefully
FISH WELFARE and Food Production
SUSTAINABLE Value Chain
COMPETENCE and Collaboration
FISH WELFARE APPROVED PROGRAM
Strategy Transforming the world-wide seafood industry by offering complete and sustainable system solutions for the handling, processing and cooling of fish
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Fish welfare approved program
In our ambition to be a complete supplier of systems for handling og processing the ocean’s most important resources, Strategy sustainability is at the core of everything we do. We achieve this through the three pillars: • • •
Transforming the seafood industry by offering complete and
Fish Welfare and Food Production sustainable system solutions for the handling, processing and Sustainable Value Chain cooling of fish for the seafood industry Competence and Collaboration
Each of these pillars has clear goals and actions tailored to the different business areas. What makes the roadmap industry-leading is not just its clarity – but how it is integrated into daily operations, embedded in every business area, and continuously improved through strategic analysis and organizational learning.
WHAT IS OUR FOCUS? There are many sustainability themes that are applicable to MMC First Process. By carefully analysing our stakeholders’ priorities through a materiality assessment we have selected key themes where MMC First Process can have the greatest impact. By focusing on a select number of themes we can maximise our impact on the sustainability goals.
For each theme, we have defined clear objectives to focus our efforts and have chosen methods to measure our progress. All initiatives and change processes are prioritized, based on their ability to influence progress as defined by the measures chosen.
Objectives
Fish welfare and food production
§ Data driven focus on fish welfare § Reduce loss and waste in food production § Transform industry through R&D § Reduce fish death within fish handling
Feedback and evaluation
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Competence and collaboration
Sustainable value chain
§ Develop documentation standard of fish living § Contribute to increased competence § Initiate and participated in joint R&D
Measured by defined KPIs
§ Increase quality of fish
§ Limit use of virgin and non-renewable material and reduce production waste § Ensure decent working conditions and sustainability in supply chain § Improve use of digital solutions and services § Reduce emissions in production, supply chain and related to end-of-life handling of systems § Gradually improve the utilization of global resources
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Fish andand Fishwelfare welfare food production
food production
Description
·
MMC First Process enables increased maritime food production through improved fish welfare and quality both within farming and wild catch. We will continually develop and improve systems to increase the share of useful fish.
Objectives
· · · · · ·
Data driven focus on fish welfare Reduced loss and waste in food production Transform industry through research and development Reduce fish death within fish handling Increase quality of wild catch 100% use of residual raw material
At the root of contribution MMC First Process’ contribution to the SDGs is the way MMC First At the root of MMC First Process’ to the SDGs is the way MMC First Process enables Processfood enables others to provide increased securitysoftware by developing improved others to provide increased security by developing improvedfood hardware, and processes. Our goal is for all bio-mass to survive become food Our of the highest This aligns closely hardware, softwareand and processes. goal is forquality. all bio-mass to survive and with the needs of ourbecome customers, a more sustainable production. wild-catch food based of the on highest quality. This aligns closelyBoth with inthe needs ofand our aquaculture, our solutions improve fishon welfare. customers, based a more sustainable production. Both in wild-catch and aquaculture, our solutions improve fish welfare.
Ambition -> No dead fish
Ambition -> No dead fish
Fish welfare is also an ethical and moral choice and this choice is steeped in our heritage. By carefully considering the Fish fish welfare, remain true to heritage onisour customer`s welfare iswe also an ethical andour moral choiceand andcan thisfocus choice steeped in our value chain and the end result: fish products. heritage. BySuperior carefullyquality considering the fish welfare, we remain true to our heritage and can focus on our customer`s value chain and the end result: Superior quality The process of improving fish welfare starts at the design table and ends with deployment and fish products. training of our customers. The process of improving fish welfare starts at the design table and ends with deployment and training of our customers.
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At MMC First Process, we develop systems that ensure biomass security, and solutions for gentle and safe fish handling. The program defines how the systems are built and used to maintain fish welfare and quality.
DESIGN ANDMODELLING MODELLING DESIGN AND Our employeesaim aimtoto best in the world at designing fish handling systems. is conOur employees bebe thethe best in the world at designing fish handling systems. There isThere continuous tinuous improvement and MMC First Process applies design thinking processes to ensure improvement and MMC First Process applies design thinking processes to ensure we are aheadwe of are ahead of the the fish alive as andlong healthy as long as possible. the curve andcurve ensureand theensure fish remain aliveremain and healthy as possible. In the drawing process we consider every single detail of our system with fish welfare in mind. Our In the drawing process we consider every single detail of our system with fish welfare in mind. Our documentation and quality control system is such that all parts of the drawings are checked for documentation and quality system such that all parts of the arewelfare. checked for missteps and errors – not control only with regardis to operational design, but drawings also to fish missteps and errors – not only with regard to operational design, but also to fish welfare. TECHNOLOGY AND ENGINEERING When converting drawing to an actual product our engineers are expert welders, down to the TECHNOLOGY ANDaENGINEERING smallest detail. Depending theactual application of our the process, and methods of welding When converting a drawing on to an product engineersmetals are expert welders, down to theare chosen with fish welfare on in mind. The weldofseams exposed to fishand aremethods particularly monitored smallest–detail. Depending the application the process, metals of welding are and quality assurance protocols are applied in every step of the process. Whilst also continually reduchosen – with fish welfare in mind. The weld seams exposed to fish are particularly monitored and cing surplus metal, we ensure all sharp edges are ground and the finished product is fish welfare quality assurance protocols are applied in every step of the process. Whilst also continually reducing friendly. surplus metal, we ensure all sharp edges are ground and the finished product is fish welfare friendly. DEPLOYMENT AND CONTINUOUS SERVICE DEPLOYMENT CONTINUOUS SERVICE After delivery AND and implementation of MMC First Prosess’s systems we educate and support our After delivery and implementation of MMC Prosess’sare systems educate and support our partners and customers to make sure thatFirst the systems used towetheir full potential. Extensive training and support so that the fish partners programs and customers to makefunctions sure that are the implemented systems are used to their full handling potential. processes Extensive are of the highest quality. training programs and support functions are implemented so that the fish handling processes are of the highest quality. The installation of our systems is a documented process with a complete quality control regime. MMC First Process has developed separate production and control documentation to promote and The installation of our systems is a documented process with a complete quality control regime. secure continued development of fish welfare. MMC First Process has developed separate production and control documentation to promote and secure continued development of fish welfare.
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Competence Competence and collaboration
and collaboration
Description
· · ·
Objectives
· · ·
Contribute to developing the seafood industry with systems and solutions for sustainable management and development of maritime protein Improve fish welfare globally by being fact-based and challenge assumptions in the sector Strengthen the sector’s reputation and contribute to increased understanding of our sector’s role in global food production
Develop methodology to document standard of living for fish Contribute to increased competence in the business by training in our equipment – to improve fish welfare Initiate and participate in joint research and development projects to increase the industry’s technological capabilities
MMC FIRST PROCESS ANDUS THOSE AROUND US MMC FIRST PROCESS AND THOSE AROUND We depend on a largeWe array of partners, and experts to create solutions. Weour also want We also want depend on a largesuppliers array of partners, suppliers and our experts to create solutions. to give something back to the communities wethe operate. Therefore, this section is divided in two:isthe to give something back to communities we operate. Therefore, this section divided in two: the innovation process and the knowledge sharing with othersharing communities. innovation process and the knowledge with other communities. COOPERATION: INNOVATION COOPERATION: INNOVATION Multiple disciplines and specialists are required to ensure we improve our products and services. Multiplecommunity disciplines to andbetter specialists are required to ensure improvehave our on products We work with the research understand the effects our we products fish. and services. We with the research to better understand We work closely withwork our customers and arecommunity able to draw on their expertise.the effects our products have on fish. We work closely with our customers and are able to draw on their expertise. Below is the story of how we created and installed our solutions for a British customer. Below is the story of how we created and installed our solutions for a British customer.
Cutting pumping systems to secure fish welfare
Cutting pumping systems to secure fish welfare
In 2020 we launched a new patented fish pump to improve fish welfare. In June 2020, researchers In 2020 launched newsite patented fish pump to ran improve welfare. In June 2020, researchers from Sintef Ocean visited ourwe test plant ata our in Aalesund. They testsfish using fish with sensors attached to measure and analyse any pressure surges through Priorfish with sensors from Sintef Ocean visited our test plant at ourand siteshocks in Ålesund. They the ran pump. tests using to this we had also run tests using delicate such tomatoes, eggs and cucumbers attached to measure andfoods analyse anyas pressure surges and shocks throughetc. the pump. Prior to this we had also run tests using delicate foods such as tomatoes, eggs and cucumbers etc. We have worked closely and effectively with Sintef Ocean and Møreforskning throughout the project, and all of us have gained valuable knowledge Having these research resources available in our We have worked closely and effectively with Sintef Ocean and Møreforskning throughout the project, network is important in our endeavour to be a world leader in the handling of live fish. and all of us have gained valuable knowledge Having these research resources available in our network is important in our endeavour to be a world leader in the handling of live fish.
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In September 2020, Møreforskning and Fylkesnes Fisk joined us for an experiment where we ran live salmon through the pump. To measure fish welfare, blood samples were taken from all the fish and analysed for lactate, which is an indicator of stress. With the cooperation of the scientific community and our engineers we successfully completed the testing phase, which proved how gentle the new pump is and how little stress it causes to the live fish.
TAKING OUR KNOW-HOW TO OTHERS When installing a new plant or process in other locations across the globe, we seek to leave a positive footprint on the local community where we operate. We train local tradesmen and help build local knowledge of welding and sourcing and an infrastructure for service and repairs. We find that by making sure the local business community is vested in our processes and way of thinking, we increase awareness of how we try to soften the industry’s impact on local nature, our genuine interest in sustainability and how local businesses can benefit from this. Complementary to this local focus is that we avoid spare parts being sent around the globe and help maintain up-time of our client’s systems despite the long distance between the installation site and MMC First Process’ factories in Norway and the Baltics.
MMC First Process in Chile Upon contracting a large land-based aquaculture installation in the south of Chile, we wanted to ensure the processes and services we provided would be well maintained and serviced by people with the right skillsets. Instead of basing service intervals on people flying into Chile we partnered with a Chilean construction firm to build the plant and perform service and maintenance. The long R&D process in MMC First Process means that the products we supply are carefully engineered to optimise fish welfare, take good care of the bio-mass that our customers manage and that the systems work as designed. To ensure this knowledge, skillset and ethos is maintained in Chile we chose to work with a Chilean engineering group that matches our commitments. In forming this partnership, we have been able to share our specialized know-how and helped introduce this knowledge to the south of Chile. Mechanical engineers based locally are trained and coached to perform the job to our specification. Channelling resources and know-how into the local population improves local market conditions and improves relationships with the local population. We are proud of our operations in Chile and the exciting opportunities they presents for both MMC First Process and for our partners.
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Sustainable Sustainable value chain
value chain
Description
·
Customer care, fish welfare and the environment will always be our top priorities. MMC First Process will strive to reduce both our own and our partners and client’s environmental footprint.
Objectives
· · · · · · ·
Limit use of virgin and non-renewable material and reduce waste in production Ensure decent working conditions and sustainability in our supply chain Improve use of digital solutions and services Reduce emissions in production Reduce emissions in our supply chain Reduce emissions related to end-of-life handling of our systems Gradually improve the utilisation of global resources
INTRODUCTION INTRODUCTION MMCto First aims to a forerunner in reducing carbon emissions and promoting material MMC First Process aims be Process a forerunner in be reducing carbon emissions and promoting material and resource efficiency in its supply chain. The company intensify thisThe by company increasing its engagement withbykey partners on and resource efficiency aims in its to supply chain. aims to intensify this increasing relevant issues and continuing to increase supply chain related to decent to working conditions and the its engagement with key partners ontransparency relevant issues and continuing increase supply chain well-being of the employees. transparency related to decent working conditions and the well-being of the employees. Whereas the two other strategic themes are very much about MMC First Process as an enabler for sustainable Whereas the two other strategic themes are very much about MMC First Process as an enabler food production and distribution, the Sustainable supply chain theme involves ensuring that the systems we oursfor sustainable food production and distribution, the Sustainable supply chain theme involves elves provide have as little negative impact as possible, by transitioning from a linear to a circular economy. We will ensuring that areas: the systems we ourselves provide have as little negative impact as possible, by do this by focusing on three main transitioning from a linear to a circular economy. We will do this by focusing on three main areas: Reducing greenhouse gas emissions by: Reducing greenhouse gas emissions by:reducing waste in production • Limiting use of virgin and non-renewable materials and • Improving the use of digital solutions and services • Limiting use of virgin and non-renewable materials and reducing waste in production • Ensure decent working conditions andofsustainability in our • Improving the use digital solutions and supply serviceschain • Ensure decent working conditions and sustainability in our supply chain
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MATERIAL USE AND CIRCULAR DESIGN As a producer of systems including both hardware and software, MMC First Process’ choice and use of material in our products is our most significant contribution to climate change. Although we will continue to challenge our manufacturing partners on this issue, we acknowledge that our systems designers have a key role in choosing low impact materials, limiting material use, and - by designing modular systems built to facilitate service and repair ensuring long service life. We believe that through our close and long-term relationships with our customers and partners, MMC First Process can be a driving force in the exchange of information and ideas that is fundamental to the design, production, testing and improvement of functionality and resource efficiency of our systems. The ultimate result will be reduced climate impact.
DIGITAL SOLUTIONS AND SERVICES As the pandemic has accelerated the use of remote work and demonstrated the benefits of reducing travel, MMC First Process will intensify its focus on designing systems and solutions to enable remote monitoring and servicing of our systems in use. This will both increase our service level to our customers as well as reducing direct emissions related to air travel by our service staff. By implementing effective monitoring and control of system performance our service technicians will be able to ensure correct use of the equipment in use, enabling customers to increase fish welfare as well as limit the GHG emissions related to their operations with MMC First Process equipment. By relentless focus on less steal and more bytes, our ambition is to significantly improve the sustainability performance of our own operations, in our supply chain and of our customers.
SUPPLY CHAIN TRANSPARENCY It is of paramount importance to MMC First Process that we can trust our supply chain to provide safe and decent working conditions and that any breaches are identified and reported to initiate corrective actions if needed. This is the reasonwe have decided that all direct suppliers to MMC First Process must sign our updated Code of conduct, including the commitment to collaborate and to be fully transparent with auditors that will be employed to verify compliance with the expectations and requirements described in our Code of Conduct.
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From Education to Practice
TIANYI WU has an international and diverse background. He completed the International Baccalaureate Diploma Programme in upper secondary school before beginning a bachelor’s degree in Electronics Engineering at OsloMet. After one year, he chose to change direction and enrolled in the Bachelor’s program in Automation and Intelligent Systems at NTNU in Ålesund. Alongside his studies, he has gained broad work experience through roles in the restaurant industry and as a sales representative for the Red Cross. In addition, he has held several volunteer positions, including engagements with Vestby and Ås Red Cross and the Business Committee (Næringslivsutvalget) at NTNU Ålesund. Tianyi first became acquainted with MMC First Process at the Salmon City 2025 career fair in Bergen, where he met representatives from the HR department and was introduced to the company. This initial meeting led to further contact, including participation in an event connected to the fair and a later visit to the company’s offices in Ålesund, where he received a tour and a more in-depth presentation of the organization. The positive impression of both the people and the company sparked his interest in MMC First Process. This resulted first in a summer internship and later in a part-time position as an Automation Engineer. During his time at MMC First Process, Tianyi has developed both professionally and personally. He has acquired new technical skills related to software, technologies, and programming languages, many of which were new compared to his previous education and experience. At the same time, he has strengthened his non-technical skills, including collaboration, communication, and professional conduct. Much of this learning has taken place through practical work as well as close interaction with colleagues. Working part-time at MMC First Process has been a highly rewarding experience for Tianyi. He highlights the strong learning culture, supportive colleagues, and the trust he has been given as particularly important. Being challenged on a daily basis has contributed to continuous growth, and the transition from student to employee has been supported by colleagues who provide guidance and share their experience. The high level of trust has allowed him to work independently, receive constructive feedback, and contribute both in production and development. He especially values the opportunity to work closely with customers.
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Experiences at MMC First Process
ABHINAV is originally from Nepal and holds a bachelor’s degree in Microbiology as well as a master’s degree in Aquaculture from NMBU in Ås. He is currently working as a trainee at MMC First Process. He applied for Trainee Sunnmøre because the program offers a unique opportunity to combine his academic background in aquaculture with technology and sustainable solutions. For Abhinav, the trainee program represents an ideal starting point for a long-term career, where he can develop professionally, contribute his expertise, and grow together with companies in the region. Participation in the competence program and the Trainee Sunnmøre community has so far been both educational and motivating. The program has contributed to personal development and provided valuable insight into how people with different interests, motivations, and preferences work together. He also highlights the importance of learning how to give clear and constructive feedback. The trainee community has further enriched the experience through knowledge sharing and mutual learning. Abhinav describes his time as a trainee at MMC First Process as very positive, educational, and rewarding. He has had the opportunity to work alongside skilled professionals and supportive colleagues, gaining valuable insight into how working life functions in practice. In particular, he appreciates the clear and constructive feedback from his manager, which has helped him understand how he can continue to improve and develop.
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Prosjekt Løvetann – social and practical sustainability on Ellingsøya PROSJEKT LØVETANN (Project Dandelion) is a socially beneficial initiative located on Ellingsøya in Ålesund municipality, to prevent exclusion and to strengthen inclusion through practical work, coping, and community. The project represents a concrete contribution to social sustainability by providing people outside education or the workforce with a real arena for participation and development. In addition, a preventive measure has been established during school hours and has been very well received. The initiative is currently led by project manager Mats Grimsæth, who has been central to building the project from idea to operational activity.
As a social participant, Project Dandelion contributes to: • Prevention of social exclusion • Increased inclusion and equal opportunities • Strengthening local communities and voluntary engagement • Development of job training and practical competence Project Dandelion illustrates how targeted, local initiatives can create significant social value. Through clear leadership, a practical approach, and strong collaboration, the project contributes to a more robust and socially sustainable society.
With a background in practical work, local knowledge, and a strong commitment to people, he has contributed to developing Project Dandelion into a safe and structured arena where individuals are seen, heard, and met with realistic expectations. The project originated in a previously unused barn that, through the cooperation of volunteers and local business actors, has been transformed into an active meeting and work space. Here, lowthreshold job training and meaningful activities are offered, adapted to the individual’s circumstances, with a focus on practical skills, responsibility, and structure in everyday life. The core of the Dandelion Project is the belief that mastery through work is the key to increased quality of life and social participation. Under close supervision from the project manager and other resource people, the participants are involved in varied tasks, including crafts, maintenance, and restoration. This helps to build self-confidence, work experience, and social skills - crucial factors for further participation in working life. The project manager describes the core of the project as follows: “We see that when people get to work practically, at their own pace and in a safe environment, something happens. Mastery creates motivation, and motivation opens the door further - either to work, education, or a more stable everyday life.” The Dandelion Project has clear local roots and collaborates with both business and voluntary participants to create lasting ripple effects in the local community. Through such partnerships, the project serves as a bridge between individuals and the world of work and helps reduce the risk of permanent exclusion.
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ABOUT THE PROJECT MANAGER IN PROJECT LØVETANN Mats has solid experience from practical work and close cooperation with local businesses. He has been a key driver in the development of the project, with a particular focus on work inclusion and transition to ordinary working life. Through a practical, relationship-based approach, he has developed training models that give participants relevant experience, structure, and coping skills in collaboration with companies that want to contribute towards social sustainability. His work has made Project Dandelion an important bridge builder between people outside the working world and the business world’s need for labor.
The figure below shows how we have chosen to structure our social and environmental commitment.
Festivalturen Prosjekt Løvetann Talents Sunnmøre
ESG task force
Master thesis
Plastic cleanup
TIP
Njård freediving club
Students
Impande
Apprentice company nt
e nm
Experience skills 72-year retirement age Our values
tion
Diversity
IA company (Inclusive employment)
uca
-Engaged -Cooperative -Responsible
GATH Business development
o vir En
Summerjobs
Ed
res Soc pon ial sib il
Sponsorship with 60-70 activities Society and environmental fund Regional development
Business model
ity
bil
ity
Momentium
NTNU
na tai
s
Su
Business target Enable customers to become the best in the world at managing the sea’s most important food resources effectively, sustainably and carefully
FISH WELFARE and Food Production
SUSTAINABLE Value Chain
COMPETENCE and Collaboration
FISH WELFARE APPROVED PROGRAM
Strategy Transforming the world-wide seafood industry by offering complete and sustainable system solutions for the handling, processing and cooling of fish
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ENABLING SUSTAINABLE FISH HANDLING We are transforming the seafood industry by offering complete and sustainable system solutions for the handling, processing and cooling of fish to the seafood industry.
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