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2024
Archer Limited
ANNUAL REPORT

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Contents
Business overview 3
Financial review 6
Health, Safety and Environmental 9
Risk factors 12
Share capital issues and Corporate
Governance
21
Board of Directors 22
Executive management 25
Business and Financial Review
Board of Directors Report Financials
Responsibility Statement 95
General 27
Environment 51
Climate Change 52
Taxonomy 63
Pollution 70
Social 72
Own Workforce 73
Workers in the Value chain 85
Governance 90
Business Conduct 91
Sustainability Statement
Responsibility Statement
Consolidated Statements of Operations 97
Consolidated Statements of
Comprehensive Loss
98
Consolidated Balance Sheet 99
Consolidated Statements of Cash Flows 100
Consolidated Statement of Changes in
Shareholders’ Equity
101
Notes to the Consolidated Financial
Statements
102
Auditor report 129
Appendix 1 – Corporate Governance 134
Appendix 2 – Material Subsidiaries 138
Financial Statements
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Archer 2024 Annual Report3
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
Archer Limited, along with its subsidiaries, is a global
services company with a heritage in drilling and well
services that stretches back over 50 years. The Com-
pany was incorporated in Bermuda on 31 August 2007
and conducted operations as Seawell Limited until 16
May 2011 when shareholders approved a resolution to
change the name to Archer Limited.
The Company is publicly traded on the Oslo Stock Exchange
under the ticker ARCH. Archer’s main operations currently take
place in the major basins within Europe, Asia Pacific, North and
South America and Archer is expanding throughout the Mid-
dle East, and West Africa.
The legal name of the Company is Archer Limited, which also
is its commercial name. The Companys registered office is at
Par-la-Ville Place, 14 Par-la-Ville Road, Hamilton HM 08, Bermu-
da and its main telephone number at that address is +441-295-
6935.
The Company is an exempted company limited by shares and
is organized and exists under the laws of Bermuda
and the Bermuda Companies Act, with registration no. 40612.
The Company’s LEI code is 549300D1D5TS4O1V4923.
The Company’s Shares are listed the Oslo Stock Exchange un-
der the ticker symbol “ARCH” and the Companys website
can be found at www.archerwell.com.
Principal markets
Archer is a company providing drilling and well services to the
global energy industry employing 5,000 globally. Archer op-
erates in over 40 countries, providing sustainable high-quality
services and innovative technology to optimize Archers cus-
tomer’s energy solutions.
Archer drilling teams secure production on more than 30 off-
shore platforms in the North Sea and Brazil, and own two mod-
ular rigs. In addition, Archer owns more than 60 mobile land
rigs in Latin America. Archer provides well services including
bespoke downhole technologies for all stages of the well life-
cycle from drilling, completion to workover, slot recovery, and
plug and abandonment.. Strengthened by experience and an
outstanding record for safety and efficiency, Archer aim to de-
liver the best drilling and well services globally.
The Group’s operations are managed through four segments:
Platform Operations, Well Services, Land Drilling and Renewa-
bles. The Group’s current four segments are described further
in the following.
The Group’s operations are managed through four segments:
Platform Operations, Well Services, Land Drilling and Renewa-
bles. The Group’s current four segments are described further
in the following.
The Platform Operations segment includes platform
drilling operations, modular rigs and engineering.
The Group conducts offshore drilling services on client owned
fixed oil and gas installations, referred to as “platforms”. The
Group manage the drilling operation and supplies experi-
enced personnel for drilling operations, maintenance, and
technical support on production platforms.
The Company and its predecessors have provided drilling and
management services on platforms in the UK and Norwegian
North Sea for 50 years. Since the award of the first platform
drilling contract in the North Sea on the Heather platform in
1977, the Group has been a key player in the supply of drill-
ing and maintenance personnel to platforms. Since that time,
the Group has continued to build on its early experience by
increasing capabilities, developing supporting technologies,
and extending the Group’s global footprint. Currently, the
Group offshore drilling business operate over 30 platforms
in the UK,Norway and Brazil, with responsibility for the opera-
tion and maintenance of all the equipment owned by clients.
The Group has long-term relationships with a large number
of major operators, including Apache, Ithaca Energy, Repsol
Resources and Taqa in the UK, and Aker BP and Equinor in
Norway as well as Equinor and Trident Energy in Brazil.
Board of Directors’ Report
Business overview
Business overview
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Archer 2024 Annual Report4
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
The Group constructed and operates two modular drilling
units, the Archer Emerald (2012) and the Archer Topaz (2014),
to cost-effectively service the platform drilling industry. The
rigs are designed to operate stand-alone and can be rigged
up on certain offshore platforms to provide complete life-cycle
drilling and work-over services from initial well delivery right
through to decommissioning. Archer provides engineering
services encompassing conceptual solutions through detailed
design and construction to final offshore and onshore com-
missioning.
Archer Well Services division provides well services in-
cluding bespoke downhole technologies for all stages of
the well lifecycle from drilling, completion to workover,
slot recovery, and plug and abandonment.
Archer Well Services is a result of merging Coiled Tubing,
Oiltools, and Wireline into one division. Our team consists of
more than 800 people globally. We have operations in over
40 countries worldwide, with offices in 13 countries. We offer
a wide array of downhole technologies for various phases of
the well lifecycle, spanning from Well Construction & Comple-
tion, Well Intervention & Workover, Well P&A & Slot Recovery,
to Surface, Geothermal, and CCUS applications.
Archer has developed a range of technology and tools to
enhance safety well integrity, and to optimize heavy well in-
terventions. From gas-tight stage tools and barrier plugs, tra-
ditional down-hole equipment and high tier solutions for well
intervention and for the plug and abandonment of wells. The
solutions contribute to the efficient management and integrity
of a well throughout its life. The Group’s technologies provide
solutions for a wide range of tasks during the design phase,
through drilling, completion and well intervention, to abandon-
ment.
Archers intervention business is one of the founding entities
of the entire company and can trace its roots back over 50
years. From our proud beginnings as a pure mechanical wire-
line services company, we now provide the complete range of
slickline and electric line wireline intervention services.
Archer’s Land Drilling segment has provided drilling and
workover services to operators in Argentina, Bolivia and
other countries for more than 45 years.
Archer’s Land Drilling business offer a complete range of
integrated drilling, completion and well servicing services for
the entire well lifecycle, from well construction to decommis-
sioning.
DLS, Archers Land Drilling division is a leading drilling and
technology company that operates one of the largest fleets
of advanced technology, AC-powered land rigs in Latin Amer-
ica, including Quicksilver, Ideal and Flex 4 drilling units. These
mobile, innovative land rig units are specifically designed to
deliver safe and efficient operations.
The Group’s Renewables segment consists of two divi-
sions, being Archer’s geothermal drilling business con-
ducted by Iceland Drilling and offshore wind
Archers geothermal operation is conducted through its 60%
ownership in Iceland Drilling. Iceland Drilling is an international
leader in high-temperature geothermal drilling, with offerings
across renewable service segments such as deep drilling for
electricity generation, wells for district heating and cooling,
and wells for carbon storage. The company has close to 200
employees with its main operations currently in Iceland and
the Philippines.
Archers offshore wind services are provided through Archer
Wind. Archer Wind is a floater solutions provider for the float-
ing offshore wind industry, established for the purpose of exe-
cuting large, complex offshore wind projects.
Business overview
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Archer 2024 Annual Report5
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
Outlook
The markets for the Groups services are impacted by the op-
erators demand for Archers services which are in the longer
term impacted by the ongoing energy transition as well as cy-
clical variations influenced by oil market outlook and oil price
levels.
Archer shares IEAs expectation that global energy consump-
tion will continue to increase, with oil and gas remaining an im-
portant part of the energy mix as the global energy transition
evolves. Offshore and onshore reserves will be vital for future
energy supply and support demand for Archer’s service offer-
ings globally. Archers main activity remains within the brown-
field portion of the oil and gas value chain, which is less volatile
than the greenfield developments.
While recent U.S. tariffs and lower oil prices impose challeng-
es in the energy sector in general and for oilfield services in
particular, Archer expects in the short term a continued focus
from the operators towards production drilling from produc-
ing fields, both onshore and offshore. Over time Archer ex-
pects that the number of production facilities in the North Sea
will decline as production and services relating to oil and gas
related exploration will enter a declining phase in the North
Sea. The pace and magnitude of the demand shift from hy-
drocarbons to renewables remain uncertain and difficult to
predict, and the impact on the Groups business is subject to
a number of factors. At the same time, the energy transition
has presented new markets for Archer services. In particular,
Archer focuses on further advancing its OneArcher operating
model and capitalizing on Archer’s market presence to cap-
ture a substantial portion of the Plug and Abandonment and
decommission work that is required in the North Sea in the
decades ahead. Furthermore, the ownership in Iceland Drilling,
which focuses on services to the geothermal drilling industry,
provides a clear synergy to Archer’s drilling services provid-
ed, particularly relating to its land drilling operations. Finally,
Archers investment in Archer Wind, provide for a foothold in
the floating offshore wind market, which can possibly be an
important growth area for Archer going forward.
In the Land Drilling division, the Company is capitalizing on
Archers expertise and assets to be the Argentinean opera-
tor’s driller of choice in the ongoing development of the Vaca
Muerta shale oil and gas. As also described in section 2.1.4, Ar-
gentina’s default on its sovereign debt combined with capital
restrictions have led to a challenging situation for the oil and
gas sector in the country, including the oil service industry.
The development in the Vaca Muerta basin, and Argentina’s
sanctioning of oil and gas infrastructure, provides for a more
optimistic view on the market environment for Archer going
forward.
Strategy
The strategy of the Group is to deliver better wells and to be
the “supplier of choice” for drilling services, well interventions
as well as plug and abandonments. The Group aims to achieve
this by continuously improving its services and product qual-
ity and by utilizing people who demonstrate the values of
the Group and deliver excellence. This approach enables the
Group to further broaden its reach, both geographically and
technically, and it can be the foundation to secure longer term
profitable growth. The Group will leverage competence and
experience, for use in sustainable renewable energy with ser-
vice offering with geothermal energy, carbon storage, wind,
and hydropower for the long-term growth. The Group will
continue to pursue opportunities to benefit from economies
of scale, to selectively strengthen the Group’s geographical
footprint and to develop proprietary technologies.
Business overview
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Archer 2024 Annual Report6
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
Operating results
Revenue for the year ended December 31, 2024 was
$1,300.7 million or 11% higher than the revenue in 2023
with increased revenue from all our divisions, fueled by
a general increase in activity as well as impact from ac-
quisitions during the year. The increase in revenue was
particularly high in our Land Drilling segment.
EBITDA, (Earnings before Interest and Other financial items,
Taxes, Depreciation, Amortisation and gain/loss on sale of as-
sets) for the year ended December 31, 2024 was $134.8 mil-
lion, representing an increase of 15% compared to 2023. The
increase in reported EBITDA is driven by improvements in all
divisions, particularly in Land Drilling.
Platform Operations revenue was 6% higher than in 2023
with increased revenue from Platform Drilling, Modular Rigs
and Engineering services. In addition, since May 2024, we re-
port a portion of Vertikal’s activity that is not reported under
Renewables, under the Platform Operations. EBITDA increased
by 8% over 2023.
Well Services revenue increased by 10% compared to 2023,
driven primarily by increased revenue from both Oiltools and
coiled tubing, and 1.5 months of revenue from the WFR acqui-
sition. The increased activity, combined with margin expansion
led to an overall 13% increase in EBITDA compared to 2023.
Land Drilling revenue increased by 15% compared with 2023,
reflecting increased activity levels in Argentina during 2024,
an overall improvement in demand for our services as well
as effect of higher inflation than currency depreciation in Ar-
gentina. Year-on-year EBITDA improved by 26% due to higher
activity and margin expansion.
In its first year, our Renewables reporting segment contribut-
ed $21 million to our total revenue.
Total expenses, including reimbursable expenses and depre-
ciation for the year ended December 31, 2024 amounted to
$1,229.4 million, an increase of 11% compared to the year ended
December 31, 2023.
Our depreciation and amortisation expenses for the year end-
ed December 31, 2024 amounted to $61.6 million, an increase
of 24% compared to $49.8 million for the year ended Decem-
ber 31, 2023. The increase in depreciation is partly explained
by the consolidation of new companies following the various
acquisitions during 2024.
We test goodwill for impairment on an annual basis during the
fourth quarter and between annual tests if an event occurs, or
circumstances change, that would more likely than not reduce
the fair value of a reporting unit below its carrying amount.
The testing of the valuation of goodwill involves significant
judgment and assumptions to be made in connection with
the future performance of the various components of our
business operations, including assumptions about future cash
flows of each reporting unit, discount rates applied to these
cash flows and current market estimates of value. In the event
that market conditions deteriorate or there is a prolonged
downturn, the Group may be required to record an impair-
ment of goodwill, and such impairment could be material. The
vast majority of our goodwill relates to our Platform Opera-
tions and Well Services segments. Both segments have seen
improved results in the last couple of years, and they have a
solid contract backlog for the next 3-5 years. During 2024 we
acquired businesses in both our Renewables and Land Drill-
ing segments, which added moderate goodwill. Based on the
combined improved results, sound financial performance,
order backlog and forecasts, we identified no impairment re-
quirement at December 31, 2024.
We test our fixed assets for impairment on an annual basis
during the fourth quarter and between annual tests if an event
occurs, or circumstances change, that would more likely than
not reduce the fair value of a reporting unit below the carry-
ing amount. The testing of the valuation of our assets involves
significant judgement and assumptions to be made in con-
nection with the future performance of those assets in our
business operations, including assumptions about future cash
flows generated from these assets, discount rates applied to
these cash flows and current market estimates of value. As a
result of our testing in 2024 we have recognised total impair-
ment charges of $2.7 million relating to our land rigs in Argen-
tina. The carrying values of our remaining rigs are supported
by current contracts, estimated future cash flow forecasts and
valuation reports from independent appraisers.
Our general and administrative expenses for the year ended
December 31, 2024 amounted to $42.6 million, a reduction of
9% compared to $46.8 million for the year ended December
31, 2023.
Net interest expense for the year ended December 31, 2024
amounted to $58.6 million, an increase of 13% compared to
51.8 million for the year ended December 31, 2023. The in-
crease in net interest expense reflects both the general in-
crease in USD interest rates in 2024 compared to 2023 and
higher credit margin. The amortization of prepaid debt fees
which is included in the interest cost, amounted to $6.8 million
in 2024 compared to $5.6 million in 2023.
Board of Directors’ Report
Financial Review
Financial Review
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Archer 2024 Annual Report7
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
Other financial items for the year ended December 31, 2024,
amounted to a net cost of $27.8 million, compared to $30.5
million for the year ended December 31, 2023. Other financial
items included foreign exchange gains and losses. We are
exposed to the effect of currency exchange movements. In
2024, we recorded an exchange loss of $20.9 million (2023:
$19.0 million).
The net loss before taxes in 2024 amounted to $10.6 million,
compared to $22.2 million for the financial year 2023.
Our total income tax charges for 2024 amounted to a tax ex-
pense of $14.6 million as compared to an expense of $5.9 mil-
lion for 2023. The Groups net tax expense primarily relates to
tax expense from operations in Europe, driven by underlying
improved profitability for the operations in Norway and South
America.
The net loss in 2024 amounted to $25.2 million, compared to a
loss of $28.1 million for the financial year 2023.
We have proposed no dividends for the year ended Decem-
ber 31, 2024.
Balance sheet
Our total current assets were $401.3 million at December 31,
2024, an increase of 14% compared to $354.8 million at De-
cember 31, 2023. Accounts receivable increased moderately
by $4 million, or 2,2%, reflecting an increase in business activi-
ty partly offset by improvements in days of sales outstanding
(“DSO”). Cash and cash equivalents increased by $24.7 million
to $76.8 million.
Our total non-current assets were $599.6 million at December
31, 2024 and consisted primarily of fixed assets used in our
operations, goodwill, and right of use assets under operating
leases. The increase of $48.7 million or 8% compared to $550.9
million in 2023, is mainly due to the acquisitions during 2024.
As of December 31, 2024, our total assets amounted to $1,000.8
million, compared to $905.7 million at December 31, 2023.
Our total current liabilities were $337.7 million at December
31, 2024 compared to $277.5 million at 31 December 2023, an
increase of $60.2 million. The increase is explained by the in-
creased accounts payables and other current liabilities, largely
a result of the acquisitions during 2024.
Our total non-current liabilities were $440.3 million at Decem-
ber 31, 2024 and consisted primarily of the First and Second
Lien debt.
Cash flows
The following table summarises our cash flows from operat-
ing, investing and financing activities for the years ended De-
cember 31, 2024 and 2023.
Summary of cash flows
Cash flow from operating activities increased in 2024, com-
pared to 2023 resulting from improved operational perfor-
mance and working capital.
Cash outflow used in investing activities totalled $118.9 million
in 2024 compared to $48.7 million in 2023.
In 2024 cash provided by financing activities amounted to
$49.5 million, largely explained by the equity issuance in 2024.
Other events in 2024
Acquisition of Vertikal Service AS
On 6 May 2024 Archer completed the acquisition of 65% of
the shares in Vertikal Service AS. (or “Vertikal”), an unrelated
company who offers inspection, installation, and maintenance
services to energy customers using advanced industrial rope
access techniques on complex structures such as offshore
and onshore wind turbines, hydropower stations, and offshore
oil and gas installations. The purchase is part of Archers di-
versification into the renewable energy sector, by the acquisi-
tion of projects in the wind and hydro generated power and a
workforce with experience and know-how in this sector, which
is augmented by Archer’s engineering skills and industry
knowledge.
Acquisition of Moreld Ocean Wind AS
On 1 July 2024 Archer completed the acquisition of Moreld
Ocean Wind AS, subsequently re-named Archer Wind AS (or
Archer Wind). Archer Wind is developing offshore floating
wind foundations, and is currently managing the development
of a prototype installation under a contract with Total Ener-
gies using unique technology provided under a collaboration
agreement with Ocergy inc., a US technology and solutions
provider. The purchase is part of Archer’s diversification into
the renewable energy sector, by the acquisition of projects
in wind and hydro generated power. The acquired workforce
with experience and know-how in this sector is augmented by
Archers engineering skills and industry knowledge.
Acquisition of ADA Argentina SRL
On 31 July 2024, Archer’s fully owned Argentinian subsidiar-
ies completed the purchase of ADA Argentina SRL, (or ADA),
from Air Drilling Associated. ADA performs drilling services in
Argentina through the operation of managed pressure drilling
equipment. Archer’s customers in Argentina are increasingly
requiring the sorts of services provided by ADA to be provided
alongside land drilling services already provided, so the ADA
business complements Archer’s operations and facilitates the
offering of integrated services by Archer.
In USD millions
2024 2023
Net cash provided by operating activities 102.8 55.7
Net cash used in investing activities (118.9) (48.7)
Net cash provided by/(used in) financing activities 49.5 (43.7)
Effect of exchange rate changes on cash and cash
equivalents
(8.4) (0.7)
Cash and cash equivalents, including restricted
cash at the beginning of the year
55.6 93.0
Cash and cash equivalents, including
restricted cash, at the end of the year
80.7 55.6
Financial review
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Archer 2024 Annual Report8
Business and Financial Review
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Financial Statements
Sustainability Statement
Acquisition of Comtrac AS
Since 2020, Archer’s fully owned Norwegian subsidiary Arch-
er Norge AS has owned 50% of Comtrac AS, an entity set up
for the development and ownership of well intervention tech-
nology. Since its inception, the investment in Comtrac AS has
been accounted for using the equity method of consolidation.
On 4 September 2024 Archer Norge AS purchased the oth-
er 50% of the company from the only other shareholder, IKM
Gruppen AS. Following the attainment of 100% ownership of
Comtrac AS Archer is able to directly commission the building
of rods (which are the ComTrac technology) which are utilised
in the provision of well services to Archer’s customers.
Acquisition of Wellbore Fishing & Rental Tools, LLC
In November 2024, Archer completed the acquisition of WFR.
WFR is a US based well technology player focused on fishing
operation in the oil and gas sector. Fishing operations include
multiple activities during the well life cycle, including the re-
moval of stuck equipment, pipe, completion, downhole tools,
casing, and liners for intervention, as well as workover and P&A
operations.
Acquisition of shares in Iceland Drilling
In November 2024, the Company announced that it had com-
pleted the acquisition of an additional 10% of the shares in Ice-
land Drilling from its joint venture partner Kaldbakur. for USD
2.5 million, to be settled through the issuance of new shares in
the Company to Kaldbakur. Iceland Drilling is an international
leader in high-temperature geothermal drilling, with offerings
across renewable service segments such as deep drilling for
electricity generation, wells for district heating and cooling,
and wells for carbon storage. The company has close to 200
employees with its main operations currently in Iceland and
the Philippines.
The Private Placement
On 31 October 2024, the Company announced that it had
successfully completed the Private Placement raising the
NOK equivalent of approx. USD 50 million in gross proceeds,
through the allocation of in total 24,393,100 Shares at a sub-
scription price of NOK 22.465 per Share.
Subsequent Events
Refinancing
On February 6, 2025 Archer announced the placement of new
5 year USD 425 million senior secured bonds, carrying a cou-
pon of 9.5%. The new bonds were issued on February 24th.
The proceeds from the bonds issuance were applied towards
the full repayment of the First Lien Facility and the Second
Lien Bond described in Note 17 Debt. Following these repay-
ments, the unamortised debt issuance costs relating to these
facilities will be expensed and result in a non-cash financial
cost of $17.4 million in the first quarter of 2025.
In connection with the bonds issuance, Archer established a
$75 million revolving credit facility, ranking super senior to the
bonds.
Contract awards
On February 26, 2025, Archer announced that its subsidiary
Wellbore Fishing & Rental Tools LLC, had been awarded a
frame agreement for the provision of Fishing and Thru Tub-
ing Fishing for a major deepwater operator in the US Gulf of
America.
On February 28, 2025, Archer announced that Equinor has
awarded the company the planning work for the permanent
plug and abandonment (P&A) of the Snorre UPA and Heidrun
B&C templates.
On April 28, 2025, Archer announced renewal of a contract
with Pan American Energy in the south of Argentina, with re-
duced activity in this region.
Trade disruption
On April 2, 2025, USA announced tariffs on U.S. trade, escalating
tensions and increasing uncertainty in global markets. Pursu-
antly, the implementation of certain of the tariffs has been post-
poned, while tariffs to some countries have been retaliated with
similar tariffs, leading to escalation. As the company sees it, the
direct impact from these trade disruptions on the Company is
expected to be modest. Should however the trade disruption
lead to reduced economic growth and deterioration of the ener-
gy prices over time, it could impact the activity level for Archer.
Key figures
Going concern
Our Board of Directors confirms their assumption of the
Group as a going concern for the foreseeable future, being
a period of not less than 12 months from the date of this re-
port. This assumption is based on the liquidity position of the
Group, forecasted operating results, the debt maturity being
extended to 2030 following the refinancing in 2025, and the
market outlook for the energy service sector as at December
31, 2024. The Board believes the annual report provides a fair
presentation of the Group’s assets and debt, financial position
and financial performance.
2024 2023
Revenue In USD millions 1,301 1,169
EBITDA1 In USD millions 135 117
EBITDA before exceptional items2 In USD millions 142 125
Net (loss)/income from continuing operations In
USD millions
(25.6) (28.1)
Net interest-bearing debt In USD millions 364 368
Employees at December 31 5,037 4,856
¹ EBITDA is defined as Earnings before Interest and Other financial items, Taxes,
Depreciation, Amortisation and gain/loss on sale of assets. This non-GAAP
measurement is widely used by analysts and investors for assessing the
company’s underlying performance and comparisons with other companies
within the industry.
2 Exceptional items include severance payments, costs of idle personnel in Latin
America and office closure costs which are non-recurring and are not directly
related to our current business operations, as disclosed in Note 4 Compensation
and severance expenses to the consolidated financial statements.
Financial review
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Archer 2024 Annual Report9
Business and Financial Review
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Financial Statements
Sustainability Statement
Archer’s HSE philosophy is to establish and maintain
an incident-free workplace where accidents, injuries or
losses do not occur.
Safety is one of our key values. The value is embedded in the
way we work in compliance with our procedures, with the au-
thority to ‘stop work’ if safety is compromised, planning before
we act, evaluating performance to ensure we improve, and
maintaining a positive working environment.
Measuring performance is a key element in Archer’s contin-
uous improvement process, and results are monitored con-
stantly and systematically. A selection of KPIs reflecting Arch-
er’s policies and objectives is reviewed down to installation
level and reported to management on a monthly basis.
External and internal audits, verifications, inspections, and
management visits offshore are carried out to measure com-
pliance towards requirements. Archer has in the last couple
of years introduced a new tool, which we call check-act. The
check-act is also a verification tool, but more based on inter-
views with focus on getting employee feedback on status and
suggestions for improvements. This increases the ownership
to improvement actions coming out of the check-acts.
The close monitoring of the KPI results facilitates analysis of
trends and causes, enabling the management to implement
corrective actions if and when required. Together with the
outcome of audits and inspections and the discussions in our
management reviews, these results are used in the prepara-
tion of the annual HSE focus plans.
The main element in the Archer QHSE plan has been the fur-
ther follow-up of the Archer safety culture program; The
big 5 & the broken window. Via different initiatives during the
year, Archer reinforced the message in these two
programs through several initiatives:
1. NCR Training
Conducted training in non-conformance reporting and
handling
E-learning programs available for all employees on the
Archer NCR system Synergi
2. Implementation of a Global Tool for Proactive
Reporting
Selection and roll-out of a digital platform for proactive
reporting
Training programs to ensure widespread adoption
Integration with existing HSE processes to enhance report-
ing culture
3. Deployment of the Company’s Quality Rules
Information campaigns to ensure awareness of quality
rules
Quality meetings to ensure implementation locally in each
business line
4. Establishing a Process for Using Existing HSE Tools
Visualize the integration of Archer HSE tools into daily work
routines via a roadmap to Safety, The roadmap is called a
SafeDay
Video material from the Archer Vice Presidents to strength-
en the message in SafeDay made available for all employ-
ees
5. Campaigns on Broken Window and Error Traps
Awareness campaigns for prompt handling of minor
deviations
Implementation of reporting routines to prevent escalation
Workshops and discussions on error traps and improve-
ment measures
Perform check-acts to verify compliance and identify error
traps
6. Follow-up on Mental Health
October is dedicated to mental health
Presentations and supporting material made available for
all employees
Local initiatives to follow-up on employee’s well-being and
to put mental health on the agenda
The Big 5 & the broken window will continue to play a
central role in the Archer HSE plan for 2025, ensuring a
continued improvement in the Archer total recordable
injury frequency (“TRIF”) trend.
The numbers from 2023 are not directly comparable to 2024
as the 2024 numbers also includes the Archer renewable seg-
ment. The 2024 TRIF trend ended at 0.84, and the LTI trend
ended at 0.27. Archer injury trend is based on number of inju-
ries during 200,000 work hours.
Most incidents can easily be avoided, which is why we keep
consistent and high QHSE focus. To help us build a proactive
reporting culture to ensure continuous improvement, Archer
also has a global system where all employees have access to
report observations and/or suggest improvements. To ensure
quality in the content and use of the system, Archer also tracks
proactive reporting as a KPI.
Board of Directors’ Report
Health, Safety and Environmental
Health, Safety and Environmental
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Sustainability Statement
The close monitoring of the KPI results enable analyses of
trends and causes, enabling the management to implement
corrective actions if and when required. Incidents and high-risk
events are subject to root cause analysis to ensure learning
across all operations. Together with the outcome of audits and
inspections and the discussions in our management reviews,
these results are used in the preparation of the annual HSE
focus plans.
The following table provides a summary of our work injury
statistics.
The table above illustrates the total amount of recordable person-
nel injuries for Archer Platform Operations, Well Services, Archer
Renewables and Land Drilling.
Archer is actively working to minimize the risk of damage to the
environment as a result of operations. This includes the system-
atic registration of emissions and discharges and pre-emptive
action in selecting chemicals that cause minimum harm to the
environment. However, there are still risks of environmental dam-
age and negative consequences for the company. In 2024 Archer
had no reportable spills.
The Archer Management system is certified according to the ISO
9001:2015 certificate. Oiltools Norway, UK and US are certified in
accordance with API Q1. In addition, the UK and Brazil operations
are accredited to the ISO 14001:2015 for Environmental Manage-
ment Standards. Archer has described the social responsibility in
its management system and made clear commitments through-
out the year.
2024 2023
Area
Loss Time
Injuries
Medical
Treatment
Cases
Loss Time
Injuries
Medical
Treatment
Cases
Platform Operation 7 11 6 9
Well Services 2 1 1 3
Land Drilling 0 2 1 1
Renewables 3 8
Archer Total 12 22 8 13
Health, Safety and Environmental
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Archer 2024 Annual Report11
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Sustainability Statement
Transparency act
Archer respects and acknowledges the principles of funda-
mental human rights and decent working conditions as de-
fined in the Norwegian Transparency Act (“NTA”). Archer’s as-
sessments in accordance with the requirements of the NTA for
2024 will be made available on the Company’s website when
it is approved prior to June 30, 2025, in compliance with the
requirements of the NTA. The 2023 assessment is available on
our website.
Employees and diversity
We are proud to see that our global workforces’ dedication to
demonstrating our values and delivering leading performance
to our clients has continued to impress throughout 2024. The
Company`s strategy to develop sustainable renewable busi-
ness lines has materialized during the year. A new Renewable
Division has been established and consists of 3 organizations
totalling 391 employees.
We have during the year continued to increase focus towards
digitalization to improve our work processes and upheld the op-
portunity to practice work flexibility for our workforce. This has
been recognized by our global workforce and has improved
our ability to connect and to support our clients with reduced
mobility and continued home office requirements. The 2024
employee survey indicates that this flexibility has a positive im-
pact to our workforce and their overall impression of their work
– life balance.
The geopolitical situation in the Middle East still creates some
uncertainties for our employees in the region, which cause high
focus on safety and employee security.
The total headcount for Archer had a net increase of 181 em-
ployees during 2024, with 5,037 employees at year-end. The
highest increase is within our Well Service division followed by
a minor increase for Platform Operations and our Land Drilling
divisions.
Our diverse global workforce is composed of 58 different na-
tionalities spread across in 14 countries. Although, our business
remains heavily male dominated due to the nature of work we
have through 2024 seen a healthy increase of 1.5% in female
workers versus 2023 making a total female ratio of 7.1%.
Female employees make up 25.7% of our non-field workforce,
with 23.6 % of those female employees holding leadership po-
sitions.
Archer is a people business, therefore the diversity in our frame-
work has high focus and is very important to us. We firmly be-
lieve that our people are our most valuable capital. Creating a
learning, sustainable and safe workplace is a key to the success
of our company.
The Archer Group is an equal opportunity employer and exer-
cises fair treatment to all individuals regardless of race, colour,
religion, gender, national origin, age, disability, or any other sta-
tus protected by law. This commitment applies to all employ-
ment decisions and in all the countries in which Archer entities
operate. Included within our Human Rights policy is our com-
mitment to respect the principles in the UN Guiding Principles
on Business and Human Rights, the International Bill of Human
Rights, and the ILO Core Conventions on Labour Standards.
Archer complies with established international labour stand-
ards and employment legislation where we operate and is com-
mitted to the prevention of child and forced labour, non-discrim-
ination in the workplace, the right of freedom of association and
assembly, and the right to collective bargaining.
Archer is a member of employer associations where applica-
ble. We have established union agreements with employee
unions at locations where required due to union presence,
and we perform regular meetings with union representatives.
Absenteeism
The target for overall absenteeism for the organization is 4,0%
for field personnel and 2% for non-field personnel. We are con-
tinuously focusing on follow up on the absenteeism to under-
stand how we best can support to get people back to work as
quick as possible. Managers have close communication with
their personnel on sick leave to ensure we keep close contact
between the employee and the company. As most locations
have established a flexible work policy for non – field person-
nel, we see a trend that some employees are working from
home when same condition previously would be taken as sick
leave. The high focus on absenteeism has continued during
the year. We are running two pilot projects in Norway and Ar-
gentina with focus on workforce health and welfare to ensure
the best possible work attendance. We have seen a positive
development on absenteeism rate during the project duration
for those two locations.
Health, Safety and Environmental
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Sustainability Statement
Risks relating to Group and the industry in which it
operates
The Groups business depends on the level of activity of oil
and gas exploration, development and production in the
North Sea and internationally, and in particular, the level of
exploration, development and production expenditures of
the Groups customers.
The North Sea is a mature oil and natural gas production re-
gion that has experienced substantial seismic survey and ex-
ploration activity for many years. Because a large number of
oil and natural gas prospects in this region have already been
drilled, additional prospects of sufficient size and quality could
be more difficult to identify in the future. The decrease in the
size of oil and natural gas prospects and a decrease in produc-
tion may result in reduced drilling activity in the North Sea.
As a significant portion of the Groups business is conducted
in the North Sea, such decrease may reduce the demand for
the Group’s services, which would adversely affect the Groups
business, results of operations, cash flows, financial condition
and prospects. However, the energy transition and the perma-
nent abandonment of existing fields and wells will mitigate
some of the risk in the short to medium term. The risk for the
Group’s business is the timing of when the decline in devel-
opment and production of oil and gas in the North Sea and
Internationally are materialising and when the Group experi-
ences uptick in the volume of permanent abandonment and
decommission.
Board of Directors’ Report
Risk Factors
Risk Factors
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Currently, approximately 10% of the Groups revenue is related
to exploration and new development services, approximately
75% from services related to oil and gas production (brown-
field), approximately 10% from services related to permanent
plugging & abandonment of wells and decommissioning
while approximately 5% is generated from services related to
renewable energy.
Further, although the pace and magnitude of the demand
for a shift from hydrocarbons to renewable energy sources is
uncertain and difficult to predict, such energy transition could
lead to a decline in the demand for the Group’s services and
thus negatively affect the Group, and there can be no assur-
ance that the Group will be able to successfully adapt to such
energy transition.
The Groups business is significantly dependent on the level
of oil and gas prices
The demand for the Group’s drilling and well services is ad-
versely affected by declines in exploration, development and
production activity associated with depressed oil and natural
gas prices. Historically, oil and gas prices have been highly vol-
atile and subject to large fluctuations in response to relatively
minor changes in the supply of and demand for oil and gas,
market uncertainty and a variety of other economic and politi-
cal factors, as seen in connection with the COVID-19 pandemic
and the war in Ukraine.
Lower oil prices typically result in significant reductions in cap-
ital expenditure budgets, cancellation or deferral of projects
and reductions in discretionary expenditures. Certain develop-
ment projects could also become unprofitable as a result of
price declines, which could in turn result in the Group post-
poning or cancelling a planned project or, if it is not possible to
cancel the project, carrying out the project with negative eco-
nomic impact. In addition, the Group may face property im-
pairments if prices fall significantly. However, higher prices do
not necessarily translate into increased drilling activity since
clients’ expectations about future commodity prices typically
drive demand for the Groups services. As such, no assurance
can be given that oil prices will remain at levels which will ena-
ble the Group to do business profitably or at levels that make
it economically viable to produce from certain wells and any
material decline in such prices could result in a reduction of
net production volumes and revenue and a decrease in re-
serves and in the valuation of exploration, appraisal, develop-
ment and production properties.
Additionally, adverse changes to commodity prices could
reduce the Groups ability to refinance outstanding indebt-
edness in the event lenders or investors reduce access to li-
quidity in response to such adverse changes. Consequently,
changes in oil and gas prices may adversely affect the Groups
business, results of operations, cash flow, financial condition
and prospects.
The Groups industry is highly competitive
The Group’s industry is highly competitive. The Groups con-
tracts are traditionally awarded on a competitive bid basis, with
pricing often being the primary factor in determining which
qualified contractor is awarded a job, although each contrac-
tor’s technical capability, product and service quality and avail-
ability, responsiveness, experience, safety performance record
and reputation for quality can also be key factors in the deter-
mination.
Several other oilfield service companies are larger than the
Group and have resources that are significantly greater than
the Group’s resources. Furthermore, the Group competes with
several smaller companies capable of competing effectively
on a regional or local basis. These competitors may be able to
better withstand industry downturns, compete on the basis of
price, and acquire and implement new equipment and tech-
nologies. Should the Group not be able to compete effectively,
this could adversely affect the Groups revenues and profita-
bility.
For most of its businesses, the Group is primarily awarded con-
tracts by participating in tender processes. However, some of
the Group’s contracts are entered into following direct nego-
tiations with clients. Where the Group tenders for contracts,
it is generally difficult to predict whether the Group will be
awarded contracts on favourable terms or at all. The tenders
are affected by several factors beyond the Group’s control,
such as market conditions, competition (including the inten-
sity of the competition in a particular market), financing ar-
rangements and governmental approvals required by clients.
The Group’s ability to renew or extend existing contracts or
sign new contracts will largely depend on prevailing market
conditions. If the Group is unable to sign new contracts or if
new contracts are entered into at rates or prices substantial-
ly below the current cost levels or on terms otherwise less
favourable compared to existing contract terms, the Group’s
business, results of operations, cash flow and financial condi-
tion may be adversely affected.
The Groups Argentina operations could be affected by gov-
ernment action
The Group’s land drilling division provides drilling and worko-
ver services to operators in Argentina, and these operations
account for approximately 25-30% of the Groups total reve-
nues. Argentinas has in the past defaulted on its sovereign
debt, and from time-to-time imposed capital restrictions, both
leading to a challenging situation for the oil and gas sector in
the country, including the oil service industry. How the govern-
ment of Argentina invests in the energy sector, makes chang-
es to employment and labour legislation (see also section 2.2.5
“Risks related to labour disruptions”), and formulates policy
around taxation, currency control and exchange, national debt
repayment and commodity pricing could all have a significant
effect on the Group’s business in Argentina.
For instance, the Argentinean government continue to im-
pose strict capital controls, including restrictions on payment
to related parties for services rendered. This restricts payment
from Argentinean Archer entities to non-Argentinean Archer
entities using the official foreign exchange market rates. Until
these capital controls are lifted, there is a risk that the Group
will not be in a position to freely utilise cash generated from its
Argentinean operation, to settle internal bareboat obligations
to other Group companies outside Argentina, to support the
rest of the Groups activity.
Risk Factors
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Archer 2024 Annual Report14
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Sustainability Statement
Argentina has recently taken significant steps to support the
development of its oil and gas resources, focusing primarily
on the massive Vaca Muerta shale formation. Recent initiatives
include investments in pipeline expansion, legislative reforms
and sanctioning of LNG export infrastructure projects. These
measures aim to transform Argentina into a significant player
in the global energy market while bolstering domestic ener-
gy security. Should the government be unsuccessful in the
implementation of these measures, either through financing
constraints, policy reversal or delays in the approval processes,
there would be lower demand for Archer’s services in Argenti-
na, which could have an adverse effect on both activity levels
and profitability in the Groups Argentinian operation.
Risks related to cessation or change of the Group’s opera-
tions in Argentina
The Group’s land drilling division provides drilling and work
over services to operators in Argentina, and these operations
account for approximately 25-30% of the Groups total reve-
nues. A significant portion of the Groups operational activity
in Argentina is conducted under a key contract with a signifi-
cant operator in the region. The continuation of this contract
is important for the Group’s ongoing operations and revenue
generation in Argentina. Although the Group actively seeks to
maintain strong partnerships, there is a possibility that oper-
ators may choose to terminate agreements or decide not to
renew them, which, in turn, could result in the Group need-
ing to halt or significantly alter its operations in Argentina.
For instance, one of the Groups clients in Argentina recent-
ly cancelled contract for three (3) work over units during Q1
2025, leading to reduced activity and down manning of 90
employees. The total termination costs amounted to approx-
imately USD 4 million which, in this case, were agreed to be
reimbursed by the client. However, no assurance can be made
that such costs will be rechargeable to the Groups customers
in the future.
A prolonged gap in operations could require adjustments to
the scale of its activities in the region. If a suitable replacement
contract or partnership cannot be secured within a reasonable
time frame, the Group may be forced to reduce or cease its ac-
tivities in Argentina entirely. This could result in idle drilling rigs
and equipment, which would have a direct negative impact on
the Group’s revenue. A complete cessation of operations could
also require the Group to shut down its local operations, includ-
ing administrative functions and the supply chain related to its
Argentine land drilling services. This would, in turn, lead to the
potential need for a large-scale reduction in workforce, as the
Group would no longer require local personnel for the contin-
uation of drilling activities. Argentina has strict labour laws, and
the Group would face substantial severance costs and other
liabilities associated with workforce reduction. These statuto-
ry obligations could include severance pay, compensation for
accrued benefits, and other legal entitlements, which would
significantly strain the Group’s financial resources.
The risk of an operational shut down or significant scaling
back of activities in Argentina could result in substantial finan-
cial losses, both from lost revenue and the costs associated
with employee termination. These costs, combined with the
potential disruption to the Group’s operations, could materially
affect its profitability, cash flow, and overall financial position.
The Group may pursue acquisitions that prove unsuccessful
or divert its resources
Acquisitions have historically been, and may continue to be,
important for the growth of the Groups business, and the
Group may consider making strategic merger and acquisitions
to support further growth and profitability. In 2023, the Group
completed the acquisition of Romar-Abrado and the acquisi-
tion of Baker Hughes’ coiled tubing business in the UK, both
of which are included in the well services reporting segment.
During 2024, the Company acquired 65% of the shares in Ver-
tical Services AS, 100% of the shares in Moreld Ocean Wind,
100% of the shares in ADA Argentina, and an additional 10% of
the shares in Iceland Drilling. Furthermore, in November 2024,
the Company completed the acquisition of Wellbore Fishing &
Rental Tools, LLC (acquired companies), as announced on 18
November 2024. There is a risk that the Group will not be able
to successfully integrate WFR into the Group, or that any of the
other risks set out in the below paragraphs may materialize
with respect to the acquisition of acquired businesses.
Successful growth through acquisitions is dependent upon
the Company’s ability to identify suitable acquisition targets,
conduct appropriate due diligence, negotiate transactions on
favourable terms and ultimately complete such acquisitions
and integrate acquired entities, including retaining key per-
sonnel. There can be no assurance that acquisition opportu-
nities will be available on acceptable terms or at all, or that the
Group will be able to obtain necessary financing or regulatory
approvals to complete potential acquisitions. Its assessment of
and assumptions regarding acquisition targets may prove to
be incorrect, and actual developments may differ significantly
from expectations. The Group may not be able to integrate
acquisitions successfully, synergies may not be realized, and
integration may require greater investment and time than
anticipated. Additionally, any acquisitions completed by the
Group may result in unintended consequences, for example,
if significant liabilities are not identified during due diligence or
come to light after the expiration of any applicable warranty or
indemnity periods.
Additionally, the process of integrating the business of the tar-
gets may be disruptive to the Group’s operations, as a result of,
among other things, unforeseen legal, regulatory, contractual
and other issues, including or following disputes with minority
shareholders, and difficulties in realizing operating synergies,
which could adversely affect its results of operations. Moreo-
ver, successful integration of the targets may place a signif-
icant burden on management and other internal resources.
The diversion of management’s attention, and any difficulties
encountered in the transition and integration process, could
harm the Group’s business, financial condition and results of
operations.
A small number of customers account for a significant
portion of the Group’s total operating revenues
The Group derives a significant amount of its total operating
revenues from a few energy companies. In the year ended 31
December 2024, Equinor and Pan American Energy account-
ed for approximately 39.1% and 19.1% of the Groups total oper-
ating revenues, respectively. During the year ended 31 Decem-
ber 2023, contracts from Equinor and Pan American Energy
accounted for 45.3% and 18.0% of the Group’s total operating
revenues, respectively. Consequently, the Groups financial
condition and results of operations will be materially adversely
affected if these customers interrupt or curtail their activities,
terminate their contracts with the Group, fail to renew their ex-
isting contracts or make timely payments under existing con-
tract, or refuse to award new contracts to the Group, and the
Group is unable to enter into contracts with new customers at
comparable day rates. As such, the loss of any significant cus-
tomer could adversely affect the Groups financial condition
and results of operations.
Risk Factors
Graphics
Archer 2024 Annual Report15
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Sustainability Statement
An oversupply of comparable rigs in the geographic
markets in which the Group competes could depress the
utilization rates and day rates for its rigs
Utilization rates, which are the number of days a rig actually
works divided by the number of days the rig is available for
work, and day rates, which are the contract prices customers
pay for rigs per day, are also affected by the total supply of
comparable rigs available for service in the geographic mar-
kets in which the Group competes. Improvements in demand
in a geographic market may cause the Groups competitors to
respond by moving competing rigs into the market, thus in-
tensifying price competition. Significant new rig construction
could also intensify price competition. In the past, there have
been prolonged periods of rig oversupply with correspond-
ingly depressed utilization rates and day rates largely due to
earlier, speculative construction of new rigs. Improvements in
day rates and expectations of longer-term, sustained improve-
ments in utilization rates and day rates for drilling rigs may
lead to construction of new rigs. Furthermore, these increases
in the supply of rigs could also depress the utilization rates
and day rates for the Group’s modular rigs and thus materially
reduce the Group’s revenues and profitability for this segment.
The Group’s land drilling operations in Argentina are particular-
ly exposed to the aforementioned risks.
The Group will experience reduced profitability if its cus-
tomers reduce activity levels or terminate or seek to rene-
gotiate their contracts with the Group
Currently, the Groups drilling services contracts with major
customers are largely day rate contracts, pursuant to which
the Group charges a fixed charge per day regardless of the
number of days needed to drill the well. Likewise, under the
Group’s current well services contracts, the Group charges a
fixed daily fee. During depressed market conditions, a custom-
er may no longer need services that are currently under con-
tract or may be able to obtain comparable services at a low-
er daily rate. As a result, customers may seek to renegotiate
the terms of their existing platform drilling contracts with the
Group or avoid their obligations under such contracts. In addi-
tion, the Group’s customers may have the right to terminate, or
may seek to renegotiate, existing contracts if the Group experi-
ences downtime, operational problems above the contractual
limit or safety-related issues or in other specified circumstanc-
es, which include events beyond the control of either party.
The Group’s firm backlog estimated to USD 2.1 billion, could be
changed by operators giving notice to change in work scope,
or operators could terminate these contracts. Operators’
changes to work scope on existing contracts or termination,
could potentially impact the Group’s annual revenue by 50%
over the next 3-4 years.
Further, some of the Groups contracts with its customers in-
clude terms allowing the customer to terminate the contracts
without cause, with little or no prior notice and without pen-
alty or early termination payments. In addition, under some
of its existing contracts, the Group could be required to pay
penalties if such contracts are terminated due to downtime,
operational problems or failure to perform by the Group. Some
of the Group’s other contracts with customers may be cancel-
lable at the option of the customer upon payment of a pen-
alty, which may not fully compensate the Group for the loss
of the contract. Early termination of a contract may result in
the Group’s employees being idle for an extended period of
time. If the Group’s customers cancel or require the Group to
renegotiate some of its significant contracts, and the Group is
unable to secure new contracts on substantially similar terms,
or if contracts are suspended for an extended period of time,
the Group’s revenues and profitability would be materially re-
duced.
Exploration and production operations involve numerous
operational risks and hazards
Substantially all of the Groups operations are subject to haz-
ards that are customary for exploration and production activ-
ity, including blow outs, reservoir damage, loss of well control,
cratering, oil and gas well fires and explosions, natural disas-
ters, pollution and mechanical failure. Any of these risks could
result in damage to or destruction of drilling equipment, per-
sonal injury and property damage, suspension of operations,
or environmental damage, and may subject the Company to
claims and litigation.
To the extent that the Group is unable to transfer risks such
as the above-mentioned to customers by contract or indem-
nification agreements, the Group generally seeks protection
through customary insurance to protect its business against
these potential losses. However, there is no assurance that
such insurance or indemnification agreements will adequately
protect the Group against liability from all of the consequenc-
Risk Factors
Graphics
Archer 2024 Annual Report16
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Financial Statements
Sustainability Statement
es of the hazards and risks described above. The occurrence
of an event for which the Group is not fully insured or indemni-
fied against, or the failure of a customer or insurer to meet its
indemnification or insurance obligations, could result in sub-
stantial losses.
The Group almost invariably transfer the following risks to cli-
ents (i) pollution/contamination/reservoir risk, (ii) injury/death
to their personnel, (iii) damage to their owned property, and (iv)
blowouts/uncontrolled flow of hydrocarbons. There are some
contracts in some jurisdictions where it is more common to
impose a ‘deductible’ for these events with an indemnity over
that sum, or where an indemnity is excluded for the Groups
own gross negligence or willful misconduct (either by contract
or operation of law). The Group insures for and generally takes
the risks for its own property, personnel, and pollution/contam-
ination emanating or existing on its own property. The Group
insures for all these events.
Risks relating to cyber-attacks
The Group relies heavily on technology and data systems in
order to conduct its operations. The Group’s software, tech-
nology, data, websites or networks, as well as those of third
parties, are vulnerable to security breaches, including unau-
thorised access, computer viruses or other cyber threats that
could have a security impact. Although the Group has imple-
mented security systems, the Group may not be able to pre-
vent cyber-attacks, such as phishing and hacking, or prevent
breaches caused by employee error, in a timely manner or at
all. If such events occur, unauthorised persons may access or
manipulate confidential and proprietary information of the
Group, destroy or cause interruptions in the Groups data sys-
tems which in turn could adversely hamper the Groups ability
to execute projects and otherwise conduct its business. Con-
sequently, cyber-attacks or breaches negatively affecting the
Group’s data systems could have a material adverse effect on
the Group’s business, financial condition and results of opera-
tions.
Operational and environmental challenges in offshore wind
development
Through the acquisition of Moreld Ocean Wind, which is now
renamed Archer Wind, Archer entered the early phase of de-
velopment of offshore wind solution. In August, Archer was
awarded a contract by TotalEnergies, for the delivery of the
floating wind foundation for a wind pilot which will be connect-
ed to the Culzean platform in UK. The offshore wind industry
is in the development phase, and currently there are several
concepts for the offshore wind industry being developed and
explored.
The involves installation of a not yet proven concept-solution
involve significant operational, environmental, economical and
regulatory challenges that could result in cost overruns, delays,
or project failures, adversely impacting the Groups business
and financial performance within the offshore wind division
under development in the Group. Should the wind pilot for the
Culzean platform prove technical, commercial and operational
successful, there is a risk that the offshore wind projects in-
clude risks relates to governmental approval of offshore wind
projects, governmental funding support in the start-up phase
of the industry, the location of the wind projects with approv-
al from local communities, operators, or others willingness to
fund the construction wind projects and the successful install-
ing of the first offshore wind projects.
Pending the successful construction of the concept and
testing of concept, will impact future activity. Should the con-
struction and testing of the concept be unsuccessful, either
proving to not be technical satisfactory or economically via-
ble, the company is unlikely to continue within offshore wind
development.
Risks related to dependency on suppliers and subcontrac-
tors in the Groups business
The Group relies on a range of suppliers and subcontractors
for critical equipment, materials, specialized services, and la-
bour required to deliver its drilling and well services. Any dis-
ruption in the supply of these goods or services, whether due
to supplier insolvency, supply chain interruptions, price fluctu-
ations, or subcontractor performance issues, could negatively
impact the Groups operations and ability to fulfill contractual
obligations. Additionally, the Group may be dependent on a
limited number of suppliers or subcontractors for certain key
components or specialized tasks, which increases the risk of
delays or disruptions if these parties are unable to meet the
Group’s demands. Reputational risks also arise if the perfor-
mance or reliability of suppliers and subcontractors falls short
of expectations, particularly with key clients. Failure to meet
project deadlines or contractual obligations, as well as repu-
tational damage from these parties’ failures, could undermine
client trust and affect future business opportunities. If any such
disruptions or reputational issues occur, they could adversely
affect the Group’s business, operations, financial performance,
and ability to meet project deadlines and contractual obliga-
tions.
Risks relating to trade tariffs
Archer operates in a global economic environment where
trade policies, including the imposition of tariffs and other
trade restrictions, can significantly impact financial markets
and demand for services. Government actions affecting inter-
national trade, including new or increased tariffs, trade barriers,
sanctions, or other restrictions, may influence the overall eco-
nomic climate and Archer Limited’s operational performance.
Trade tariffs can create volatility in financial markets, leading
to fluctuations in currency exchange rates, interest rates, and
commodity prices. Such volatility may impact Archers cost
structure, financing capabilities, and overall financial stability.
Additionally, trade disputes between major economies can
result in decreased investor confidence, affecting capital avail-
ability and market valuation.
The imposition of tariffs on key raw materials and finished
goods used in our industry may increase operational costs for
our clients, leading to potential reductions in demand for Arch-
er’s services. Tariff-related uncertainties may also cause delays
or cancellations in investment decisions, further impacting our
revenue streams. Furthermore, retaliatory tariffs imposed by
other nations could limit market access for key customers, in-
directly reducing the demand for our services.
Risk Factors
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Sustainability Statement
Risks related to law, regulation and litigation
Risks related to the Group’s international operations
The Group has had operations in 40 countries in Asia, Ocean-
ia, Europe, North America, South America, the Middle East and
Africa, and may expand into new countries and geographies in
the future. As such, the Group’s operations are subject to various
laws and regulations in the countries in which it operates, whose
political and compliance regimes differ. Part of the Groups strat-
egy is to prudently and opportunistically acquire businesses
and assets that complement the Groups existing products and
services and to expand the Group’s geographic footprint. There
can, however, be no assurance that that Group will be able to
successfully integrate businesses or assets acquired in the fu-
ture (domestic or abroad), and there is a risk that substantial
costs, delays, business disruptions or other issues could arise
in connection with such acquisitions, which in turn could have a
material adverse effect on the Group. Further, if the Group makes
acquisitions in other countries, the Group may increase its expo-
sure to various risks, such as unexpected changes in regulatory
requirements, foreign currency fluctuations and devaluation,
increased governmental ownership and regulation of the econ-
omy in markets in which the Group operates, and other forms
of government regulations beyond the Groups control. Govern-
ments in some foreign countries have become increasingly ac-
tive in regulating and controlling the ownership of concessions
and companies holding concessions, the exploration for oil and
natural gas, and other aspects of their countries’ oil and natural
gas industries. In some areas of the world, this governmental
activity has adversely affected the amount of exploration and
development work done by major oil and natural gas compa-
nies and may continue to do so. For instance, the Company has
observed certain foreign exchange restrictions in Argentina and
Angola, an increase of local content legislation in West Africa
and more challenging contracting practices by national oil com-
panies (NOCs) in e.g. Brazil, United Arab Emirates and Malaysia.
Further, in some of the foreign jurisdictions in which the Group
operates, or may operate in the future, the Group is subject to
foreign governmental regulations favouring or requiring the
awarding of contracts to local contractors or requiring foreign
contractors to employ citizens of, or purchase supplies from, a
particular jurisdiction. These regulations may adversely affect
the Group’s ability to compete.
The risks described above could cause the Group to curtail or
terminate operations, result in the loss of personnel or assets,
disrupt financial and commercial markets, and generate great-
er political and economic instability in some of the geographic
areas in which the Group operates. Further, there can be no
assurance that the Group will be able to comply with applica-
ble regulations in all countries in which it operates or that the
Group can do so without incurring unexpected costs. If these
or other risks related to the Group’s international operations
cannot be effectively managed, the business, financial condi-
tion and results of operations of the Group may be materially
affected.
The Group is subject to governmental laws and regulations,
some of which may impose significant liability on the Group
Many aspects of the Groups operations are subject to laws and
regulations that relate, directly or indirectly, to the oilfield servic-
es industry, including laws requiring the Group to control the
discharge of oil and other contaminants into the environment,
requiring removal and clean-up of materials that may harm the
environment, controlling carbon dioxide emissions or otherwise
relating to environmental protection. The Group incurs, and ex-
pects to continue to incur, capital and operating costs to comply
with environmental laws and regulations.
Although the Group actively works towards minimizing the
risk of damage to the environment as a result of its opera-
tions, there are still risks of environmental damage and nega-
tive consequences for the Group. For example, the Company
reported two minor spills in 2020 (of in total 80 litres mud).
Failure to comply with environmental laws and regulations
may result in the assessment of administrative, civil and
even criminal penalties, the imposition of remedial obliga-
tions, and the issuance of injunctions that may limit or pro-
hibit the Group’s operations. The technical requirements of
environmental laws and regulations are becoming increas-
ingly expensive, complex and stringent. The application of
these requirements, the modification of existing laws or reg-
ulations or the adoption of new laws or regulations curtailing
exploration and production activity could materially limit the
Group’s future contract opportunities, limit the Group’s ac-
tivities or the activities and levels of capital spending by the
Group’s customers, or materially increase the Groups costs.
Failure by the Group to comply with anti-bribery laws may
have a negative impact on its ongoing operations.
The Group operates in countries, and may expand its opera-
tion into new countries, known to experience governmental
corruption, as indicated by Transparency International’s Cor-
ruption Perception Index, such as Angola, Azerbaijan, Brazil,
and Indonesia. While the Group is committed to conducting
business in a legal and ethical manner, there is a risk that its
employees or agents or those of its affiliates may take actions
that violate legislation promulgated by a number of countries
pursuant to the 1997 OECD Convention on Combating Bribery
of Foreign Public Officials in International Business Transac-
tions or other applicable anti-corruption laws which general-
ly prohibit companies and their intermediaries from making
improper payments for the purpose of obtaining or retaining
business. Any failure to comply with the anti-bribery laws
could subject the Group to fines, sanctions and other penalties
against it which could have a material adverse impact on the
Group’s business, financial condition and results of operations.
The Group is exposed to risk due to changes in tax laws or
tax practice of any jurisdiction in which the Group operates
The Company is a Bermuda company and, as such, the Com-
pany is not required to pay taxes in Bermuda on income or
capital gains pursuant to current Bermuda law. However, in De-
cember 2023, Bermuda implemented corporate income tax,
effective for fiscal years beginning on or after 1 January 2025.
The Bermuda income tax rules are intended to align to the
Organisation for Economic Co-operation and Development`s
global anti-base erosion (GloBE) rules to support consistent
and predictable tax outcomes. The calculation of taxable in-
come begins with financial fluctuation and restrictions on
currency repatriation where possible by obtaining contracts
providing for payment of a percentage of the contract indexed
to the U.S. dollar exchange rate. Consequently, fluctuations be-
tween USD, NOK, Argentine Pesos, British pounds, and other
currencies, may have a material adverse effect on the Group’s
cash flow and financial condition.
Risk Factors
Graphics
Archer 2024 Annual Report18
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
Risks related to labour disruptions
Union activity and general labour unrest may significantly af-
fect the Group’s operations in some jurisdictions. In Argentina
and Brazil, which are countries where the Group operates, la-
bour organizations have substantial support and considerable
political influence. The demands of labour organizations in Ar-
gentina have increased in recent years as a result of the gener-
al labour unrest and dissatisfaction resulting from the disparity
between the cost of living and salaries in Argentina due to the
devaluation of the Argentine Peso. Should the Group’s opera-
tions in Argentina, or in other countries in which the Group op-
erates, face labour disruptions in the future, this could have a
material adverse effect on the Groups financial condition and
results of operations
Risks relating to legal disputes
The Group may from time to time become involved in sig-
nificant legal disputes and legal proceedings relating to op-
erations, environmental issues, intellectual property rights or
otherwise. By way of illustration, and as concerns intellectual
property rights, third parties could assert that the tools, tech-
niques, methodologies, programs and components the Group
uses to provide its services infringe upon the intellectual prop-
erty rights of others. Infringement claims generally result in
significant legal and other costs and may distract manage-
ment from running the Groups core business. Additionally, if
any of these claims were to be successful, developing non-in-
fringing technologies and/or making royalty payments under
licenses from third parties, if available, would increase the
Group’s costs.
Furthermore, legal proceedings could be ruled against the
Group and the Group could be required to, inter alia, pay dam-
ages, halt its operations, stop its projects or relinquish licences.
Even if the Group would ultimately prevail, which cannot be
assured, such disputes and litigation may have a substantially
negative effect on the Group, its financial condition, cash flow,
prospects and/or its operations.
The Group has not in recent years had any significant legal
disputes or legal proceedings.
Risk Factors
Graphics
Archer 2024 Annual Report19
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Financial Statements
Sustainability Statement
Risks related to financial matters
The Group may be unable to access sufficient funding
The Group is dependent on timely access to sufficient funding
on acceptable terms, in order to execute the Groups strategy
and optimise the Group’s asset portfolio through acquisitions,
which may be difficult to achieve if the Group faces an eco-
nomic downturn or in the event of a general economic down-
turn. Any difficulty the Group may encounter in securing ade-
quate sources of short and long-term funding could hamper
future merger and acquisition opportunities and other growth
opportunities, and as such adversely affect the Group.
Risks relating to the Group’s financing arrangement
The Group refinanced its existing first lien facility and the sec-
ond lien bonds in 2025, see Note 27 Subsequent Events. The
new financing arrangement contains various restrictive cove-
nants, including change of control clauses, and undertakings
that limit the discretion of the Group’s management in oper-
ating the Group’s business. In particular, these covenants limit
the Group’s ability to, among other things:
provide loans or other financial support to third parties,
joint ventures and other investment vehicles;
acquire companies or assets, including a yearly basket
amount that can be freely used to acquire companies,
and for acquisitions outside these are restricted to those
funded by equity or which meet specific criteria in relation
to EBITDA, etc;
incur or guarantee additional indebtedness;
pay dividends, redeem or repurchase stock, prepay,
redeem or repurchase other debt or make other restricted
payments;
use proceeds from asset sales, new indebtedness or equity
issuances for general corporate purposes or investment
into its business;
invest in joint ventures;
create or incur liens;
enter into transactions with affiliates;
sell assets or consolidate or merge with or into other com-
panies; and enter into new lines of business.
The Group’s continued ability to incur additional debt and to
conduct business in general is subject to the Group’s compli-
ance with the above-mentioned covenants, which limit the dis-
cretion of management in operating the Groups business and
that, in turn, could impair the Groups ability to meet its obliga-
tions. Breaches of these covenants could result in defaults un-
der the applicable debt instruments and could trigger defaults
under any of the Group’s other indebtedness that is cross de-
faulted against such instruments, even if the Group meets its
payment obligations. In particular, the first lien facility includes
a change of control clause which, if triggered, will, inter alia,
entitle a lender or guarantee facility bank to require repayment
under the first lien facility, and also entitle a lender to cancel
its commitment under the first lien facility. Financial and other
covenants that limit the Group’s operational flexibility, as well
as defaults resulting from breach of any of these covenants,
could have a material adverse effect Group’s business, results
of operations, cash flows, financial condition and prospects.
The Group’s results of operations may be adversely
affected by currency fluctuations
The Group’s reporting currency is US Dollars, but the Group
receives revenues and incur expenditures in other currencies
due to its international operations, mainly Argentine Pesos,
Norwegian kroner, and British pounds. As such, the Group is
exposed to foreign currency exchange movements in both
transactions that are denominated in currency other than US
Dollars and in translating consolidated subsidiaries who do
not have a functional currency of US Dollars. For the finan-
cial year 2024, the Group recognized net foreign exchange
losses of $20.9 million in its consolidated income statement
(2023: $19.0 million). The Group attempts to limit the risks of
currency fluctuation and restrictions on currency repatriation
where possible by obtaining contracts providing for payment
of a percentage of the contract indexed to the U.S. dollar ex-
change rate. To the extent possible, the Group seeks to limit
its exposure to local currencies by matching the acceptance
of local currencies to the Groups local expense requirements
in those currencies. However, there can be no assurance
that future hedging arrangements will be effective. Conse-
quently, fluctuations between USD, NOK, Argentine Pesos,
British pounds, and other currencies, may have a material ad-
verse effect on the Groups cash flow and financial condition.
The Group currently has a significant level of debt and could
incur additional debt in the future
As of 31 December 2024, the Group had total outstanding in-
terest-bearing debt of USD 441.3 million. This debt represented
44% of the Group’s total assets. The Group’s current debt and
the limitations imposed on the Group by the Refinancing or
any future debt agreements could have significant adverse
consequences for the Group’s business and future prospects,
including the following:
limit the Group’s ability to obtain necessary financing in the
future for working capital, capital expenditure, acquisitions,
debt services requirements or other purposes;
make it difficult for the Group to repay the debt as it comes
due, obtain extension of maturities or secure sufficient
refinancing;
require the Group to dedicate a substantial portion of its
cash flow from operations to payments of principal and
interest on its debt;
make the Group more vulnerable during downturns in its
business and limit its ability to take advantage of signifi-
cant business opportunities and to react to changes in the
Group’s business and in market or industry conditions; and
place the Group at a competitive disadvantage compared
to competitors that have less debt.
If the Group’s operating income is not sufficient to service its
current or future indebtedness, the Group may be forced to
take action such as reducing or delaying its business activities,
acquisitions, investments or capital expenditures, selling as-
sets, restructuring or refinancing its debt or seeking additional
equity capital, which in turn could materially and adversely af-
fect the business of the Group.
Risk related to the outlook
The Group’s future results may differ materially from what is
expressed and the Groups financial outlook for the year end-
ing 31 December 2025 reflects various material assumptions
some of which are outside management’s control. These, and
the other assumptions, may or may not prove to be correct.
The outlook has been prepared in accordance with the Group’s
ordinary forecasting procedures which have been prepared
in accordance with the Companys accounting policies and
on a basis comparable to the historical financial information.
Risk factors
Graphics
Archer 2024 Annual Report20
Business and Financial Review
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Financial Statements
Sustainability Statement
However, the forecast of consolidated financial information is
based on estimates made by the Group based on assump-
tions about future events, including the acquisition of Wellbore
Fishing and Rental Tools LLC and the additional share acquisi-
tion in Iceland Drilling. Certain of the assumptions, uncertain-
ties and contingencies relating to the forecast of consolidated
financial information and the projections of financial targets
are wholly or partially within the Groups control, while others
are outside or substantially outside of its control.
The Group has recorded substantial goodwill subject to
periodic reviews of impairment
The Group performs purchase price allocations to intangible
assets when it makes acquisitions. The excess of the purchase
price after allocation of fair values to tangible assets is allocat-
ed to identifiable intangibles and thereafter to goodwill. The
value of the Group’s goodwill is material, and amounted to
USD 174.0 million, equivalent to approximately 17% of the asset
values in the balance sheet, as per 31 December 2024. As of
31 December 2023, the goodwill amounted to USD 156.0 mil-
lion, equivalent to 17% of the values in the balance sheet. The
Group is required to conduct periodic reviews of goodwill for
impairment in value. The testing of the valuation of goodwill
requires judgment and assumptions to be made in connection
with the future performance of the various components of the
Group’s business operations and may significantly impact any
subsequent impairment charge. Any impairment would result
in a non-cash charge against earnings in the period reviewed,
which may or may not create a tax benefit, and would cause
a corresponding decrease in shareholders’ equity. In the event
that market conditions deteriorate or there is a prolonged
downturn, the Group may be required to record an impair-
ment of goodwill, and such impairment could be material.
The Group has recorded substantial values related to
rigs and equipment, which values fluctuate over time
and which are subject to periodic review of impairment.
The Group’s long-lived assets, primarily consisting of rigs
and equipment used in its international drilling operations,
have been recorded in the balance sheet at substantial val-
ues. These assets are subject to periodic impairment reviews,
conducted whenever events or changes in circumstances in-
dicate that their carrying value may not be recoverable, and
at least annually as part of the Groups reporting process. As
of 31 December 2024, the carrying value of the Groups rigs
and equipment is USD 342.6 million. The recoverable value of
these assets is determined based on factors such as market
conditions, demand for oil and gas services, technological ad-
vancements, and other operational considerations. The Group
uses various methods, involving estimated future cashflows
and independent broker valuations, to estimate the fair value
of these assets, which involve significant judgment. If the car-
rying value of these assets exceeds their recoverable amount,
an impairment charge may be recognized, potentially affecting
the Group’s profitability, net assets, and financial performance.
Fluctuations in market conditions, changes in commodity pric-
es, or technological developments could further reduce the
value of the Group’s rigs and equipment, even if previously
considered recoverable. Additional impairment charges, if in-
curred, could adversely affect the Groups financial condition.
Risks Relating to the Shares
Future issues of Shares may dilute the holdings of
Shareholders
The Company may decide to offer additional Shares in the
future, to finance new capital-intensive projects, to pursue
merger and acquisition opportunities, in connection with un-
anticipated liabilities of expenses, for the purpose of delivering
shares under employee incentive programs or for any other
purposes. As the Company is a Bermuda exempted company
limited by shares, shareholders do not have the same preferen-
tial rights in a future offering in the Company as shareholders in
Norwegian limited liability companies listed on the Oslo Stock
Exchange normally have. Depending on the structure of any
future offering, certain existing shareholders may therefore not
be able to purchase additional equity securities, meaning that
these shareholders’ holding and voting interest may be diluted.
Risk factors
Graphics
Archer 2024 Annual Report21
Business and Financial Review
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Financial Statements
Sustainability Statement
Share Capital issues
At December 31, 2024, the number of shares issued was
90,538,134 corresponding to a share capital of $905,381.34.
At December 31, 2024, our authorised share capital was
$1,500,000 consisting of 150,000,000 shares each with a par
value of $0.01. All of our shares are of the same class.
The issued shares are fully paid, and all issued shares represent
capital in the company. The shares are equal in all respects and
each share carries one vote at our General Meeting of share-
holders. None of our shareholders have different voting rights.
The Board is not aware of any other shareholders agreements
or any take-over bids during the year.
All of our issued shares are listed on the Oslo Stock Exchange
and the split of the shareholders, as registered in the Norwe-
gian Central Securities Depository (VPS), was as per the table
below.
Shareholder overview as of December 31, 2024
Corporate governance
The Board has reviewed our compliance with various rules
and regulations, such as the Norwegian Accounting Act, the
Norwegian Code of Practice for Corporate Governance, as well
as the respective Bermuda law. A detailed discussion of each
item can be found in the compliance section of this annual re-
port in Appendix A. The Board believes that we are in compli-
ance with the rules and regulations except for certain sections
where the reasons for this noncompliance are provided.
Board of Directors’ Report
Share capital issues and Corporate Governance
PARATUS JU Newco Bermuda Limited 23.8%
Hemen Holding Limited 20.2%
Morgan Stanley & Co. Int. Plc. 5.5%
DNB Markets Aksjehandel/-analyse 3.2%
Others 47.3%
Share capital issues and Corporate Governance
Graphics
Archer 2024 Annual Report22
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Financial Statements
Sustainability Statement
Composition of the Board
Overall responsibility for the management of Archer Limited and its subsidiaries rests with the
Board. Our bye-laws provide that the Board shall consist of a minimum of two directors and
the shareholders have currently approved a maximum of nine directors. One of the directors is
elected to act as chairman at each Board meeting. Archer maintains Directors & Officers liability
insurance against liabilities incurred in their capacity as Director or officer. The policy has a limit
of $40 million.
Archer Limited’s business address at Par-la-Ville Place, 14 Par-la-Ville Road, Hamilton HM 08, Ber-
muda, serves as c/o addresses for the members of the Board in relation to their directorships of
the company.
Board competences and diversity
The Board has identified several key competences needed within the Board to fulfil its responsi-
bilities; operations, finance and accounting, ESG, risk management, global leadership and board
service in stock listed companies.
Currently, the Board consists of five men, none of which are members of the registered man-
agement of the company. The current split is not considered to be equal gender representation
on the Board according to Section 8 of the Norwegian code of practice, however in accordance
with the company laws of Bermuda.
Skills and expertise within ESG-related matters
When evaluating Board candidates, the Board assesses both their ESG-related expertise and
that of the existing Board members to ensure the Board collectively maintains a relevant level of
competence in sustainability matters.
The Audit Committee oversees sustainability-related matters in external reporting, including
discussions on Archers CSRD double materiality assessment. This involvement enhances the
Committee members’ expertise in assessing material sustainability impacts, risks, and opportu-
nities.
Board of Directors’ Report
Board of Directors
Ref Indicator Unit 2024
GOV-1 §21a Number of executive members # 0
GOV-1 §21a Number of non-executive members # 5
GOV-1 §21b Number of employees in the company # 0
GOV-1 §21e Percentage of independent Board members % 80
GOV-1 §21d Percentage of women % 0
GOV-1 §21d Percentage of men % 100
Board of Directors
Graphics
Archer 2024 Annual Report23
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
James O’Shaughnessy
Director
James O’Shaughnessy has served as Director and Chairman
of the Audit Committee since September 2018.
O’Shaughnessy served as an Executive Vice President, Chief
Accounting Officer and Corporate Controller of Axis Cap-
ital Holdings Limited up to March 26, 2019. Prior to that Mr.
O’Shaughnessy has amongst others served as Chief Finan-
cial Officer of Flagstone Reinsurance Holdings and as Chief
Accounting Officer and Senior Vice President of Scottish Re
Group Ltd., and Chief Financial Officer of XL Re Ltd. at XL
Group plc. Mr. O’Shaughnessy received a Bachelor of Com-
merce degree from University College, Cork, Ireland and is a
Fellow of the Institute of Chartered Accountants of Ireland, an
Associate Member of the Chartered Insurance Institute of the
UK and a Chartered Director. Mr. O’Shaughnessy also serves
as a director of Frontline, Golden Ocean, SFL Corporation Lim-
ited, Avance Gas and various insurance entities.
O’Shaughnessy has relevant qualifications, experience and
competence within ESG, environment, social and governance.
GOV-1§21-c
O’Shaughnessy is an Irish, British and Bermudan citizen, resid-
ing in Bermuda.
Giovanni Dell’ Orto
Director
Giovanni Dell’ Orto was appointed as Director in February 2011.
Dell’ Orto was president and chief executive officer of DLS Drill-
ing, Logistics and Services from 1994 to August 2006; since
then he remains member of the board of DLS. He is a mem-
ber of the board of Energy Developments and Investments
Corporation (EDIC), a company with substantial investments
in the oil and gas activities in South America. Dell’ Orto had a
23 years long experience in ENI, with different positions in the
Institutional Relations area; in 1983 he was appointed by the
Italian Government member of the board and of the Executive
Committee of ENI. He also served between 1985 to 1993 as
chairman and chief executive officer of Saipem, and as board
member of Agip and Snam, at that time ENI´s operational sub-
sidiaries.
Dell’ Orto is an Argentinean and Italian citizen and resides in
Switzerland.
Jan Erik Klepsland
Director
Jan Erik Klepsland, has served as Director in Archer since Oc-
tober 2021 and as member of the compensation committee
since December 2023.
Klepsland is an Investment Director in Seatankers Manage-
ment Norway AS where he is overseeing and managing var-
ious public and private investments. He serves as a board
member of Noram Drilling AS, Fortis Operations AS and North-
ern Ocean Ltd. Prior to joining Seatankers, he held the position
as Partner at ABG Sundal Collier and prior to that Director in
Nordea.
Klepsland holds a MSc in Finance from Norwegian School of
Economics (NHH), is a Norwegian citizen and resides in Oslo,
Norway.
Board of Directors
Graphics
Archer 2024 Annual Report24
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
Peter J. Sharpe
Director
Peter Sharpe was appointed as a Director in November 2019
and as chairman of the compensation committee since De-
cember 2023.
Sharpe retired from Shell in 2017 after holding a diverse range
of Executive Management positions at various international lo-
cations over a period of 37 years. He Served as Executive Vice
President of Shell for over 10 years, with responsibility for man-
aging Shell upstream investments in well construction and
maintenance globally. He served as chairman of Sirius Well
Manufacturing Pte, an independent joint venture between
Shell and China National Petroleum Corporation from 2012 to
2017, as a non-executive director of Xtreme Drilling and Coil
Services Corporation from 2008 to 2014 and as a Director of
Seadrill Ltd from 2018 to 2020.
Sharpe received a Bachelor of Science degree from the Uni-
versity of Hull in 1980, is a UK citizen resides in the United
Kingdom.
Richard Stables
Director
Richard Stables has served as director since May 2023 and as
member of the audit committee since December 2023.
He is a chartered accountant with many years’ experience in
banking and financial services. He was a corporate finance
partner at Lazard, where he worked for 32 years until his re-
tirement at the end of 2021. He brings a wealth of knowledge
and experience of the financial markets, corporate finance and
strategy. He now runs his own consultancy, Fulcrum Advisory
Partners LLP, is a non-executive director of The Gym Group
plc and amongst other roles is a senior advisor to Blantyre
Capital Limited.
Stables has relevant qualifications, experience and compe-
tence within ESG, environment, social and governance. GOV-
1§21-c
Stables holds an BSc in Engineering Sciences and Manage-
ment from Durham University, is a British citizen and resides
in England.
Board independence
The Chairman of the company’s five-member Board of Directors is elected by the Board of Directors and not by the shareholders
as recommended in the Norwegian Code of Practice. This is in compliance with normal procedures under Bermuda law.
Board of Directors
Graphics
Archer 2024 Annual Report25
Business and Financial Review
Contents
Financial Statements
Sustainability Statement
Dag Skindlo
Chief Executive Officer
1968, Norway, he/him
Dag Skindlo joined Archer in April 2016 as CFO before his ap-
pointment as CEO in March 2020.
Skindlo is a business-oriented executive with over 30 years in
the energy industry. He joined Schlumberger in 1992 where he
held various financial and operational positions before joining
the Aker Group of companies in 2005 where he held several
global CFO and Managing Director roles before moving to Aq-
uamarine Subsea as CEO. Skindlo served as Chairman of the
Nasdaq listed oilfield service company KLX Energy Services
Holdings Inc. from June 2021 to November 2024.
Skindlo has relevant qualifications, experience and compe-
tence within ESG, environment, social and governance. GOV-
1§21-c
Skindlo is a Norwegian citizen, holds a Master of Science in
Economics and Business Administration from the Norwegian
School of Economy and Business Administration (NHH), and
resides in Oslo, Norway.
Espen Joranger
Chief Financial Officer
1977, Norway, he/him
Espen Joranger joined Archer in May 2013 as the Finance Di-
rector for the North Sea Region and held the position of Arch-
er Group Controller prior to his appointment as CFO in March
2020.
Joranger started his career with EY in Norway for 8 years,
before joining Seadrill for 3 years as Director of Financial Ac-
counting. Joranger has over 20 years of experience in the en-
ergy industry across a wide portfolio of finance, accounting,
M&A, strategy, and investor relations.
Joranger has relevant qualifications, experience and compe-
tence within ESG, environment, social and governance. GOV-
1§21-c
Joranger is a state authorized Public Accountant from the
Norwegian School of Economics and Business Administration
(NHH), is a Norwegian citizen, and resides in Bryne, Norway.
Adam Todd
General Counsel
1977, Canada, he/him
Adam Todd was appointed General Counsel of Archer in Sep-
tember 2017.
He started his career in 2003 with Canadian law firms in Cal-
gary, Alberta before joining Aker Solutions in 2009 where he
held various senior corporate legal positions in both Oslo and
London. Todd brings with him 20 years of international ex-
perience advising on major global oil and gas projects, cross
border M&A, litigation and dispute resolution, compliance, and
corporate governance matters.
Todd has relevant qualifications, experience and competence
within ESG, environment, social and governance. GOV-1§21-c
Todd holds a Juris Doctor from the University of Alberta, is a
Canadian citizen, and resides in Oslo, Norway.
Board of Directors’ Report
Executive management
Executive management competences and diversity GOV-1§21-d
The Executive Management team brings substantial expertise from their respective fields prior to joining
the Group and has further developed sector-specific, product-related, and regional experience during
their tenure. They also receive sustainability-related training from external consultants, courses and in-
house experts, as needed to support their responsibilities.
Executive management
Graphics
Archer 2024 Annual Report26
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Contents
Financial Statements
Sustainability Statement
Sustainability Statement
General 27
Environment 51
Climate Change 52
Taxonomy 63
Pollution 70
Social 72
Own Workforce 73
Workers in the Value chain 85
Governance 90
Business Conduct 91
Graphics
Archer 2024 Annual Report27
Business and Financial Review
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Financial Statements
Sustainability Statement
BP-1
General basis for preparation of sustain-
ability statements
The purpose of Archer’s sustainability report-
ing is to provide investors, banks, clients, and
other stakeholders with a fair and balanced
picture of relevant aspects, engagements,
practices, and results of sustainability matters
as per 31 December 2024.
Consolidation
The sustainability statement has been pre-
pared on the same consolidated basis as the
financial statements. For details on the group
companies included in the consolidation, re-
fer to Appendix 2 – Material Subsidiaries in the
financial statements.
Operations acquired during the reporting
year are included in the sustainability state-
ment for the period they were under control
by Archer, unless otherwise specified. Metrics
from consolidated subsidiaries that were pre-
viously joint ventures are reported as invest-
ments until the date control was achieved,
unless stated otherwise.
Sustainability information related to business
relationships in non-consolidated entities, in-
cluding Archers upstream and downstream
value chain, are defined in the value chain il-
lustration and the overview of where our ma-
terial impacts, risks and opportunities occur
under SBM-3.
The sustainability statement covers the re-
porting period from January 1 to December
31, 2024. Archer has not opted to omit infor-
mation on the basis of intellectual property,
know-how or the results of innovation in the
Sustainability Statement 2024.
In accordance with the CSRD and ESRS tran-
sitional provisions, the company has elected
to make use of the option not to provide com-
parable information.
Framework and data selection
Archers sustainability statement is prepared
in compliance with the ESRS issued by the
European Financial Reporting Advisory Group
(EFRAG). All the data points included in the
E, S, and G sections have been assessed as
material according to our double materiality
assessment (DMA). Please see the IRO-1 and
SBM-3 for information on our DMAs limita-
tions to scope and our methodology.
Sustainability Statement
General
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Archer 2024 Annual Report28
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Financial Statements
Sustainability Statement
BP-2
Disclosures in relation to specific
circumstances
Time Horizons
In our sustainability work we have used the
following definitions of the time horizons:
- Short Term (2025)
- Medium (2026-2035)
- Long term (2036-2050)
The time horizons used differ from the time
intervals defined in the European Sustain-
ability Reporting Standards (ESRS). The or-
ganization defines the medium-term time
horizon as 1+ to 10 years, and the long-term
time horizon as 10+ years. These durations
were selected to align with Archers strategic
planning, risk analysis and capital investment
cycles. The medium-term horizon reflects the
period required to implement operational
changes and achieve initial milestones in our
sustainability initiatives, while the long-term
horizon accounts for the extended timeframe
necessary to realize transformative changes,
such as achieving net-zero emissions or align-
ing with global climate targets.
Estimates
Lack of available information, especially in
the value chain, may introduce uncertainties
in the reported information and require use
of estimates. During the preparation of the
sustainability statement, our management
has applied its best estimates and assump-
tions based on experience and information
available. Actual amounts may differ from the
amounts estimated and judgements made,
as more detailed information becomes avail-
able. We regularly reassess these estimates
and judgements based on, among other
things, historical experience, the current situa-
tion in the markets, and other relevant factors.
The methodology for calculating and pre-
senting sustainability metrics is detailed in
the notes accompanying each metric. These
notes specify whether metrics are directly
measured or estimated using sources such
as third-party data or industry averages. Met-
rics are gathered from Archer’s operational
units, utilizing local management systems
and relying on process data systems, meas-
urements, calculations, and purchasing data.
Detailed notes on each material sustainabil-
ity topic, including value chain information
based on indirect data and estimates with a
high level of measurement uncertainty are
provided in the respective chapters.
Estimate with a high level of measurement uncertainty Page
GHG emissions from upstream transportation and distribution activity
estimates
61
Pollution from drilling activities 71
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Financial Statements
Sustainability Statement
GOV-1, GOV-2
The role of the administrative,
management and supervisory bodies
Archers governance of business conduct
is overseen by various administrative, man-
agement, and supervisory bodies, ensuring
alignment with our ethical principles, compli-
ance with legal requirements, and effective
risk management across our operations and
value chain.
The administrative, management, and su-
pervisory bodies, including their relevant
committees, are regularly informed about
material impacts, risks, and opportunities,
the implementation of due diligence, and
the results and effectiveness of policies, ac-
tions, metrics, and targets adopted to address
them. This information flow is facilitated by
the Vice President Sustainability and General
Counsel during quarterly and annual reviews,
ensuring transparency and accountability.
Archers governance structure integrates the
consideration of impacts, risks, and opportu-
nities into strategic decision-making process-
es, evaluating trade-offs associated with these
elements to ensure comprehensive risk man-
agement and alignment with the company’s
sustainability objectives.
The governance structure and the respective
roles and responsibilities are described in the
following sections.
Board of Directors
The Board of Directors serves as the highest
administrative and governing authority at
Archer, responsible for setting the strategic
direction on business conduct and sustaina-
bility matters. The board’s expertise includes
professionals with backgrounds in corporate
governance, legal compliance, risk manage-
ment, and sustainability.
For more details on the composition and
diversity of the Board of Directors and their
skills, please refer to the Board of Directors
report on page 22.
Roles and responsibilities
The Board is responsible for approving the
overall strategic direction and targets, over-
seeing performance on material sustainabil-
ity impacts, risks, and opportunities (IROs),
and reviewing and approving the results of
the double materiality assessment (DMA) on
an annual basis. All the material IROs reported
on can be found under section SBM-3 - Mate-
rial impacts, risks and opportunities and their
interaction with strategy and business mod-
el. To ensure transparency and accountabil-
ity, the board reviews quarterly and annual
reports on ethical compliance, risk assess-
ments, and the outcomes of whistleblowing
investigations.
Audit
committee
Board of directors
Chief Executive Officer
Executive Team
Core team: Vice President Sustainability,
Chief Financial Officer, Group Accounting & Sustainability Manager
Business functions
Support functions
ESRS topic Accountable person
E1 Climate change
E2 Pollution
VP Sustainability
VP Sustainability
S1 Own workforce (excl. safety)
S1 Own workforce (safety)
S2 Workers in the value chain
HR Director
QHSE Director
General Counsel
G1 Business conduct General Counsel
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Financial Statements
Sustainability Statement
Skills and Expertise
The Board collectively holds expertise relevant to our material
sustainability IROs. To ensure effective oversight of material
sustainability matters, we have mapped the Board’s compe-
tencies against the ESRS topics identified as material to Arch-
er through our DMA. The Board is presented with a progress
update annually across material IROs and strategic priorities
and targets and engages in deep dives on sustainability topics
when needed.
Audit Committee
The Audit Committee is responsible for the integrity and stat-
utory compliance of Archer’s CSRD reporting. It meets four
times a year and annually reviews our CSRD reporting, includ-
ing the results of the double materiality assessment, before
the Board of Directors approves it. This body conducts peri-
odic reviews of risk exposure, evaluates findings from internal
and external audits, and ensures corrective actions are imple-
mented where needed.
Executive Management Team
The Executive Management Team, led by the Chief Execu-
tive Officer (CEO), is responsible for the implementation and
operational oversight of business conduct policies. The CEO,
supported by leaders with expertise in compliance, procure-
ment, human resources, and sustainability, ensures that ethical
standards are upheld throughout the organization.
For more details on the composition and diversity of the Ex-
ecutive Management Team and their skills, please refer to the
Executive Management report on page 25.
Roles and Responsibilities
The Executive Management Team directs and approves the
strategic direction on sustainability and is accountable for
oversight and performance on material sustainability impacts,
risks, and opportunities (IROs).
Archers Vice President Sustainability is entrusted with over-
seeing the company’s sustainability-related impacts, risks, and
opportunities, ensuring the achievement of our sustainability
targets and actions in alignment with our sustainability ambi-
tion. The Vice President Sustainability also integrates ESG top-
ics into core business processes by setting targets, develop-
ing and monitoring key metrics, and implementing oversight
mechanisms and relevant control measures across adminis-
trative, management, and supervisory levels.
Our Chief Financial Officer (CFO) is responsible for sustainable
finance reporting, including CSRD reporting.
Archers ethics and compliance program is led by our General
Counsel, who has organizational responsibility for its struc-
ture and implementation. This program is executed through
Archers legal function and supported by various initiatives in-
volving training, QHSE, HR, and management resources from
the Archer organization. The General Counsel leads the legal
team, which comprises seven senior lawyers in five locations,
each with an average of over 20 years of legal and compliance
experience from multinational companies and law firms.
Skills and Expertise
The Executive Management Team brings decades of collective
experience across the international oilfield services and ener-
gy sector, operating in complex regulatory environments and
diverse geographic regions. The team has solid experience in
corporate governance, financial management and legal com-
pliance. They are skilled in overseeing the company’s impacts,
risks and opportunities, with knowledge in strategic planning,
risk management, and ethical standards. When necessary, the
team consults external experts on specific topics to ensure
comprehensive oversight and informed decision-making.
Information Flow and Strategic Considerations
The Executive Team convenes twice a year to discuss material
sustainability IROs. Together with the CEO, they approve our
strategic direction and targets on sustainability, including links
to our corporate strategy, and are accountable for our perfor-
mance ambitions on sustainability topics. The Executive Team
reviews the double materiality assessment ahead of the Board
of Directors’ approval and monitors performance on material
sustainability matters and progress towards targets. The team
considers material sustainability matters when overseeing our
corporate strategy and making decisions on major transac-
tions.
The accountable persons within the Executive Team are in-
dividually responsible for driving progress on assigned sus-
tainability topics, including defining key actions and allocating
resources to ensure progress on targets and ambitions. They
are supported by the business and support functions.
Business and Support Functions
Business Functions
The business functions are responsible for executing mate-
rial sustainability IROs. They deliver concrete actions on the
ground to progress on our targets and ambitions while man-
aging risks and capturing performance data.
Support Functions
The support functions assist all accountable persons in facili-
tating sustainability work and oversight, guiding and enabling
the Executive Team and the business in setting ambition levels
and delivering on sustainability matters.
Determination of Skills and Expertise
Archers administrative, management, and supervisory bodies
regularly assess the skills and expertise needed to oversee the
company’s material impacts, risks, and opportunities. This in-
volves evaluating the collective knowledge of their members
and identifying any gaps. External advisors and industry spe-
cialists are consulted to support decision-making on complex
sustainability issues. Ongoing training programs focus on reg-
ulatory developments, climate risks, and ESG best practices to
ensure our team is well-equipped to manage these matters. By
aligning competencies with the ESRS topics identified as mate-
rial through our double materiality assessment (DMA), Archer
ensures that the necessary skills and expertise are in place or
developed as needed.
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Financial Statements
Sustainability Statement
GOV-3
Integration of sustainability-related performance in
incentive schemes
Archer has integrated Quality, Health, Safety and Environment
(QHSE) performance metrics into its incentive schemes for
both senior management and relevant employees. Previously,
the bonus model allocated 5% to QHSE performance, with 3%
specifically tied to Safety and 2% to Quality Assurance. Two
of the main parameters for safety are Total Recordable Injury
Frequency (TRIF), how often people get hurt, and High Poten-
tial Incidents (HIPO), which warns of situations that could have
gone badly, but did not. Both measures are important for keep-
ing our operations safe and help spot problems and act before
someone gets seriously hurt. Quality Assurance is linked to
the service quality of work performed, e.g. was the job execut-
ed according to plan or were there incidents that caused e.g.
Non Productive Time (NPT) on the installation.
The remaining 95% of the bonus targets vary according to func-
tion and role. The majority are within the following structure
being linked to a variety of factors such as individual goals (40-
45%), business integration goals (0-5%), group financial perfor-
mance (20-25%), business unit financial performance (20-35%).
Following a review of the incentive structure in 2024, Archer
updated the model to strengthen its alignment with broader
sustainability objectives. Under the revised model, effective for
the 2025 performance year, 4% is now allocated to Business
Unit Safety, and 1% is linked to ESG performance. Business unit
safety is here covering the targets related to TRIF, HIPO de
-
scribed above in addition to safe start up. These metrics are
designed to incentivize high standards in operational safety and
to promote greater accountability for environmental, social, and
governance-related outcomes. The ESG performance at Archer
constitutes a marginal 1% of the overall incentive scheme, with
individual goals determined by members of the company’s gov-
erning bodies and accepted by the broader leadership team.
GOV-3 E1
Climate-related considerations of sustainability-related
performance in incentive schemes
Archers incentive scheme does not take into account cli-
mate-related considerations into the administrative, manage-
ment and supervisory bodies. These considerations will be
taken into account and discussed following Archers next re-
view of the incentive plan.
GOV-4
Archer’s approach to sustainability due diligence
Archer is committed to responsible business practices and
ensuring sustainability throughout our supply chain. Our due
diligence process is designed to assess and mitigate environ-
mental, social, and governance (ESG) risks.
Sustainability due diligence and risk management, aligned
with Archers sustainability strategies, are embedded into busi-
ness processes through comprehensive policies, directives,
and procedures. These include Archers Human Rights Policy,
Code of Conduct, Supplier Declaration, environmental man-
agement, HSE (Health, Safety, and Environment) risk manage-
ment, social responsibility, and sustainability reviews related to
new projects or significant modifications to existing facilities.
Our Due Diligence can be described as followed:
Our supply chain due diligence approach is as set out in the
Workers in the value chain section. Our supplier due diligence
is performed through our Supplier Approval Framework and
focuses on human rights, compliance, quality assurance, en-
vironmental issues, and technical capability. The aim is to en-
sure that Archer’s supply chain is comprised of suppliers who
align with our values, are compliant with our Code of Con-
duct and HSE requirements, are technically capable to deliver
according to our specifications, and will be sustainable busi-
ness partners. We perform due diligence on suppliers as they
are registered in our Supplier Approval Framework, further
due diligence is performed on an ad hoc, risk based, basis.
All Archer approved vendors undergo a prequalification
process that includes ESG criteria, ensuring alignment
with our sustainability policies and international standards.
Follow-up and Compliance Measures:
Audits & Assessments: We perform regular on-site and re-
mote audits to verify compliance with our sustainability re-
quirements. These audits may be conducted internally or by
third-party assessors.
Performance Reviews: Critical vendors participate in struc-
tured performance meetings, where sustainability metrics,
progress reports, and improvement plans are reviewed.
Corrective Action Plans: When non-compliance is identi-
fied, we work closely with vendors to implement corrective
measures, setting clear timelines for improvement.
GOV-5
Risk management and internal control
Our management is responsible for establishing and main-
taining adequate internal control over the ESG reporting to
ensure the information we report is complete and accurate.
Our Group Accounting department regularly assess risks and
controls related to its sustainability reporting process. The risks
are presented and discussed with the Audit Committee with
representation from the Board on a regular basis so adequate
corrective measures can be taken if and when necessary. Our
risk management and internal control processes cover all en-
vironmental, social and governance matters and both quanti-
tative and qualitative information – depending on where risks
are identified and prioritized.
Archer is exposed to risks associated with incomplete or in-
consistent sustainability reporting, including risks associated
with greenwashing. Other risks include inaccuracies in data
inputs and manual errors during the aggregation of data from
multiple systems into the corporate disclosure management
system. Inaccurate data may also require the use of estimates,
which are inherently uncertain and require additional review.
The risk of inaccurate data is particularly large related to the
value chain, where limited data availability may introduce
heightened level of uncertainty in reported information.
To address these risks, Archer has developed and implement-
ed internal controls. These include review controls for both
quantitative and qualitative data, performed by business areas
and group functions. Access controls and automated input
controls are also embedded in our sustainability reporting sys-
tems to enhance data reliability.
While some formalization has been implemented, we recog-
nize the need to improve our risk management and internal
control approach through formalized roles, responsibilities and
definitions for the information reporting in our sustainability
statement. As our sustainability reporting matures, so will our
risk management and internal control approach.
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Archer 2024 Annual Report32
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Financial Statements
Sustainability Statement
SBM-1
Strategy, business model and value chain
Delivering Value: Our Business Model
Archer is a global energy service company with over 50 years
of experience, operating in more than 40 locations worldwide.
We specialize in drilling and work-over services, including plat-
form drilling, land drilling, modular drilling rigs, engineering
services, geothermal drilling, equipment rentals, and a select
range of support services and products. Archers customers
include companies in oil and gas, energy services, and renew-
able power generation, such as geothermal, hydropower, and
offshore wind. In recent years, Archer has begun its expansion
into energy transition markets, leveraging its expertise to de-
velop solutions for the decommissioning of oil and gas wells
and supporting the growth of renewable energy services.
Our comprehensive offerings enable clients to achieve safe,
efficient, and cost-effective operations throughout the explo-
ration, construction, production, and abandonment phases
of energy projects. Safety and operational excellence are the
cornerstones of our value proposition, ensuring reliable and
sustainable solutions for the energy industry.
Key features of our value chain
Archers value chain is meticulously designed to optimize
every stage of energy project operations, from exploration to
abandonment.
Our upstream value chain is characterized by resource extrac-
tion, production of goods, production assembly, and logistics.
Resource extraction involves sourcing the raw materials needed
to manufacture equipment and rigs, ensuring the procurement
of high-quality materials through strategic partnerships with relia
-
ble suppliers. The production of goods includes the manufactur-
ing of these materials into components, implementing stringent
quality control measures to maintain high standards. Production
assembly encompasses the assembly of these components into
finished products, such as well integrity diagnostic tools and
intervention equipment, ensuring they meet industry specifica-
tions and performance requirements. Logistics involve the effi-
cient management and transportation of materials and finished
products to ensure timely delivery and operational efficiency.
Archers own operations involve the direct provision of ser-
vices to oil and gas actors, including platform operations, well
services, land drilling, and renewable services. We support all
stages of the well lifecycle, from exploration, drilling, comple-
tion, and maintenance to workover, slot recovery, and plug
and abandonment. Archer’s renewable services encompass
six core segments: geothermal drilling for electricity, district
heating, carbon storage, floating offshore wind, wind turbine
services, and hydropower services. These operations are in-
tegral to our business model and reflect our commitment to
delivering high-quality services and products.
Archers downstream value chain is characterized by the key
products and services we provide, that supports the produc-
tion, maintenance and abandonment of oil and gas operations
and renewable services. As an actor in the oil and gas industry,
Archer acknowledges its responsibility for the final use of oil
and gas products, ensuring that our operations contribute to
sustainable practices and minimize environmental impacts.
Key Inputs and Resources
Archers operations depend on several essential inputs. Natu-
ral resources, including steel and other materials, are crucial for
developing engineered solutions and maintaining high-quality
service delivery. The company relies on energy sources such
as electricity and fossil fuels to power its rigs and equipment.
Additionally, proprietary technologies and intellectual proper-
ty are fundamental to enhancing drilling efficiency, improving
safety, and minimizing environmental impact. Archer ensures
that essential inputs are secured for its future operations
through focusing on supply chain risk management, diversifi-
cation of suppliers, inventory management, and strategic part-
nerships with key suppliers.
Human capital is central to Archer’s success, with a workforce
exceeding 5,000 employees providing specialized expertise in
offshore and onshore drilling. The company invests in contin-
uous learning and career development to ensure long-term
workforce stability and talent retention. Archer also prioritizes
employee safety, diversity, equity, and inclusion through com-
prehensive health and safety programs and workplace poli-
cies that foster an inclusive environment.
Financial capital, sourced from shareholders, banks, and bond-
holders, supports operations, research, development, and ex-
pansion efforts. Archer also engages with key stakeholders,
including regulatory authorities, suppliers, investors, and local
communities, to uphold compliance, optimize operational per-
formance, and advance sustainability initiatives. To mitigate
supply chain risks, the company employs strategic supplier
agreements, bulk purchasing strategies, and rigorous supplier
screening processes.
Significant Markets and Customer Groups
Archer operates in key energy markets across multiple geog-
raphies, serving oil and gas, geothermal, offshore wind, and
hydropower customers. Over time, the company has expand-
ed its services beyond traditional drilling operations to include
renewable energy solutions, demonstrating its commitment
to the energy transition. The latter is exemplified with several
acquisitions in 2024 such as the acquisition of Moreld Ocean
Wind, renamed Archer Wind, a technology, product, and solu-
tions provider for the floating offshore wind industry in addition
to Vertikal Service AS, a wind and hydro power engineering
company. Other acquisitions are mainly increased sharehold-
ings such as in geothermal driller Iceland Drilling and acquisi-
tions related to existing products and services (ADA, Comtrac)
such as the plugging and abandonment services (WFR).
Geographical breakdown of employees by headcount
Norway 2036
Argentina 1087
United Kingdom 509
USA 115
Other 685
Total 5037
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Archer 2024 Annual Report33
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Financial Statements
Sustainability Statement
In the reporting period, Archer has strengthened its plugging
and abandonment (P&A) services, a key focus area that aligns
with sustainability goals. The company has also expanded ge-
othermal drilling and offshore wind engineering services and
increased collaboration with renewable energy developers
and regulatory bodies to support the broader shift toward low-
er-carbon energy solutions.
Archer operates within the fossil fuel sector, generating reve-
nue from oil and gas drilling, well intervention, and decommis-
sioning services. Its main customers in this sector include ma-
jor oil and gas companies that rely on Archer for hydrocarbon
production support. While supporting clients in hydrocarbon
production, Archer prioritizes well decommissioning and emis-
sions reduction to mitigate long-term environmental impacts.
The company is also investing in renewable energy services
and low-carbon drilling technologies.
In addition to fossil fuel-related activities, Archer generates
revenue from geothermal energy services, offshore wind, and
hydropower maintenance. The company is working toward
enhanced segment reporting in compliance with ESRS sector
requirements, aiming for greater transparency in revenue attri-
bution and sustainability-related financial disclosures.
Sustainability-Related Goals and Strategic Alignment
Archers sustainability strategy is centered on accelerating the
energy transition and improving environmental performance
in critical geographical areas such as North America, Europe,
and Asia. The company is working to reduce drilling-related
emissions by optimizing operational processes and integrat-
ing well decommissioning solutions that minimize the carbon
footprint of abandoned wells. In this work, Archer prioritizes
stakeholder engagement through strategic partnerships, in-
dustry collaborations, and regular dialogue to ensure mutual
alignment and support.
To support the energy transition, Archer is expanding its geo-
thermal drilling, offshore wind engineering, and hydropower
services while continuing to enhance efficiency in its tradition-
al oil and gas operations. Through materiality assessments
and due diligence, the company evaluates how its existing
products and markets align with its sustainability goals. This
ensures that Archer remains focused on developing innova-
tive solutions that contribute to the decarbonization of the
energy sector.
Archer faces several key challenges in balancing its fossil fu-
el-related services with the broader energy transition. Navigate
shifts in market demand, regulatory changes, and investor ex-
pectations while maintaining financial stability. The transition
to sustainable energy services requires substantial investment
in new technologies and business models, for example in ar-
eas such as plugging and abandonment (P&A), geothermal
drilling and offshore wind.
To address these challenges, Archer is prioritizing research
and development (R&D) and targeted mergers & acquisitions
(M&A) to acquire technologies that enhance well abandon-
ment efficiency and support the company’s long-term strate-
gy of reducing its carbon footprint. Archer’s future growth will
also depend on its ability to expand renewable energy service
offerings while maintaining high standards of operational ex-
cellence in existing markets.
Revenue by sector
Sector Unit
Platform Operations* USD Million 575,6
Well Services* USD Million 332,9
Land Drilling* USD Million 375,8
Renewables USD Million 16,4
*Oil & Gas related
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Financial Statements
Sustainability Statement
Type of stakeholder How engagement is organized Purpose of engagements
Employees Well-being programs & mental health initiatives
Employee surveys & town halls
Leadership coaching & performance reviews
Enhance employee well-being & safety
Foster transparent communication
Promote leadership & career
Customers Performance monitoring & improvement
meetings
Regular stakeholder meetings
Audits & compliance checks
Ensure operational excellence
Strengthen collaboration & transparency
Drive continuous improvement
Suppliers Supplier approval & qualification
Regular audits & compliance monitoring
Performance reviews & NCR follow-up
Framework agreements
Ensure quality & compliance
Strengthen supplier collaboration
Drive continuous improvement
Align with ESG standards
Government, policy
makers and regulators
Regular audits & compliance checks
Direct dialogue with policymakers
ESG reporting & policy updates
Ensure regulatory compliance
Promote transparency & accountability
Strengthen governance & risk
management
Local community SG initiatives & community programs
Charity partnerships & community support
Environmental responsibility activities
Public consultations & clean-up events
Promote sustainability & local well-being
Build community trust & support
Maintain clean & safe environments
Strengthen community relations
Investors SG initiatives & community programs
Charity partnerships & community support
Environmental responsibility activities
Public consultations & clean-up events
Promote sustainability & local well-being
Build community trust & support
Maintain clean & safe environments
Strengthen community relations
Civic and non-profit
organizations
Partnerships & sponsorships
ESG initiatives & community support
Donations & fundraising
Collaboration with NGOs
Support community development
Enhance corporate social responsibility
Promote sustainability values
Industry and
sustainability
associations
Membership in industry groups
Participation in forums & workshops
ESG commitments & sustainability programs
Knowledge sharing & training
Stay aligned with regulations
Strengthen ESG efforts
Enhance industry knowledge
Drive sustainability commitments
SBM-2
Interests and views of stakeholders
Archer is committed to maintaining an open and continu-
ous dialogue with its stakeholders to ensure that their in-
terests, concerns, and expectations are considered in our
strategic decisions and business model development. Our
engagement efforts are structured to gather insights that
inform our due diligence processes and materiality assess-
ments, ensuring that sustainability-related impacts and op-
portunities are addressed effectively.
Archer actively engages with regulatory authorities, cus-
tomers, investors, financial institutions, local communities,
and NGOs to align its business model with stakeholder
expectations. These interactions help shape the compa-
ny’s approach to risk assessment, materiality analysis, and
strategic decision-making. Engagement with investors and
financial stakeholders ensures that capital allocation aligns
with sustainability-driven innovation, while collaboration
with local communities supports initiatives that promote
environmental and social responsibility.
We adhere to principles of transparency, integrity, and ac-
countability in our stakeholder interactions. The insights
gained from these engagements are systematically com-
municated to our management and board through es-
tablished governance structures, enabling informed deci-
sion-making on sustainability-related matters.
Archers key stakeholders are identified and documented
within our Management System. Follow-up actions relat-
ed to these stakeholders are defined and implemented
throughout the year. At year-end, the key stakeholder list is
reviewed as part of the annual Management Review. This
review focuses on assessing the actions implemented dur-
ing the year and evaluating any key challenges encoun-
tered. Based on the findings, we discuss and determine the
need for additional actions to address these challenges
and enhance stakeholder engagement.
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Financial Statements
Sustainability Statement
Archers stakeholder engagements provide key insights that
shape its strategy and business model. Through structured
interactions, the company identifies stakeholder concerns,
expectations, and opportunities, integrating them into its due
diligence and materiality assessments. These insights inform
risk management, sustainability efforts, and operational prior-
ities, ensuring alignment with stakeholder interests. Regular
reviews of stakeholder feedback within Archer’s governance
framework support informed decision-making, transparency,
and continuous improvement.
SBM-2 S1
Interest, views and right of own workforce
Archers strategy and business model are shaped by the inter-
ests, views, and rights of our workforce, including respect for
human rights. We achieve this through well-being programs
and mental health initiatives, employee surveys and town halls,
and leadership coaching and performance reviews. These en-
gagement methods aim to enhance employee well-being and
safety, foster transparent communication, and promote lead-
ership and career development, ensuring that our operations
reflect the values and needs of our workforce.
SBM-2 S2
Interest, views and right of value chain workers
Archers strategy and business model are informed by the in-
terests, views, and rights of value chain workers who could be
materially impacted by our operations, including respect for
their human rights. We organize engagement through sup-
plier approval and qualification processes, regular audits and
compliance monitoring, performance reviews, NCR follow-up,
and framework agreements. The purpose of these engage-
ments is to ensure quality and compliance, strengthen sup-
plier collaboration, drive continuous improvement, and align
with ESG standards. These methods ensure that the well-be-
ing and rights of value chain workers are considered in our
decision-making processes, promoting ethical and sustainable
practices throughout our value chain.
SBM-3
Material impacts, risks and opportunities and their in-
teraction with strategy and business model
Our material impacts, risks and opportunities across our
value chain
Our business model and global presence expose us to a dy-
namic landscape of sustainability-related impacts, risks, and
opportunities, influencing both our resilience and long-term
value creation. Through the double materiality assessment
described in IRO-1, we have identified material impacts, risks
and opportunities related to Climate Change (E1), Pollution
(E2), Own Workforce (S1), Workers in the value chain (S2) and
Governance (G1) as our material sustainability topics. These
topics guide our sustainability efforts and long-term strategic
priorities.
This is Archers first double materiality assessment in line with
the ESRS, making the identified IROs newly structured for dis-
closure. However, key sustainability topics remain aligned with
past strategic priorities. While methodologies have evolved,
no major changes in material topics have occurred. Further,
all identified topics (E1, E2, S1, S2, and G1) are fully covered by
ESRS disclosure requirements, eliminating the need for addi-
tional entity-specific topics.
The illustration below highlights what our material impacts,
risks, and opportunities (IROs) are and where they occur
across our value chain, including direct operations, as well as
upstream and downstream value chain. These insights help us
understand how sustainability factors influence our business
model and, in turn, shape our strategic priorities. The IROs are
categorized within relevant ESRS topics and linked to the low-
est sub-sub-topic possible for clarity.
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Financial Statements
Sustainability Statement
11
8
9
10
1
1
7
2
3
3
4
1
10
12
Climate Change (E1) (sub-)sub-topic
Emission intense activities
Climate change
mitigation, Energy
Ripple-effect on the climate of
being an enabler in the O&G
industry
Climate change
mitigation, Energy
Fluctuating and increasing
energy prices
Climate change
mitigation, Energy
Downtime due to extreme
weather
Climate change
adaptation
Shifting market demand away
from O&G
Climate change
adaptation
Increasing need for P&A and
increased renewable market
Climate change
adaptation
Pollution (E2) (sub-)sub-topic
Air pollution from our operation
and supply chain
Pollution to air
Own workforce (S1) (sub-)sub-topic
Diversity and equality in a
global workforce
Gender equality and
equal pay or work of
equal value, diversity
Health and safety among our
people
Health and safety
Workers in the value chain (S2) (sub-)sub-topic
Supply chain labour practices
in a global supply chain
Adequate wages,
health and saety,
forced labour
Business Conduct (G1) (sub-)sub-topic
Ethical business practices
across our international
operations
Corporate culture,
Corruption and
bribery
Possibility of unethical business
conduct across our
international operations
Corporate culture,
Corruption and
bribery
An overview of our
material IROs
Impact
Risk
Opportunity
9
8
7
10
11
12
6
5
4
3
2
1
5
6
6
5
3
7
7
1
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Sustainability Statement
Details about our material impact, how they relate to our value chain and business model and their associated time horizon
E1 - Climate Change
Link to value chain illustration Origin of impact Its associated impact Time horizon
1.1. Dependency on
steel and cement
Supply chain We are dependent on steel and cement in our operations, which we purchase from our suppliers.
The production of steel and cement is associated with substantial high degree of GHG emissions.
Consistent
1.2 Procurement logistics Supply chain Archer has a global supply chain involving global logistics associated with GHG emissions,
however most material is sourced from Europe.
Consistent
1.2 Well drilling Own operations, caused by Archer’s
activities
We conduct drilling of offshore wells on behalf of clients on client-owned fixed oil and gas
installations. The drilling process releases GHG emissions (CO2 and methane).
Consistent
1.3 Offshore production drilling Own operations, caused by Archer’s
activities
Our drilling teams are responsible for securing and optimizing production on offshore platforms in
the North Sea and Brazil. These operations are energy-intensive, requiring significant amounts of
energy, often derived from fossil fuels.
Consistent
1.4 Maintenance offshore Own operations, caused by Archers
activities
We also perform regular maintenance activities on offshore installations to ensure the safe and
efficient operation of oil and gas platforms. Maintenance activities require the use of equipment
and transportation, often powered by fossil fuels, leading to GHG emissions.
Consistent
1.5 Land drilling Own operations, caused by Archer’s
activities
We are involved in land drilling operations, specifically in Argentina, where drilling rigs and
machinery are deployed to create new wells onshore. The power required to operate these rigs is
largely produced by diesel generators, which emit significant GHG emissions.
Consistent
1.6 Offshore plug & abandon (P&A) Own operations, caused by Archer’s
activities
We conduct plug & abandon (P&A) operations on offshore wells. P&A activities require the use
of specialized equipment and transportation, often powered by fossil fuels, which result in GHG
emissions. We anticipate our P&A activities to increase in the medium to long term.
P&A activities are to
increase over time
1.7 Transportation of our people Supply chain, own operations, in
both cases caused by Archer’s
activities
We have a high volume of personnel who are employed offshore, who needs to be transported to
the platforms. This requires the use of helicopters and vessels, which are often powered by fossil
fuels. This leads to GHG emissions contributing to climate change.
Consistent
1.8 Operational logistics Own operations, caused by Archer’s
activities
Our operations involve global logistics, distribution and movement of modular platforms and land
rigs. These operations contribute to climate change through the carbon footprint associated with
air, sea, and land transport.
Consistent
1.9 Operation of workshops,
facilities and offices
Own operations, caused by Archer’s
activities
We have workshops, facilities and offices in Argentina, Australia, Bermuda, Bolivia, Brazil, Canada,
Dubai, Malaysia, New Zealand, Norway, Poland, the United Arab Emirates, the United Kingdom
and the United States. Our workshop, facilities and offices are dependent on electricity to function,
which is associated with GHG emissions.
Consistent
1.1 O&G
2.1 exploration activities
Indirectly upstream value chain Archer is not directly involved in any exploration activities, but as an O&G actor, we depend on it.
More so, as an O&G actor we are associated with the distribution and use of O&G products.
Expected to
decrease over time
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Sustainability Statement
E2 – Pollution; operational pollution risk
Link to value chain illustration Origin of impact Its associated impact Time horizon
7.1 Land drilling and production
activities
Own operations, caused by Archer’s
activities
Land drilling and production activities may emit pollutants to air, such as methane and NOx Consistent
7.2 Logistics in the
supply chain
Supply chain The logistic activities in Archer’s supply chain release pollutants such as SOx and NOx, which may
comprise air quality.
Consistent
S1 Own workforce – Employment practices and diversity
Link to value chain illustration Origin of impact Its associated impact Time horizon
8.1 Gender equality in a global
workforce
Own operations, caused by Archer’s
activities
We operate in a male-dominated industry, leading to a significant gender imbalance within
our workforce. This imbalance may perpetuate gender stereotypes, limit career advancement
opportunities for women, and contribute to a non-inclusive work environment.
Consistent
8.2 Equal opportunities for all in a
global workforce
Own operations, caused by Archer’s
activities
With a global workforce representing over 40 nationalities, there is an inherent risk of workplace
discrimination and inequality, requiring continuous attention to diversity and inclusion.
Consistent
9.1 Health and safety for our
workers in all operations
Own operations, caused by Archer’s
activities
We operate in over 40 locations worldwide, including 41 offshore platforms and 60 land rigs,
employing approximately 5,000 people. Our workforce is engaged in high-risk activities across
various environments, requiring strict safety measures. Avoiding accidents across various
environments requires strict safety measures.
Consistent
S2 – Workers in the value chain; Supply chain labour practices
Link to value chain illustration Origin of impact Its associated impact Time horizon
10.1 Supply chain labour practices
in a global supply chain
Upstream value chain, caused by
Archer’s business relationships
Our operations are integrated into global supply chains, including regions where workers may
receive wages below basic living standards, leading to substandard economic conditions. This
creates a high inherent risk of forced labor, particularly in countries and sectors known for
vulnerabilities to such practices.
Consistent
G1 – Business Conduct; Ethical business practices
Link to value chain illustration Origin of impact Its associated impact Time horizon
11.1 Ethical business practices
across our international
operations
Upstream value chain, caused by
Archer’s business relationships
Our global supply chain carries a potential risk of exposure to corrupt practices at various stages.
This can result in serious consequences, including worker exploitation, environmental degradation,
and the erosion of legal and ethical standards.
Consistent
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Financial Statements
Sustainability Statement
Details about our material risks and opportunities, how they relate to our value chain and business model and their associated time horizon
E1 - Climate Change
Link to value chain illustration Origin of impact Its associated impact Time horizon
3.1 Fluctuating and increasing
prices
Risk
(Transition)
Electrification of the rigs is an area Archer is looking into to decrease its emissions. With time,
however, the access to energy may decrease and prices may increase. This can have a negative
impact on Archer in terms of increased costs.
Long-term
5.1 Access to capital Risk
(Transition)
Given the industry we operate in, there is a risk of reduced access to capital as investors shift their
investments to green energy, including lower margins due to higher lending costs. We anticipate
this risk to be fluctuating and increasing in the medium to long-term.
Medium- and long-
term
5.2 Carbon taxes Risk
(Transition)
The introduction of carbon taxes and restrictions on fossil fuels could lead to higher costs and
necessitate adjustments in operations and energy sourcing.
Medium- and long-
term
5.3 Stranded assets Risk
(Transition)
A decreasing demand for fossil fuel can lower oil and gas prices and lead to stranded assets. We
anticipate this to be a risk in the long-term.
Long-term
4.1 Operational disruptions Risk
(Physical)
Offshore platforms are built to endure harsh conditions; however, extreme weather, larger waves,
and transport challenges can still pose risks—particularly in safely transporting personnel to and
from the platforms. While these risks are currently managed, they are expected to become more
relevant over time.
Medium- and long-
term
6.1 Increased demand for
renewable energy
Opportunity
(Transition)
Given the society’s shift towards greener energy and as the demand for these services increases,
Archer has the potential to position as a total supplier of carbon capture, P&A and geothermal. We
anticipate this risk to be fluctuating and increasing in the medium to long-term.
Medium- and long-
term
G1 – Business Conduct
Link to value chain illustration Origin of impact Its associated impact Time horizon
12.1 Unethical business conduct
across global operations
Risk As in any organization, there is an inherent risk of unethical business conduct within our
operations. While safeguards are in place, such risks could, in certain cases, lead to financial or legal
consequences, reputational challenges, or impacts on investor confidence over time.
Short-, medium- and
long-term
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Financial Statements
Sustainability Statement
Current and anticipated effects of material impacts,
risks and opportunities
The material impacts, risks and opportunities influence both
our strategic direction and operational decision-making. Of-
ten directly linked to our impacts resulting from our business
model and global presence, key identified risks such as the
impact of extreme weather on offshore operations, changes in
investor and customer behavior and regulatory shifts require
strategic adaptation of our business model and value chain to
ensure long-term resilience. At the same time, material oppor-
tunities are expected to have a positive impact on our revenue
growth in existing and new market segments.
The identified risks are anticipated to potentially have a sig-
nificant financial implication on Archer. Regulatory changes
such as carbon taxes and stricter environmental standards
contribute to increased operational and compliance costs.
Additionally, physical climate risks, including extreme weather
events, may result in higher maintenance expenses, operation-
al disruptions, and potential asset impairments. Market shifts
towards lower-carbon solutions could also impact revenue
streams, necessitating strategic investments in innovation
and diversification to remain competitive. In response to the
risks, Archer has initiated measures to enhance operational
preparedness, including strengthening supply chain resilience,
integrating climate risk considerations into asset planning, and
investing in low-carbon technologies.
Similarly, in response to the opportunities like increased de-
mand for P&A and expansion into geothermal drilling and
other energy transition solutions, Archer has initiated shifts in
resource allocation and R&D investments. These ongoing ad-
justments align with our energy transition strategy and ensure
that Archer remains competitive while addressing sustainabil-
ity-related risks and opportunities. An investment of approx-
imately 1.5 million USD is allocated to business development
efforts, with a particular focus on advancing transitional servic-
es and the future P&A model. While these initiatives require up-
front investment, they are expected to drive long-term finan-
cial gains through increased demand for sustainable solutions.
Navigating Risks and Opportunities: The Resilience of
Our Business Model
Archers strategy and business model are continuously adapt-
ed to address our material impacts, risks, and opportunities
(IROs) while leveraging our long-term commitment to sustain-
ability and operational excellence. The material topics align
with Archers strategic priorities and have been integrated into
its approach to risk management and value creation.
For the 2024 reporting year, Archer has conducted a compre-
hensive resilience analysis covering our climate-related risks
(E1). The resilience analysis underscores Archer’s ability to
adapt to both climate scenarios while maintaining profitability.
The details of this analysis are disclosed in the E1 – Climate
change chapter.
We have not conducted resilience analysis covering our ma-
terial impacts, risks and opportunities related to Pollution (E2),
Own-workforce (S1), Workers in the value chain (S2) or Busi-
ness conduct (G1). However, our overall evaluation indicates
that we demonstrate strong resilience across these sustaina-
bility matters. Resilience is supported by Archers commitment
to sustainability, well-established risk management frame-
works, governance structures, and continuous engagement
with stakeholders. These factors enable Archer to anticipate
and respond to evolving regulatory landscapes, labor market
dynamics, and ethical business expectations.
IRO-1
Description of the process to identify and assess materi-
al impacts, risks and opportunities
The double materiality assessment
Archers material impacts, risks and opportunities were iden-
tified through a double materiality assessment. The double
materiality concept combines two perspectives: how the
company’s activities impact people and the environment
and how sustainability matters can influence the company’s
financial performance. The assessment we have carried out
considered both positive and negative impacts throughout
our value chain, while it also evaluated financial risks and op-
portunities that may arise due to sustainability-related matters.
Methodology
The double materiality assessment (DMA) was conducted in
alignment with the ESRS requirements, utilizing a methodol-
ogy that integrated internal and external industry expertise
and knowledge, as well as topical subject matter expertise to
ensure a thorough and comprehensive evaluation. This was
Archers first time conducting a DMA. As this is the initial im-
plementation, no prior modifications exist, but future revisions
will be conducted in line with regulatory updates and organi-
zational developments.
While this section outlines the overall process, the environmen-
tal topics and governance topic requires explicit disclosures
regarding the methodological approach used to identify im-
pacts, risks and opportunities. These disclosure requirements
pertain to both our material and non-material environmental
topics and is explained in further detail below.
The process of identifying, assessing, and managing sustaina-
bility-related risks is integrated into Archers broader risk man-
agement framework. This ensures that sustainability-related
risks are considered alongside other business risks, support-
ing a comprehensive evaluation of the company’s overall risk
profile and informing risk mitigation strategies. Similarly, where
applicable, the identification, assessment, and management of
sustainability-related opportunities are embedded within the
company’s broader management processes. This integration
enables Archer to align its sustainability efforts with strategic
decision-making, fostering resilience and value creation in the
long term.
Scope
We have identified and assessed impacts, risks, and oppor-
tunities across our entire up- and downstream value chain,
including own operational activities. The impact assessment
covers both positive and negative impacts, as well as actual
and potential impacts related to sustainability issues. In the fi-
nancial risk and opportunity assessment, we have evaluated
sustainability-related risks and opportunities that could po-
tentially trigger financial consequences for the organization.
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Sustainability Statement
Whilst Archer is present across 40 locations globally, Archers
operations are predominantly on the Norwegian Continen-
tal shelf, in the UK and in Argentina. Given the consequently
heightened risk of adverse impacts, risks and opportunities in
these locations, our assessment focused on these locations.
As a part of the assessment, key internal and external stake-
holders were engaged to bring in perspectives that could
inform Archer’s priorities and to ensure good insights in the
double materiality assessment. Stakeholders were engaged
through two primary methods, including impact and financial
materiality assessment workshops and a series of in-depth in-
terviews.
In both the impact and the financial materiality assessment
workshop, Archer ensured involvement of QHSE and Legal
Counsel in addition to the core team. The purpose of the in-
terviews was to gain an understanding of how Archer impacts
external factors according to the stakeholders’ perspectives,
as well as the requirements and expectations the stakeholders
have for Archer. A total of 23 interviews with internal and exter-
nal stakeholders were conducted.
Assessment of impacts, risks and opportunities
Impacts
When assessing impacts, we attributed a score to all of them
based on both the severity and likelihood of the impact. The
severity of the impact is measured by its scale, scope, and ir-
remediability.
When scoring scale, we considered how grave the impact is
on people or the environment.
When scoring scope, we considered how widespread the
impact is.
When scoring irremediability, we assessed how difficult it
would be to remediate the negative impact.
The thresholds that were applied for scale, scope and irreme-
diability were based on OECD’s Due Diligence Guidelines for
Responsible Business Conduct guidelines and followed a scale
of 1-5, ranging from very low impact (1) to very high (5). The
thresholds for likelihood followed a similar scale, where (1) indi-
cates a rare likelihood and (5) indicates an almost certain like-
lihood. For potential negative human rights related impacts,
the severity of the impact took precedence over its likelihood,
meaning that a low likelihood of occurrence would not result
in a human right related severe impact being assessed as im-
material.
Risks and opportunities
To identify risks and opportunities, we based our approach
on the identified impacts as well as the dependencies arising
from our value chain and defined the risks and opportunities
that may emerge from those impacts and dependencies.
When assessing risks and opportunities we gave them a score
based on the financial effect these risks and opportunities can
have on Archer.
To assess financial materiality, we considered severity and like-
lihood over three-time horizons, short- (2025), medium- (2035)
and long-term (2050). The time horizons correspond with
Archers strategic planning horizons and enable us to assess
the risks and opportunities in relation to the expected lifetime
of our assets and capital allocation plans.
When scoring severity, we considered the potential size of
the financial effect based on percentage of EBITDA using an
appropriate scale from 1 to 5.
When scoring probability, we considered the probability of
the financial effect occurring based on a qualitative assess-
ment, scoring the likelihood from 1 to 5.
The thresholds applied for severity and likelihood were based
on Archers existing risk management framework.
Defining a materiality threshold
Since this was our first double materiality assessment, the
process involved defining a materiality threshold. In line with
the scoring scales explained above, the thresholds for impact
materiality and financial materiality were applied separately on
a 5x5 matrix, with severity on the x-axis and likelihood on the
y-axis. Both thresholds were designed to capture the impact,
risk, and opportunities that ranked highest in both impact and
severity. As the likelihood of an impact, risk or opportunity in-
creases, the threshold for severity decreases.
Our Double Materiality Process in short
The DMA process followed a structured five-step approach,
which enabled us to systematically identify, assess and prior-
itize both impact and financial materiality, integrating stake-
holder perspectives and aligning with relevant frameworks.
The five-step approach is further described in the following
sections.
1. Kick-start process and understand context.
The first step involved defining the scope of the analysis,
engaging key stakeholders, establishing the project team,
and setting critical milestones. Our goal was to conduct a
double materiality assessment in accordance with CSRD
requirements, identifying the material topics necessary for
reporting.
2 Illustration of scoring matrix used to determine materiality
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Sustainability Statement
2. Develop a long list of sustainability topics and related
impacts, risks and opportunities
This list was based on the sustainability topics and sub-top-
ics outlined by the CSRD, with additional topics drawn from
other relevant reporting frameworks, a peer analysis, and a
media scan. Each topic was carefully evaluated to ensure its
relevance, and only those deemed relevant were retained
on the list.
3. Assess material impacts
Using the long list as a foundation, we identified key inter-
nal and external stakeholders and conducted interviews to
gather insights on the identified topics. To ensure enough
breadth in assumptions and sufficient coverage of silent
stakeholders, we performed a desk top analysis of environ-
mental topics where we looked to scientific sources and re-
port provided by NGOs.
The findings from these discussions and the research was
documented and used to inform an impact materiality work-
shop. During the workshop, internal stakeholders assessed
each topic against the input gathered from the interviews
and the long list to evaluate its materiality from an impact
perspective.
4. Assess material financial risks and opportunities
Building on the impact materiality assessment and the find-
ings from stakeholder interviews and conducted research,
we engaged key internal stakeholders in a workshop to as-
sess the financial materiality of each topic. This step ensured
that both the financial and impact dimensions were thor-
oughly evaluated.
5. Validate results
The thresholds and outcomes from both the impact and
financial materiality assessments were validated in two
rounds with the project team at Archer. The results were
also validated by the Board to ensure alignment with com-
pany objectives and governance standards.
6. Documentation
As this was our first double materiality assessment, we care-
fully documented the process to ensure traceability of key
decisions and reduce the risk of errors in future revisions.
IRO-1 E1
Assessing climate-related impacts, risks and
opportunities
Climate-related impacts
Archer has assessed its greenhouse gas (GHG) emissions,
considering both actual and potential climate-related impacts.
The evaluation of our climate-related impacts depends on
insights from our GHG inventory, which covers Scope 1, 2,
and 3 emissions. This year, we undertook a comprehensive
enhancement of our GHG inventory, screening our activities
through detailed assessments of operational processes, sup-
ply chain interactions, and industry practices. This involved
extensive data collection and analysis to identify both actual
and potential sources of GHG emissions across our operations
and value chain. The GHG inventory pin-points key emission
sources across our operations and value chain and uncovers
opportunities to reduce our carbon footprint and enhance
sustainability efforts.
Climate-related risk and opportunities through the lens
of two scenarios
Our assessment of climate-related risks and opportunities has
identified a combination of physical and transition risks, which
have been instrumental in serving as the foundation for as-
sessing the resilience of our strategy.
Methodology
To identify and evaluate our climate-related physical and
transition risks and opportunities, we applied two scenarios.
Our scenario analysis evaluates climate-related physical and
transitional risks over the short-, medium-, and long-term in
accordance with the time horizons used in the double mate-
riality assessment, and covers our entire up- and downstream
value chain, including own operations The scenarios were fo-
cusing on the period up until 2050 and hence covered the
relevant time horizons used by Archer. To cover the plausible
climate-related risks and opportunities facing Archer, a high
emission scenario stressing physical elements and a low emis-
sion scenario aligned with the Paris Agreement were selected.
By applying these two scenarios, different operations, business
area and assets are stressed in different ways and it therefore
provides a good foundation for discussions and considera-
tions regarding how the company can be affected.
The scenarios were based on available scenarios, and narra-
tives relevant for the business model and operations of Archer
were developed. The applied scenarios, with narratives and
selected key assumptions, are outlined below.
High Emission Scenario
The first scenario draws the established scenarios such as RCP
8.5, NGFS Current Policies, and to a certain extent IEA STEPS,
and projects significant global warming by 2100, driven by
weak efforts to limit emissions. In this high emission scenario,
global efforts to limit emissions are weak, leading to a project-
ed warming of 3-4°C by the end of the century.
Key drivers of this scenario include weak regulatory pressure,
sustained market demand for fossil fuels, and slow techno-
logical advancements. There is a slow transition to renewable
energy, with continued reliance on fossil fuels. Carbon pricing
mechanisms are either absent or set at low levels, providing
little economic incentive to reduce emissions. Carbon capture
and storage technologies are not widely adopted, and their
deployment remains limited. Offshore oil and gas operations
continue with minimal changes, and investments in fossil fuel
infrastructure persist. Renewable energy sees slow growth,
and fossil fuels remain a significant part of the energy mix. The
oil price will remain around 75-80 USD/bbl. towards 2050. In
this scenario extreme weather events become more frequent
and severe, though the North Sea remains relatively stable
compared to other regions. Annual expected damage from
tropical cyclones in the US is expected to increase with 29%
by 2050. Certain parts of South-East Asia will be exposed to
extreme weather and increases in draughts could be taking
place in parts of Argentina.
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Sustainability Statement
Low Emission Scenario
In contrast, the second scenario is based on insights and pa-
rameters from NGFS’s Net Zero 2050 scenario, IRENAs 1.5°C
scenario, IEAs Net Zero Emissions roadmap, and envisions
limiting warming to 1.5°C by 2100 through a rapid energy tran-
sition and robust carbon pricing. This scenario is aligned with
the goals of the Paris Agreement.
Key drivers of this scenario include regulatory pressure, mar-
ket demand shifts, technological advancements, and econom-
ic incentives. Offshore oil and gas operations face stringent
emissions regulations and must adopt advanced technologies
to minimise their carbon footprint. Economic and regulatory
shifts focus on accelerating the adoption of clean technologies
and reducing emissions. The global carbon price reaches 200
USD/CO2e in 2050 and offshore oil production declines with
close to 80% over the 25-year period. In this scenario fossil fuel
demand globally decreases significantly, CCS technologies are
widely adopted, and renewables become the dominant ener-
gy source. Global demand for gas is halved over the period
and offshore wind capacity increases by more than 500%.
Key results
Climate-related physical risks
In the high-emissions scenario, Archer has identified both
chronic and acute climate hazards that can pose a threat to
our assets and business activities in the medium and long
term. Offshore operations face increasing challenges due to
intensifying storms, rough seas, and adverse weather condi-
tions, disrupting logistics and jeopardizing employee safety.
Seasonal changes, particularly in Argentina, impose additional
constraints on work schedules as high wind intensity limits
operational efficiency. We have not identified climate related
hazards that pose a considerable threat in the short term.
Climate-related transition risks
Archer has assessed the extent to which our assets or busi-
ness activities may be exposed to, or are sensitive to, potential
climate-related transition events. In a low-emissions scenario,
Archer has identified transition events that may either chal-
lenge its assets and business activities or create new opportu-
nities, in the medium and long term. These events are driven
by regulatory pressures, market shifts, and evolving corporate
reputation dynamics. One key transition risk is the evolving
behavior of investors, who are increasingly prioritizing green
energy initiatives, potentially making access to financing more
challenging. Similarly, customer behavior is shifting, with po-
tential future decline in demand for fossil fuels, and market’s
increased alignment with the goals of the Paris Agreement.
This trend could result in stranded assets and reduced reve-
nue streams. Regulatory changes also present significant risks.
Policies such as carbon taxes on materials like steel and ce-
ment could increase project costs, particularly in cement-in-
tensive processes like well closures (P&A). Stricter regulations
may necessitate the adoption of sustainable alternatives to
mitigate these impacts. Additionally, bans on fossil fuel vehi-
cles could raise transportation costs in remote areas. Based
on our scenario analysis, we cannot conclude that we have
any assets or business activities that are incompatible with, or
need significant efforts, to be compatible with a transition to a
climate-neutral economy. Archer has not identified climate-re-
lated transition events that pose a threat in the short term.
IRO-1 E2
Assessing pollution-specific impacts, risks and
opportunities
Archer has since 2019 been collecting relevant fuel use data
across all operational levels. This has given us valuable insight
on how our operations have an impact on the environment
through pollution. Using the methodology and process out-
lined under IRO-1, we have identified and evaluated the im-
pacts, risks, and opportunities related to pollution. As part of
this process, supplemented by the insights gained through
data collection, we conducted a preliminary screening of our
assets and activities to identify any actual or potential impacts,
risks, or opportunities related to pollution. The screening pro-
cess included assumptions about emission sources, types of
pollutants, and their quantities for site locations in our own
operations, suppliers’ emission sources and pollution levels for
site locations in our upstream value chain, and distribution and
logistics pollution impacts for site locations in our downstream
value chain. We did not conduct consultations with affected
communities in the process.
In this process Archer has considered locations of its assets
and operations, and the related downstream and upstream
value chain activities to identify areas of concern. Archer has
evaluated the pollution-related impacts, risks, and opportuni-
ties identified in the screening, based on severity and likeli-
hood of the impacts, risks, and opportunities.
IRO-1 E3
Assessing water-specific impacts, risks and
opportunities
Assessing water-specific impacts, risks and opportunities
As a part of the DMA process, Archer has identified and evalu-
ated impacts, risks, and opportunities related to water and ma-
rine resources using the methodology and process outlined
under IRO-1. This assessment had a broad and qualitative ap-
proach, and was based on value chain mapping, stakeholder
involvement, and desktop research. As part of this process, we
conducted a preliminary screening of our assets and activities
to identify any actual or potential impacts, risks or opportuni-
ties related to water usage or marine resources. The screening
process included assumptions about primary source of water,
availability and reliability of these water sources over time and
estimated water usage.
Based on the initial findings, we have not identified significant
actual or potential impacts, dependencies, or risks were iden-
tified related to water use or marine resources. However, as a
detailed screening was not performed and consultation with
affected stakeholders not included, we acknowledge that this
preliminary assessment may have limitations. Further detailed
evaluations may be necessary to fully understand the impacts.
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IRO-1 E4
Assessing nature-specific impacts, risks and
opportunities
As a part of the DMA process, Archer has identified and eval-
uated impacts, risks, and opportunities related to ecosystems
and biodiversity using the methodology and process outlined
under IRO-1. This assessment had a broad and qualitative ap-
proach, and was based on value chain mapping, stakeholder
involvement, and desktop research. As part of this process,
we conducted a preliminary screening of our locations and
business activities to identify any actual and potential impacts,
risks and opportunities related to ecosystems and biodiversity.
The screening process included assumptions about the qual-
ity and extent of natural habitats in and around operational
sites, compliance requirements and effectiveness of environ-
mental management practices.
Our materiality assessment considers activities across our
entire business. Based on the initial findings, we have not
identified significant actual or potential impacts, dependen-
cies, or risks on biodiversity and ecosystems at our own site
operations or in the upstream or downstream value chain re-
sulting from our operations. However, we acknowledge that
this preliminary assessment may have limitations, as systemic
risks and consultations with affected communities were not in-
cluded. Further detailed evaluations may be necessary to fully
understand the impacts.
Our assessment does not conclude whether any of our re-
maining sites are located near biodiversity-sensitive areas or
whether activities related to these sites negatively affect such
areas. Consequently, we have not determined the necessity
of implementing biodiversity mitigation measures at these
sites. Nor have we performed a detailed assessment of our
upstream and downstream value chain dependency on and
exposure to biodiversity and ecosystems. We recognise the
importance of addressing these uncertainties and plan to con-
duct more detailed evaluations to ensure comprehensive cov-
erage of all operational sites.
IRO-1 E5
Assessing circular economy-specific impacts, risks
and opportunities
As a part of the DMA process, Archer has identified and evaluat-
ed impacts, risks, and opportunities related to resource use and
circular economy using the methodology and process outlined
under IRO-1. This assessment had a broad and qualitative ap-
proach, and was based on value chain mapping, stakeholder
involvement, and desktop research. As part of this process, we
conducted a preliminary screening of our assets and activities
to identify any actual or potential impacts, risks or opportunities
related to resource use and circular economy. Key assumptions
include quantity, availability and regulatory changes.
Based on the initial findings, we have not identified significant
actual or potential impacts, dependencies, or risks were identi-
fied related to resource use and circular economy. However, as
a detailed screening was not performed and consultation with
affected stakeholders not included, we acknowledge that this
preliminary assessment may have limitations. Further detailed
evaluations may be necessary to fully understand the impacts.
IRO-1 G1
Assessing business conduct-specific impacts, risks
and opportunities
As part of our double materiality assessment, we have evaluat-
ed the significance of business conduct across our operations,
as well as in our upstream and downstream value chain. In this
process, we have actively engaged with key stakeholders, in-
cluding employees, suppliers, clients, unions, and investors, to
ensure diverse perspectives are considered. Stakeholder feed-
back is gathered through workshops, interviews, and publicly
available information.
Archer has assessed business conduct risks and opportunities
by considering the locations of its operations and the regula-
tory environments in which it operates, as well as the specific
activities within its upstream and downstream value chain.
Additionally, the assessment reviewed sector-specific risks and
transaction structures, including supplier relationships and
subcontracting arrangements, to ensure a comprehensive un-
derstanding of business conduct-related impacts.
IRO-2
Disclosure Requirements in ESRS covered by the under-
taking’s sustainability statement
Content index
The tables below and on the following pages outline all ESRS
disclosure requirements in ESRS 2 and the five topical ESRS
standards that are material to Archer and have guided the
preparation of our sustainability statements. These tables
serve as a navigation tool, allowing readers to locate informa-
tion on specific ESRS disclosure requirements (e.g., BP-1). They
also indicate where to find disclosure requirements that are
referenced outside the sustainability statements and are ‘in-
corporated by reference.’
Immaterial ESRS Standards and data points
We have omitted all the disclosure requirements in the topical
standards ESRS E3 “Water and marine resources”, E4 “Biodi-
versity and ecosystems”, E5 “Resource use and circular econ-
omy”, S3 “Affected communities” and S4 “Consumers and end
users” as these topics were deemed immaterial in our DMA.
Our general approach to identify material information for re-
porting is provided in section IRO-1, including the criteria and
thresholds used to conclude on material IROs and topics.
For metrics, we have assessed the materiality of information
based on the relevance of each metric in highlighting the es-
sence of the identified impacts, risks and opportunities. This
assessment has been carried out by our reporting team and
has been subject to several considerations, including stake-
holders’ expectations for information and the extent to which
the metric is already covered by other national or international
reporting obligations.
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Disclosure
requirement Page
ESRS 2 GENERAL DISCLOSURES
BP-1 General basis for preparation of the sustainability statement 27
BP-2 Disclosures in relation to specific circumstances 28
Datapoints that derive from other EU legislation 48
GOV-1 The role of the administrative, management and supervisory bodies 29
GOV-2 Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies 29
GOV-3 Integration of sustainability-related performance in incentive schemes 31
GOV-3 E1 Climate-related considerations of sustainability-related performance in incentive schemes 31
GOV-4 Statement on sustainability due diligence 31
GOV-5 Risk management and internal controls over sustainability reporting 31
SBM-1 Strategy, business model and value chain (products, markets, customers 32
SBM-2 Interests and views of stakeholders 34
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 35
IRO-1 Description of the process to identify and assess material impacts, risks and opportunities 40
IRO-1 E1 Description of the processes to identify and assess material climate-related impacts, risks and opportunities 42
IRO-1 E2 Description of the processes to identify and assess material pollution-related impacts, risks and opportunities 43
IRO-1 E3 Description of the processes to identify and assess material water and marine resource-related impacts, risks and opportunities 43
IRO-1 E4 Description of processes to identify and assess material biodiversity and ecosystem-related impacts, risks, dependencies and opportunities 44
IRO-1 E5 Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities 44
IRO-1 G1 Description of the processes to identify and assess material business conduct-specific impacts, risks and opportunities 44
IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statemen 44
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Social Standards
ESRS S1 Own Workforce Page
ESRS 2, SBM-2 Interests and views of stakeholders 35
ESRS 2, SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 73
S1-1 Policies related to own workforce 74
S1-2 Processes for engaging with own workers and workers’ representatives about impact 76
S1-3 Processes to remediate negative impacts and channels for own workers to raise concerns 77
S1-4 Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to
own workforce, and effectiveness of those actions
78
S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 81
S1-6 Characteristics of the entity’s employees 82
S1-9 Diversity metrics 83
S1-14 Health and safety metrics 84
S1-16 Compensation metrics (pay gap and total compensation) 83
S1-17 Incidents, complaints and severe human rights impacts 83
Environmental Standards
ESRS E1 Climate change Page
E1-1 Transition plan for climate change mitigation 52
ESRS 2,
SBM-3
Material impacts, risks and opportunities and their interaction
with strategy and business model
52
E1-2 Policies related to climate change mitigation and adaptation 55
E1-3 Action and resources in relation to climate change policies 56
E1-4 Targets related to climate change mitigation and adaptation 56
E1-5 Energy consumption and mix 59
E1-6 Gross Scopes 1, 2, 3 and total GHG emisson 61
ESRS E2 Pollution Page
ESRS 2,
SBM-3
Material impacts, risks and opportunities, and their interaction
with strategy and business model
70
E2-1 Policies related to pollution 70
E2-2 Actions and resources related to pollution 71
E2-3 Targets related to pollution 71
E2-4 Pollution of air, water and soil 71
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Disclosure requirement Data point(s) Paragraph Page
GOV-1 §21a Number of executive and non-executive members of the Board of Directors 22 Board of Directors report
GOV-1 §21b Employee representatives on the Board of Directors 22 Board of Directors report
GOV-1 §21d, §23a-b Diversity of the Board of Directors 22 Board of Directors report
GOV-1 §21e Percentage of independent Board of Directors members 22 Board of Directors report
GOV-1 G1.GOV-1 23a-b, §5b, §21c, §17 Information on Board competences, skills and relevant experience 22 Board of Directors report
Incorporation by reference
The table below provides an overview of where information can be found relating to ESRS
disclosures that have been incorporated by reference and stated outside of the sustainability
statement as part of other sections of this Annual Report
ESRS S2 Workers in the value chain
ESRS 2, SBM-2 Interests and views of stakeholders 35
ESRS 2, SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 85
S2-1 Policies related to value chain workers 86
S2-2 Processes for engaging with value chain workers about impacts 87
S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns 88
S2-4 Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related
to value chain workers, and effectiveness of those actions
88
S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 89
Governance Standards
ESRS G1 Business Conduct
ESRS 2, SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 91
G1-1 Business conduct policies and corporate culture 92
G1-3 Prevention and detection of corruption and bribery 92
G1-4 Incidents of corruption or bribery 94
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List of datapoints in cross-cutting and topical standards that derive from other EU legislation
Sustainable Finance Disclosure Regulations=SFDR, Pillar 3=P3, Benchmarks Regulation=BR, EU Climate Law=EUCL
Disclosure Requirement Related Datapoint EU Legislation Material Page
ESRS 2 GOV-1 Board’s gender diversity paragraph 21 (d) SFDR, BR Material 22
ESRS 2 GOV-1 Percentage of board members who are independent paragraph 21 (e) BR Material 22
ESRS 2 GOV-4 Statement on due diligence paragraph 30 SFDR Material 31
ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities paragraph 40 (d) i SFDR, P3, BR Material 32
ESRS 2 SBM-1 Involvement in activities related to chemical production paragraph 40 (d) ii SFDR, BR Not material
ESRS 2 SBM-1 Involvement in activities related to controversial weapons paragraph 40 (d) iii SFDR Not material
ESRS 2 SBM-1 Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv SFDR Not material
ESRS E1-1 Transition plan to reach climate neutrality by 2050 paragraph 14 EUCL Not material
ESRS E1-1 Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g) P3 Not material
ESRS E1-4 GHG emission reduction targets paragraph 34 SFDR, P3, BR Material 56
ESRS E1-5 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) paragraph 38 SFDR Material 59
ESRS E1-5 Energy consumption and mix paragraph 37 SFDR Material 59
ESRS E1-5 Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43 SFDR Material 59
ESRS E1-6 Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44 SFDR, P3, BR Material 61
ESRS E1-6 Gross GHG emissions intensity paragraphs 53 to 55 SFDR, P3, BR Material 61
ESRS E1-7 GHG removals and carbon credits paragraph 56 EUCL Not material
ESRS E1-9 Exposure of the benchmark portfolio to climate-related physical risks paragraph 66 BR Not material
ESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a) P3 Not material
ESRS E1-9 Location of significant assets at material physical risk paragraph 66 (c) P3 Not material
ESRS E1-9 Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c). P3 Not material
ESRS E1-9 Degree of exposure of the portfolio to climate- related opportunities paragraph 69 BR Not material
ESRS E2-4 Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer
Register) emitted to air, water and soil, paragraph 28
SFDR Material 71
ESRS E3-1 Water and marine resources paragraph 9 SFDR Not material
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Disclosure Requirement Related Datapoint EU Legislation Material Page
ESRS E3-1 Sustainable oceans and seas paragraph 14 SFDR Not material
ESRS E3-4 Total water recycled and reused paragraph 28 (c) SFDR Not material
ESRS E3-4 Total water consumption in m 3 per net revenue on own operations paragraph 29 SFDR Not material
ESRS 2- SBM 3 - E4 paragraph 16 (a) SFDR Not material
ESRS 2- SBM 3 - E4 paragraph 16 (b) SFDR Not material
ESRS 2- SBM 3 - E4 paragraph 16 (c) SFDR Not material
ESRS E4-2 Sustainable land / agriculture practices or policies paragraph 24 (b) SFDR Not material
ESRS E4-2 Sustainable oceans / seas practices or policies paragraph 24 (c) SFDR Not material
ESRS E4-2 Policies to address deforestation paragraph 24 (d) SFDR Not material
ESRS E5-5 Non-recycled waste paragraph 37 (d) SFDR Not material
ESRS E5-5 Hazardous waste and radioactive waste paragraph 39 SFDR Not material
ESRS 2- SBM3 - S1 Risk of incidents of forced labour paragraph 14 (f) SFDR Not material
ESRS 2- SBM3 - S1 Risk of incidents of child labour paragraph 14 (g) SFDR Not Material
ESRS S1-1 Human rights policy commitments paragraph 20 SFDR Material 75
ESRS S1-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8,
paragraph 21
BR Material 75
ESRS S1-1 Processes and measures for preventing trafficking in human beings paragraph 22 SFDR Material 75
ESRS S1-1 Workplace accident prevention policy or management system paragraph 23 SFDR Material 74
ESRS S1-3 Grievance/complaints handling mechanisms paragraph 32 (c) SFDR Material 77
ESRS S1-14 Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and (c) SFDR, BR Material 84
ESRS S1-14 Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e) SFDR Material 84
ESRS S1-16 Unadjusted gender pay gap paragraph 97 (a) SFDR, BR Material 83
ESRS S1-16 Excessive CEO pay ratio paragraph 97 (b) SFDR Material 83
ESRS S1-17 Incidents of discrimination paragraph 103 (a) SFDR Material 83
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Disclosure Requirement Related Datapoint EU Legislation Material Page
ESRS S1-17 Non-respect of UNGPs on Business and Human Rights and OECD Guidelines paragraph 104 (a) SFDR, BR Material 83
ESRS 2- SBM3 – S2 Significant risk of child labour or forced labour in the value chain paragraph 11 (b) SFDR Material 85
ESRS S2-1 Human rights policy commitments paragraph 17 SFDR Material 86
ESRS S2-1 Policies related to value chain workers paragraph 18 SFDR Material 86
ESRS S2-1 Non-respect of UNGPs on Business and Human Rights principles and OECD Guidelines paragraph 19 SFDR, BR Material 86
ESRS S2-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8,
paragraph 19
BR Material 86
ESRS S2-4 Human rights issues and incidents connected to its upstream and downstream value chain paragraph 36 SFDR Material 88
ESRS S3-1 Human rights policy commitments paragraph 16 SFDR Not material
ESRS S3-1 Non-respect of UNGPs on Business and Human Rights, ILO principles or OECD Guidelines paragraph 17 SFDR, BR Not material
ESRS S3-4 Human rights issues and incidents paragraph 36 SFDR Not material
ESRS S4-1 Policies related to consumers and end-users paragraph 16 SFDR Not material
ESRS S4-1 Non-respect of UNGPs on Business and Human Rights and OECD Guidelines paragraph 17 SFDR, BR Not material
ESRS S4-4 Human rights issues and incidents paragraph 35 SFDR Not material
ESRS G1-1 United Nations Convention against Corruption paragraph 10 (b) SFDR Material 92
ESRS G1-1 Protection of whistle- blowers paragraph 10 (d) SFDR Material 92
ESRS G1-4 Fines for violation of anti-corruption and anti-bribery laws paragraph 24 (a) SFDR, BR Material 94
ESRS G1-4 Standards of anti- corruption and anti- bribery paragraph 24 (b) SFDR Material 94
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Environment
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Climate change represents one of the most significant
global challenges, with far-reaching implications for
businesses, ecosystems, and societies. Archer recogniz-
es our responsibility to address climate change and con-
tribute to global efforts to limit its effects. Addressing
climate change also presents significant opportunities
for Archer; By investing in innovative solutions, Archer
aims to play a meaningful role in the energy transition
while driving long-term value creation.
E1-1
Navigating the Transition to a Low-carbon Future
In 2024, Archer initiated the process of drafting a transition
plan, marking a significant step in our commitment to ad-
dressing climate-related challenges and aligning with global
sustainability goals. This process requires thorough analysis,
stakeholder engagement, and internal alignment, and will
continue in 2025 as we refine our approach and identify ac-
tionable measures to transition toward a low-carbon future. As
such, Archer has not yet adopted a transition plan for climate
change mitigation. We expect to adopt a transition plan during
2025.
Embedding Climate Action in our Business Strategy –
Our approach is two folded
In developing our transition plan, Archer is adopting a du-
al-focused approach. On one hand, we focus on achieving
emission reduction targets throughout our value chain. This
includes actively working toward our decarbonization goals to
enhance operational efficiency, meet regulatory requirements,
and align with market expectations for sustainability. By inte-
grating these efforts into our broader strategy, we not only
minimize our environmental footprint but also strengthen our
resilience, ensuring our operations remain competitive and
adaptable in an evolving industry landscape.
On the other, we diversify our business model by actively
pursuing opportunities and growing our business within re-
newables and the energy transition landscape. This includes
services such as geothermal drilling, plugging and abandon-
ment (P&A) of wells, wind and hydro-related services, as well
as carbon capture, utilization, and storage (CCUS). By strategi-
cally growing our portfolio in these areas, we ensure long-term
resilience while supporting the global shift toward a low-car-
bon economy.
This approach is already embedded in our current climate tar-
gets, as outlined in Chapter E1-3 and E1-4: Targets & Actions.
Our ongoing work with targets and actions will serve as a cru-
cial foundation for the development of our transition plan.
SBM-3
A Resilient Business Model
Methodology
Archer conducted a resilience analysis at the beginning of
2025 through a cross-functional workshop involving repre-
sentatives from finance, strategy and sustainability. The work-
shop was facilitated by subject matter experts ensuring a
structured and informed approach.
The resilience analysis underscores Archer’s ability to adapt
to both climate scenarios while maintaining profitability.
The resilience analysis conducted by Archer focused on the
company’s own operations while also indirectly considering
the activities of its clients in the energy industry. All material
physical or transition risks identified through scenario analysis
were included in the evaluation, ensuring a comprehensive
assessment of Archers exposure to climate-related risks and
the robustness of its strategic response. The resilience analysis
considered period 2025 to 2050, where short-term is 2025,
medium term is 2026 – 2035 and long term is 2036 – 2050. To
address the uncertainties inherent in climate change, the anal-
ysis was conducted using both low-emission and high-emis-
sion scenarios.
Sustainability Statement
Climate Change

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Related to climate change, Archer has identified the following material impacts, risks and opportunities (as presented under SBM-3):
Details about our material climate-related impacts
E1 Climate Change
Link to value chain
illustration Origin of impact Its associated impact Time horizon
1.1 Deptency on
steel and cement
Risk
(Transition)
We are dependent on steel and cement in our operations, which we purchase from our suppliers. The
production of steel and cement is associated with substantial high degree of GHG emissions.
Consistent
1.2 Procurement logistics Supply chain Archer has a global supply chain involving global logistics associated with GHG emissions, however most
material is sourced from Europe.
Consistent
1.2 Well drilling Own operations, caused by
Archer’s activities
We conduct drilling of offshore wells on behalf of clients on client-owned fixed oil and gas installations. The
drilling process releases GHG emissions (CO2 and methane).
Consistent
1.3 Offshore production
drilling
Own operations, caused by
Archer’s activities
Our drilling teams are responsible for securing and optimizing production on offshore platforms in the North
Sea and Brazil. These operations are energy-intensive, requiring significant amounts of energy, often derived
from fossil fuels.
Consistent
1.4 Maintenance offshore Own operations, caused by
Archer’s activities
We also perform regular maintenance activities on offshore installations to ensure the safe and efficient
operation of oil and gas platforms. Maintenance activities require the use of equipment and transportation,
often powered by fossil fuels, leading to GHG emissions.
Consistent
1.5 Land drilling Own operations, caused by
Archer’s activities
We are involved in land drilling operations, specifically in Argentina, where drilling rigs and machinery are
deployed to create new wells onshore. The power required to operate these rigs is largely produced by
diesel generators, which emit significant GHG emissions.
Consistent
1.6 Offshore plug &
abandon (P&A)
Own operations, caused by
Archer’s activities
We conduct plug & abandon (P&A) operations on offshore wells. P&A activities require the use of specialized
equipment and transportation, often powered by fossil fuels, which result in GHG emissions. We anticipate
our P&A activities to increase in the medium to long term.
P&A activities are to
increase over time
1.7 Transportation
of our people
Supply chain, own operations,
in both cases caused by
Archer’s activities
We have a high volume of personnel who are employed offshore, who needs to be transported to the
platforms. This requires the use of helicopters and vessels, which are often powered by fossil fuels. This leads
to GHG emissions contributing to climate change.
Consistent
1.8 Operational logistics Own operations, caused by
Archer’s activities
Our operations involve global logistics, distribution and movement of modular platforms and land rigs.
These operations contribute to climate change through the carbon footprint associated with air, sea, and
land transport.
Consistent
1.9 Operation of work-
shops, facilities and offices
Own operations, caused by
Archer’s activities
We have workshops, facilities and offices in Argentina, Australia, Bermuda, Bolivia, Brazil, Canada, Dubai,
Malaysia, New Zealand, Norway, Poland, the United Arab Emirates, the United Kingdom and the United
States. Our workshop, facilities and offices are dependent on electricity to function, which is associated with
GHG emissions.
Consistent
1.1 O&G
2.1 exploration activities
Indirectly upstream value
chain
Archer is not directly involved in any exploration activities, but as an O&G actor, we depend on it. More so, as
an O&G actor we are associated with the distribution and use of O&G products.
Expected to decrease
over time

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Details about our material climate-related impacts
E1 Climate Change
Link to value chain
illustration Type How it may affect our business Time horizon
3.1 Fluctuating and
increasing prices
Risk
(Transition)
Electrification of the rigs is an area Archer is looking into to decrease its emissions. With time, however, the access to
energy may decrease and prices may increase. This can have a negative impact on Archer in terms of increased costs.
Long-term
5.1 Access to capital Risk
(Transition)
We conduct drilling of offshore wells on behalf of clients on client-owned fixed oil and gas installations. The drilling
process releases GHG emissions (CO2 and methane).
Medium- and
long-term
5.2 Carbon taxes Risk
(Transition)
The introduction of carbon taxes and restrictions on fossil fuels could lead to higher costs and necessitate
adjustments in operations and energy sourcing.
Medium- and
long-term
5.3 Stranded assets Risk
(Transition)
A decreasing demand for fossil fuel can lower oil and gas prices and lead to stranded assets. We anticipate this to be
a risk in the long-term.
Long-term
4.1 Operational
disruptions
Risk
(Physical)
Offshore platforms are built to endure harsh conditions; however, extreme weather, larger waves, and transport
challenges can still pose risks—particularly in safely transporting personnel to and from the platforms. While these
risks are currently managed, they are expected to become more relevant over time.
Medium- and
long-term
6.1 Increased demand for
renewable energy
Opportunity
(Transition)
Given the society’s shift towards greener energy and as the demand for these services increases, Archer has
the potential to position as a total supplier of carbon capture, P&A and geothermal. We anticipate this risk to be
fluctuating and increasing in the medium to long-term.
Medium- and
long-term
A qualitative analysis of the estimated anticipated financial ef-
fects from material physical and transition risks, as well as the
mitigation actions and resources, has been carried out. Our
resilience analysis will be updated with a quantitative assess-
ment in 2025 at the same time as we prepare our transition
plan. This analysis will also elaborate on how the assets and
business activities at risk are considered in Archer’s strategy,
investment decisions, and current and planned mitigation
actions. These elements have been qualitatively assessed in
this year’s resilience analysis and will be more systematically
addressed in the upcoming years.
Result
Resilience in a low-emission scenario
In a high-emission scenario, physical climate-related risks are
expected to have adverse impacts on Archer. Archer’s offshore
operations may face challenges due to intensifying storms,
rough seas, and adverse weather conditions. Weather will in-
creasingly influence well service companies going forward. It
is likely that more extreme weather such as storms, high winds
and rough seas will cause delays, shutdowns, and access is-
sues especially offshore. Harsher conditions will however also
drive upwards the demand for robust and high-quality equip-
ment such as the product portfolio provided by Archer that
have been developed according to stringent NORSOK stand-
ards in the North Sea meeting high technical and safety stand-
ards. The continuation of oil production in this scenario could
benefit Archer economically, as it would create additional busi-
ness opportunities within its service portfolio.
Resilience in a low-emission scenario
In a scenario aligned with the Paris Agreement, where no
or few new oil fields are developed in Norway, Archer’s op-
erations would remain resilient. Rising carbon prices in this
scenario are not expected to impact Archer directly, as the
company does not produce oil and own emissions are lim-
ited. Instead, the burden of carbon costs would fall on Arch-
er’s clients in the oil and gas sector. The company anticipates
reduced revenues from traditional oil and gas operations but
increased revenues from renewable energy investments.
Capital expenditure on CCS and renewable energy projects
is expected to rise. With only 10% of revenues derived from
greenfield projects, the company’s financial stability would not
be jeopardised. Moreover, the expected significant growth in
plugging and abandonment (P&A) activities presents a sub-
stantial opportunity for Archer to expand its market share.
This scenario also anticipates considerable growth in renewa-
ble energy, an area where Archer has already positioned itself
strategically through investments in geothermal, offshore- and
onshore wind, and solar energy. These forward-looking initi-
atives highlight Archer’s preparedness to thrive in a low-car-
bon economy, ensuring long-term resilience and adaptability.

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Conclusion
Archer demonstrates the ability to adjust and adapt its strategy
and business model to climate change across the short, medi-
um-, and long-term through targeted measures in strategic plan-
ning, operational adjustments, and resource allocation.
By diversifying its portfolio into geothermal and wind energy
Archer is positioning itself to capitalize on the shift toward
renewable energy. To meet the demand and ensure the
company seize transition-related opportunities, Archer has
established renewables as a separate business area. In ad-
dition, by establishing a strong presence in growth markets
such as plugging and abandonment (P&A) services, Archer
is well-placed to capture future opportunities associated with
the declining demand for fossil fuels. Archer is also focused
on aligning its workforce capabilities with emerging business
demands, ensuring the necessary skills are in place to sup-
port future operations. While proactively positioning itself for
emerging low-emission markets, Archer remains steadfast in
its commitment to delivering excellence to its existing clients
across industries. This dual approach ensures that the compa-
ny not only thrives in a low-carbon economy but also retains
its competitive edge in a high-emission scenario. By maintain-
ing operational agility and leveraging its expertise across di-
verse market conditions, Archer is well-equipped to navigate
evolving regulatory landscapes and shifting investor priorities.
These efforts underscore Archer’s resilience and strategic
foresight, reinforcing its ability to secure long-term access to
financing by aligning with the growing momentum of sustain-
able and green investments.
E1-2
Policies related to climate change mitigation and
adaptation
Tackling climate change requires a solid framework that en-
sures accountability and guides our actions across both our
operations and the value chain. Our environmental policy
and energy management policy is designed to address our
environmental footprint, including our climate-related impacts.
These policies guide our behaviour in addressing Archer’s
impact on climate change, with a primary focus on climate
change mitigation measures and enhancing energy efficiency
in our operations. Our environmental- and energy policies take
an inclusive approach, enhancing energy efficiency, managing
greenhouse gas emissions, alongside other pollutants, to com-
prehensively address our material environmental impacts.
These policies do not explicitly address climate change adap-
tation or renewable energy deployment, as they are primarily
centred on guiding our operations during the transition and
adaptation phase.
All our policies across environmental, social and governance
matters are global in scope and apply to all of Archers com-
panies that were part of the group at the start of the year.
Companies acquired during 2024 currently operate under
their existing policies but will transition to Archer’s policies in
2025 as part of the integration process. The policies undergo
an annual review to ensure they remain fit for purpose and
are updated as needed. This review also evaluates whether
additional training on the policies is necessary. As part of the
process, we incorporate feedback from key stakeholders, ad-
dressing any challenges they identify to continuously improve
the effectiveness of our policies.
Our CEO holds overall responsibility for the implementation of
all environmental-related policies, ensuring alignment with our
environmental objectives and organizational goals.
Environmental policy
Archers commitment to climate change mitigation is outlined
in our Archer Environmental Policy, available on our webpage.
One key pillar in the policy is Archer’s commitment to con-
tinuously strive to reduce environmental impacts, and to pro-
actively monitor and assess environmental aspects from our
activities. The policy addresses all of Archer’s material related
to climate change mitigation and applies both to activities in
own operations and in our value chain.
The policy requires all operational sites to proactively monitor
and assess environmental aspects, and continuously strive to
reduce environmental impacts from our activities, in accord-
ance with local rules and regulations. Our ambition is that each
sub process and routine performed by Archer will be system-
atically examined to identify potential and actual environmen-
tal impacts.
Energy management policy
Archers Energy Management Policy commits to reduce the use
of energy and improve productivity to protect the environment.
Central to this policy is our commitment to reduce emissions
in own operations by ensuring competence among employees
related to energy efficiency and monitor energy efficiency in
our operations. The policy addresses all of Archer’s material im-
pacts, risks, and opportunities related to energy consumption
and mix, and applies both to activities in own operations and in
our value chain. The policy is available on our website.
Our Energy Management Policy commits the Group to con-
tinuously review and improve our purchasing and operations
practices to reduce emissions in the supply chain. In this work,
we aim to use local suppliers and hire locally to reduce emis-
sions from transportation and logistics. The policy is aligned
with Archers strategy, which emphasizes evaluating sustaina-
ble practices in operations, the supply chain and partnerships
with customers to reduce our environmental footprint.
In addition to our policies, our operations in Brazil and the UK
are certified to ISO 14001, the international standard for envi-
ronmental management systems. While we are not ISO 50001
certified, ISO 50001 provides a practical way to improve ener-
gy use, and we let this standard shape our everyday energy
management work.
Internally, Archer enforces policies through a global manage-
ment system, APD. This system assesses environmental and
chemical impacts and helps us monitor our emissions. The
corporate QHSE function oversees and reports to the top
management and the Board.

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E1-3, E1-4
Targets & Actions
Archer has set a target for decarbonization and an ambition
for energy transition, committing to reducing carbon emis-
sions across our operations and accelerating the shift towards
renewable energy sources to drive a more sustainable future.
As of 2024, Archer has not disclosed specific actions to sup-
port this target and ambition. Our decarbonization levers and
energy transition efforts will inform future actions, which will
be disclosed upon finalizing the transition plan in 2025.
While this target and ambition provide a foundation for reduc-
ing emissions and increasing our presence in the renewable
energy market, we acknowledge that there is room for greater
ambition to comply with the goals in the Paris Agreement. As
part of our commitment to responsible growth, we will be re-
viewing and refining these goals this year to ensure they are
aligned with industry advancements, stakeholder expecta-
tions, and the evolving global climate agenda.
Our decarbonisation target supports our policies focus on
continuous improvement in environmental performance and
energy efficiency. Our energy transition ambition is embedded
in Archers strategy focusing on providing services that support
the energy transition and reduce reliance on fossil fuels. Since
our energy transition ambition is focused on our services portfo-
lio, it is not directly linked to any of our policies which are direct-
ed towards how we will operate as a company in said transition.
Our energy transition ambition and how we’ll reach it
We aim to ensure that renewables and energy transition ac-
tivities represent 35% of our revenue by 2040, reinforcing our
role in shaping a sustainable future. Our transition ambition
includes all services directly related to geothermal drilling,
plugging and abandonment (P&A) of wells, production of wind
and hydro power, as well as carbon capture, utilization, and
storage (CCUS). The ambition and selection of services was
developed by synthesising strategic, financial, and sustainabil-
ity insights, and analysing the industry’s growth potential and
opportunities. Our analysis was informed by market outlooks
from sources such as Rystad Energy, BCG, and DNV, which
provided insights into the expansion of the renewable energy
market, a favourable regulatory environment, and increased
investment in sustainable technologies, all while maintaining
and enhancing shareholder value. We did not apply scenario
analysis in the development of this ambition. Our ambition is
not aligned with the EU taxonomy classification. We are work-
ing on making this ambition a measurable outcome-oriented
target by the end of 2025.
In 2024, Archer took significant steps to enhance its portfolio
of services in the renewable energy sector, aligning with its
ambition of achieving 35% of global revenue from renewable
and energy transition activities by 2040. These efforts reflect
Archers dedication to diversifying its operations, expanding its
renewable energy offerings, and supporting the global energy
transition. These efforts are summarized below:
- Acquisition of 65% of Vertikal Service, a company specializ-
ing in providing engineering and operational services to the
wind and hydro sectors, including inspection, maintenance,
and technical support for renewable energy infrastructure.
- Increased ownership in Iceland Drilling, a leading provider
of geothermal energy solutions, by acquiring an additional
10% of the shares.
- Acquisition of Moreld Ocean Wind. Archer expanded its re-
newable energy portfolio through the acquisition of Moreld
Ocean Wind, now rebranded as Archer Wind.
The budgeted capital allocated to acquisitions is USD 6-7 mil-
lion in 2025 and while we are refining our way of measuring
our renewable segment revenue share, the revenue share re-
lated to renewable energy is expected to increase from 2024
to 2025 due to the consolidation and acquisitions of Iceland
Drilling, Vertikal Services and Moreld Ocean Wind. In the
coming years, Archer will continue to pursue opportunities
in energy transition activities and renewable energy, further
advancing the diversification of its business. Other relevant
acquisitions include
- Acquisition of Wellbore Fishing & Rental Tools (WFR), a
leading P&A specialist in the Gulf of Mexico.
This will position Archer for plugging and abandonment of off-
shore oil and gas wells in the US market. WFR, which is part of
our Well Services segment, is expected to generate 3-4% of the
revenue in Archer in 2025.

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Sustainability Statement
Our decarbonisation targets & decarbonisation levers
While we are reviewing our decarbonisation targets, we keep
our current decarbonisation target and continue to work for
emission cuts. Our current decarbonisation target was set in
2022 and reflect our dedication to reducing greenhouse gas
emissions from current operations while actively contributing
to the global energy transition by expanding our footprint in
renewable energy sectors. Our short- to medium-term tar-
get is to achieve a 30% reduction in global CO2e-emissions
(Scope 1 and Scope 2) by 2030, using 2018 as the baseline.
Our decarbonisation target is a combined Scope 1 and 2 tar-
get, and while we do not have an exact breakdown of the
goal per GHG emission scope, the majority of the emission
reduction will happen in Scope 1, as it constitutes by far the
largest portion of the two scopes. The Scopes covered by the
target follows the inventory boundaries of our GHG inventory.
Methodology
Archers process for setting its current decarbonisation target
was led by the Sustainability Department, but also included
Operations. The first step in this process was to identify where
Archers emissions were coming from and to assess the poten-
tial for action in these areas with the higher emission reduc-
tion potential. This internal evaluation helped establish a clear
understanding of the key levers for emissions reductions. Ad-
ditionally, key external stakeholders, including customers and
investors, were involved in the process. Their input helped en-
sure that the target was realistic and aligned with stakeholder
expectations as well as our Environmental, and Energy Man-
agement Policy`s objectives
2018 was selected as a base year for Archer’s current decar-
bonisation target as it represents a normal operational year
without significant external disruptions such as COVID-19 or
financial crises, ensuring its representativeness for measuring
progress towards our target. Archers GHG emission reduction
target is consistent with the boundaries defined in the climate
inventory when it comes to Scope 1 and Scope 2. Scope 2
emissions are measured according to the location-based
method when tracking progression toward the target. Scope 3
emissions were calculated for the first time in 2024 and have
not yet been included in Archer’s decarbonisation targets yet.
This will be addressed in 2025 as part of the process of revis-
ing our climate targets.
Archers target of achieving a 30% global reduction in GHG
emissions within Scope 1 and 2 is not a science-based target
or one that is aligned with limiting global warming to 1.5°C, as
outlined in the Paris Agreement. The target was initially es-
tablished based on past assumptions without the application
of a specific framework or methodology, such as a sectoral
decarbonization pathway. Recognizing this gap, Archer plans
to reassess the target during 2025, considering future devel-
opments such as changes in operational scale, customer de-
mand, regulatory factors, and emerging technologies. This re-
assessment will ensure the target reflects both the company’s
growth trajectory and global climate goals. Revised targets,
developed using a robust and aligned methodology, will be
communicated in 2025 to strengthen Archer’s commitment
to science-based climate action. The current target has not un-
dergone external assurance.
Decarbonisation levers & Actions
To achieve Archers target of 30% global reduction in GHG
emissions within Scope 1 and 2 by 2030, we have ongoing
decarbonization initiatives and have planned further meas-
ures. These efforts focus on addressing key emission sources
and ensuring steady progress toward the target. The specific
decarbonization levers, along with a qualitative description of
their contributions, are outlined below.
Archer recognizes that adopting new technologies is essential
for achieving its GHG emission reduction targets. We contin-
uously monitor advancements, such as battery solutions to
replace diesel engines for equipment start-up and are com-
mitted to integrate innovative technologies as they become
viable to support our decarbonization efforts. In 2025, we will
revise and update our decarbonization levers as part of the
process of drafting our transition plan. This process will include
evaluating a diverse range of climate scenarios to identify rele-
vant environmental, societal, technological, market, and policy
developments, ensuring a comprehensive approach to ad-
dressing climate-related challenges and opportunities.
Our climate efforts are summarised by several key decarboni-
sation levers aimed at reducing our Scope 1, 2 and 3 emissions.
Currently, these levers do not include specific actions support-
ed by quantitative descriptions of expected GHG-emission re-
ductions or significant monetary amounts of CapEx and OpEx
required for implementation. These elements will be incorpo-
rated in 2025 as part of our process of drafting a climate tran-
sition plan and revising our climate goals. This will enable us
to elaborate on specific actions under each decarbonisation
lever.
Scope 1
Electrification of land-based drilling.
To mitigate emissions associated with drilling operations we
are aiming to transition our rig fleet from fossil fuel to electrical-
ly powered rigs. To address this lever, we started electrification
of the rig Óðinn this year. The work is planned to be finalized
in 2025 and will give Archer the possibility to operate on elec-
tricity, when available. The cost of this rebuilding is estimated
to be approximately EUR 1 million and the expected reduction
in Scope 1 emissions is 3 989 tonne CO2e while the expected
increase in Scope 2 emissions due to increased electricity use
is 1,1 tonne CO2e. The estimates are based on operations 300
days a year. Completing this initiative will enable 50% of our
geothermal power drilling rig fleet to operate using electricity.
In the coming years, we will continue exploring concrete ac-
tions and opportunities to electrify additional rigs in locations
where electric operations are feasible. We have not set a time
horizon under which Archer intends to have our entire rig fleet
electrified.

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Fuel switch to natural gas
The fuel switch to natural gas is expected to be the largest
contributor to Scope 1 emission reductions, as the transition
away from diesel significantly lowers combustion-related
CO2 emissions. Operational awareness has already yielded
substantial efficiency improvements, with an estimated 20%
increase in operational efficiency, meaning further gains in this
area are limited. Electrification of land rigs, while promising,
remains challenging due to the lack of grid infrastructure in
many locations, making fuel-switching a more immediate and
impactful solution. Archer will assess relevant actions as a part
of the transition plan process.
Electrification of transport fleet
A critical component of our strategy to reduce emissions, is
to advance the electrification of our transport fleet. Although
a definitive timeline for completion is not yet established, this
initiative remains a priority. Currently, it is difficult to accurate-
ly quantify how much this lever will contribute to our overall
emission reduction targets. Nonetheless, we are dedicated to
continuously monitoring and evaluating its impact.
Operational awareness
Optimizing rig operations has long been a key part of our strat-
egy to improve fuel efficiency and reduce emissions across our
well services operations. Through continuous improvements
in rig processes, energy management, and best practices,
we have worked—and continue to work—toward minimizing
fuel consumption while maintaining high operational perfor-
mance. While the full impact of these efforts on our overall
emission reduction targets evolves over time, optimizing fuel
efficiency remains a core focus of our operations.
Scope 2
On-site Renewable Energy Production
Archer has already made considerable progress in reducing
Scope 2 emissions by investing in on-site solar energy. Archer
generates electricity from its on-site solar park at the headquar
-
ters in Norway, which corresponds to approximately one-fourth
of the total energy usage at the site, with similar but smaller-scale
installations in the UK and Argentina. Expanding on-site renewa-
ble energy remains a key focus to further decarbonize operations.
Procurement of Green Energy
The largest potential for further reductions lies in sourcing cer-
tified renewable electricity. Archer plans to assess the feasibili-
ty and costs of transitioning entirely to green electricity across
its operations by 2025, further reducing its carbon footprint.
Energy Efficiency Improvements
Enhancing energy efficiency in workshops and offices through
LED lighting, energy management systems, and improved in-
sulation remains a priority. These measures complement Arch-
er’s renewable energy initiatives by reducing overall energy
demand and optimizing resource use.
Scope 3
Supplier engagement
With our operations spanning diverse geographic regions,
transportation and logistics are essential components of our
scope 3 emissions. Archers commitment remains focused
on preventing and reducing emissions in collaboration with
our supply chain. Since 2022, Archer has collaborated with
our suppliers to collect detailed information on their energy
management policies and pollution control procedures. This
effort has provided valuable insights into the emissions and
pollution associated with our outsourced transportation activ-
ities. Building on this understanding, in 2024, we established
a dedicated task force to develop a comprehensive strategy
for addressing transportation-related emissions. This initiative
focuses on setting clear, actionable expectations for our sup-
pliers, ensuring their practices align with our sustainability ob-
jectives and contribute to reducing our overall environmental
impact. It is for the time being not possible for us to estimate
the resulted reduction in CO2 emissions from this action.
Progress over time
The baseline year for measuring progress on emissions reduc-
tion targets is 2018 for Scope 1 and 2 emissions, while the base-
line year for Scope 3 emissions is set as 2024. These baseline
years serve as the reference point from which progress will be
tracked and reported in Archer’s sustainability efforts, allowing
for a clear comparison of emissions reduction over time.
Since the baseline year of 2018, when scope 1 and scope 2
emissions were 89,495 tCO2e, Archer has reduced its emis-
sions to 61,646 tCO2e - a reduction of 31,1%.
In 2024, Archer acquired several companies. Of these, the ac-
quisition of Iceland Drilling has a material impact on our base
line values. In November Archer acquired an additional 10% of
the shares Iceland Drilling and began consolidating the com-
pany’s emissions into the group accounts as of November 14.
Accordingly, we have restated our 2018 baseline to include
emissions from Iceland Drilling. Including emissions from Ice-
land Drilling has increased our baseline value by 9.278 tCO2e.
For the year ended December 31, 2024, emissions from Ice-
land Drilling are included under Scope 3, category 15 (invest-
ments) up to November 14, and consolidated into our carbon
accounting for the remaining 1.5 months of the year. The im-
pact on Scope 1 and Scope 2 is 1.629 tCO2e for the year ended
2024.
Our scope 1 and scope 2 emissions are monitored and re-
viewed at least yearly to ensure performance against dis-
closed targets, and GHG emissions measured in tCO2e are
used as metrics. The monitoring process includes tracking
metrics, assessing whether progress aligns with initial plans,
and analysing trends or significant changes in performance.
Even though Archer has not broken down its targets into a
yearly roadmap that clearly shows expected reduction each
year, the achieved results outlined in the table above signals
strong performance towards the target.
Scope Unit
Baseline
value
2023
value
2024
value
Scope 1 tCO2e 88.582 64.893 60.898
Scope 2* tCO2e 913 651 748
* Location based

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E1-5
Energy consumption and mix
Most of the energy consumption in Scope 1 is from drilling
activities on land. Scope 2 electricity used by our production
sites mainly based in Norway, Argentina, United Kingdom
and United States. Our Electricity consumption in the United
Kingdom and United States are covered by Guarantees of
Origin.
The table below presents the Groups energy intensity related
to its activities in high climate impact sectors. These sectors
are defined based on the Group’s operations classified under
NACE section C. The Group also generates a small amount of
its own energy through self-production.
The table below shows the total energy consumption in
Archers consolidated activities.
Total energy consumption related to own operations include
fuel consumption at sites, fuel consumption in owned and
leased vehicles, and consumption of purchased and self-gen-
erated energy (electricity, heat and cooling).
Energy usage of diesel, and petrol is calculated based on the
litres bought throughout the year, multiplied with an appro-
priate factor from DEFRA. Energy consumption from nucle-
ar products is calculated using country-specific factors from
EIA, and AIB. Consumption of purchased electricity, gas and
self-generated non-fuel renewable energy are reported to
Archer by its subsidiaries in kWh.
Energy Production
Archers focus on reducing our energy use in our operations.
We have installed solar PV systems on our main locations in
Norway, Argentina, and in the UK.
2024 is our first reporting year, and we have not included any
comparative numbers. Net revenue used in the calculation of
Energy intensity is the total revenue on page 97 in our income
statement and in note 25.
Archers operation is divided into 4 different segments: Plat-
form Operations, Well Services, Land Drilling and Renewables.
All our operations are classified as High Climate Impact sectors
as defined by NACE.
Non renewable sources
Unit 2024
Fuel consumption from crude oil and
petroleum product
MWh 226.790
Fuel consumption from natural gas MWh 542
Consumption of purchased or acquired
electricity, heat, steam, and cooling
MWh 4.847
Total Energy consumption from
Non- renewable sources
MWh 232.179
Share of fossil sources in total
energy consumption
% 98,92%
Consumption from nuclear sources MWh 482
Share of consumption from nuclear
sources in total energy consumption
% 0,21%
Renewable sources
Unit 2024
Fuel consumption MWh
-
Consumption of purchased or acquired
electricity, heat, steam, and cooling
MWh 400
Consumption of self-generated non-fuel
renewable energy
MWh 1.654
Total Energy consumption from
Renewable sources
MWh 2.054
Share of renewable sources in total
energy consumption
% 0,88%
Total energy consumption MWh 234.715
Energy production
Unit 2024
Renewable MWh 1.654
Non-renewable MWh
-
Energy Consumption
Energy consumption
Unit 2024
Energy intensity from activ-
ities in high climate impact
sectors
MWh per
USD million
180,5
Total energy consumption
from activities in high climate
impact sectors
MWh 234.715

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Scope 1 GHG emissions Unit Base Year Reporting year 2024 2030 in % 2030 in tCO2e
Gross Scope 1 GHG emissions tCO2e 88 582* 60 898
Percentage of Scope 1 GHG emissions from regulated emissions trading schemes %
30 % 62 647
Scope 2 GHG emissions
Gross loacation-based Scope 2 GHG emissions tCO2e 913* 748
Gross market-based Scope 2 GHG emissions tCO2e 2 723
Significant Scope 3 GHG emissions
Total gross indirect (Scope 3) GHG emissions tCO2e 180 759** 180 759
1: Purchased goods and services tCO2e 79 871 79 871
2: Capital goods tCO2e 11 352 11 352
3: Fuel and energy-related activities (not included in Scope 1 or 2) tCO2e 14 586 14 586
4: Upstream transportation and distribution tCO2e 28 861 28 861
6: Business travel tCO2e 5 989 5 989
8: Upstream leased assets total tCO2e 4 704 4 704
15: Investments tCO2e 35 396 35 396
Total GHG emissions (location-based) tCO2e 242 405
Total GHG emissions (market-based) tCO2e 244 380
* 2018 base year for Scope 1 and Scope 2
** 2024 used as base year for Scope 3

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E1-6
Gross Scopes 1, 2, 3 and Total GHG emissions
Archers carbon footprint provides an overall view of green-
house gas (GHG) emissions, expressed in tonnes of CO2-equiv-
alents (tCO2e). The data is based on inputs from both internal
and external systems.
The Group has prepared its GHG inventory in accordance with
the European Sustainability Reporting Standards (ESRS). This
inventory includes the following greenhouse gases in its cal-
culations: carbon dioxide (CO2), methane (CH2), nitrous oxide
(N₂O), sulphur hexafluoride (SF6), hydrofluorocarbons (HFCs),
perfluorocarbons (PFCs), and nitrogen trifluoride (NF3), all con-
verted into CO2-equivalents based on reported consumption
data.
The consolidation of GHG emissions data is based on financial
control. In addition, Archer accounts for 100 percent of emis-
sions from operations over which it has operational control.
We used the CEMAsys platform and its integrated calculation
tools to support the preparation of our GHG emissions inven-
tory. Our gross scope 1, 2 and 3 metrics have not been vali-
dated by an external body other than the assurance provider.
Accounting policies
Direct GHG Emissions (Scope 1)
Scope 1 covers all direct greenhouse gas emissions from
sources owned or controlled by Archer. This includes station-
ary sources, such as diesel consumed by our land rigs, com-
pany-owned vehicles and natural gas used in buildings that
are leased, rented, or owned by the company. Emissions are
calculated based on reported fuel quantities bought during
the year (diesel, petrol, natural gas, etc.), using the applicable
2024 emission factors published by DEFRA.
Indirect GHG Emissions (scope 2)
Scope 2 emissions are reported using both the location-based
and market-based approaches. These emissions primarily re-
sult from the purchase of electricity used for heating buildings
owned or leased by the group and to run electrified equipment.
Emissions are calculated based on reported consumption of
purchased electricity, heating, and cooling, using applicable
emission factors from DEFRA (2024) and the IEA (2024).
Indirect GHG Emissions (scope 3):
Archers Scope 3 GHG emissions are primarily calculated us-
ing secondary data such as industry-average emission factors
applied to spend data, in accordance with the GHG Protocol
Corporate Value Chain (Scope 3) Standard. The use of spend-
based methodology is due to limited access to supplier-spe-
cific emissions data. Activity-based data is prioritized where
available, as it increases accuracy. All methods used align with
the GHG Protocol and are widely accepted across the industry.
Where available, the company incorporates activity-specific
inputs and primary data. For the 2024 reporting year, approx-
imately 10 % of Scope 3 emissions were calculated using pri-
mary data obtained from suppliers or other value chain part-
ners. This includes data from travel agencies and partially from
utility vendors related to energy procurement (category 3 and
category 6).
The remaining 90% of Scope 3 emissions were estimated us-
ing secondary data, such as emission factors from Environ-
mental Protection Agency (EPA), International Energy Agency
(IEA) and Department of Environment, Food and Rural Affairs
(DEFRA). To estimate our emissions, we used financial ac-
counting records as the basis for spend-based calculations,
including all purchases recorded as a cost in 2024. The com-
pany continues to improve data quality by engaging with key
suppliers and partners to obtain more accurate, activity-based
emissions data for future reporting cycles.
Category 1 – Purchased Goods and Services:
Emissions from purchased goods and services are calcu-
lated using a spend based approach, where categorized
spend data is multiplied by relevant emission factors spe-
cific to each spend category. The approach captures the
upstream cradle-to-gate GHG emissions associated with
the production of goods and services purchased dur-
ing the reporting period. We have included all purchas-
es booked as cost on goods or services during 2024.
Category 2 – Capital Goods:
This category includes upstream GHG emissions from the
acquisition and installation of property, plant, and equip-
ment. Emissions are estimated using a spend-based meth-
od, whereby capital expenditure data is categorized and
then multiplied by appropriate emission factors that reflect
the carbon intensity of the specific capital goods purchased.
Category 3 – Fuel- and Energy-Related Activities
(not included in Scope 1 or 2):
Emissions in this category are calculated based on the
quantities of purchased fuels and electricity, applying rele-
vant upstream emission factors to account for extraction,
production, and transportation processes. These include
emissions from the fuel supply chain and transmission and
distribution losses for electricity. The calculated emissions
are based on activity data from our operations.
Category 4 – Upstream Transportation and Distribution:
Emissions are calculated based on spend data from pur-
chased transportation and logistics services, such as freight
forwarding and third-party logistics. Spend-data is based on
costs booked during 2024, and multiplied with an appropri-
ate spend-category factor.
Category 6 – Business Travel:
Emissions from business travel are estimated through three
data sources: (i) mileage allowances for employee travel us-
ing personal vehicles, and (ii) travel activity data from exter-
nal travel agencies covering flights, hotels, and other trans-
port services, and (iii) spend based calculations on taxi and
other travel expenses. Emission factors are applied based
on mode of travel and distance, following a hybrid method.
Category 8 – Upstream Leased Assets:
Emissions associated with upstream leased assets are cal-
culated using spend data on lease payments, multiplied by
relevant emission factors reflecting the carbon intensity of
the leased assets. Leased asset categories include industrial
equipment, and vehicles, which are not already included in
Scope 1 or 2.
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GHG intensity per net revenue Unit 2024
GHG emission (location
based) per net revenue
(tco2e/MUSD) 186.4
GHG emission (marked
based) per net revenue
(tco2e/MUSD) 187.9
Category 15 – Investments:
(i) In September 2024, Archer acquired the remaining 50%
of the shares in Comtrac AS, obtaining a controlling financial
interest. As a result, the investment was reclassified from a
financial investment to a consolidated subsidiary. Emissions
from Comtrac AS for the period January–August 2024 are
reported under Scope 3, Category 15 – Investments.
From September 2024 onwards, emissions from Comtrac
AS are reported in Scope 1, Scope 2, and other relevant
Scope 3 categories of the consolidated group.
(ii) Similarly, in November 2024, Archer acquired an addi-
tional 10% of the shares in Iceland Drilling AS, reaching a
controlling interest.
Emissions from Iceland Drilling AS are included under Cate-
gory 15 for the period January–mid-November 2024, and re-
ported under the group’s Scope 1, Scope 2, and other Scope
3 categories for the remainder of the year. Emissions from
Iceland Drilling is calculated based on revenue multiplied by
relevant emission factor from Climatiq based on industrial
area (Exiobase).
The following scope 3 categories were considered not signifi-
cant or not applicable:
Scope 3 category 5 - Waste generated in operations: Emis-
sions related to waste generated from operations are not
significant.
Scope 3 category 7 - Employee commuting: Employee com-
muting CO2e emissions compared to total GHG emissions
are minimal and therefore not significant.
Scope 3 category 9 – Downstream transportation is mainly
organized and paid for by the company and reported in Cat-
egory 4 Upstream transportation and distribution
Scope 3 category 10 - The company does not sell inter-
mediate products that undergo further transformation or
processing by other entities as part of their production pro-
cesses. Its products are delivered in a final or near-final form
and are typically used as-is for operational, infrastructural, or
service-based applications.
Scope 3 category 11 – Use of sold products: Archer’s sold
products do not generate significant greenhouse gas emis-
sions during their use phase. These products are primarily
equipment or services that do not consume energy or fuel
during use, or their usage results in minimal indirect emis-
sions.
Scope 3 category 12 - The end-of-life treatment of the com-
pany’s products—such as decommissioning, disposal, or re-
cycling—results in only a minor amount of GHG emissions.
This is due to the nature of the materials used (e.g., steel,
alloys) and the relatively low volume of products reaching
end-of-life annually.
Scope 3 category 13 – Downstream Leased Assets has been
assessed and determined to be not material to the compa-
ny’s overall GHG emissions inventory. The company does
not lease out assets to third parties, or the emissions associ-
ated with any downstream leased assets are negligible com-
pared to other Scope 3 categories.
Scope 3 category 14 - Franchises: Archer does not use fran-
chises in the business concept.
Significant assumptions
The calculation of Scope 3 GHG emissions is subject to a de-
gree of uncertainty, primarily due to the reliance on secondary
data, estimation methods, and assumptions made in the ab-
sence of supplier-specific information. Significant assumptions
include the use of average emission factors for broad catego-
ries of purchased goods and services, the mapping of internal
procurement data to upstream emissions categories such as
extraction and processing of raw materials, and generaliza-
tions about supplier production methods, energy sources, and
transport distances from suppliers to operational site.
While these methodologies are consistent with the GHG Proto-
col, the level of accuracy is inherently lower than calculations
based on primary data. As a result, Scope 3 emissions figures
should be interpreted as estimates with moderate to high un-
certainty, particularly in categories such as Purchased Goods
and Services, Capital Goods, and Upstream Transportation. To
address this, the company is working to improve data quality
over time by engaging with key suppliers, collecting more ac-
tivity-specific inputs, and exploring the use of third-party tools
that can provide more granular data. Enhancing data transpar-
ency and consistency across the value chain remains a key
priority for future reporting cycles.
The remaining subcategories (C5, C8, C9, C10, C11, C12, C13, C14)
are concluded not material for Archer.
Contractual instruments
We have purchased Renewable Energy Certificates (RECs) and
Guarantees of Origin (GOs) to ensure our electricity is from
renewable sources in the United Kingdom. The purchased in-
struments cover 100% of the scope 2 emissions in the country,
and 11 % of Archers total Scope 2 emissions.
The net revenue applied to calculate the GHG intensity is rec-
onciled against the financial line item “Total revenues” in the
Consolidated Statements of Operations in the Financial State-
ments, and Note 25.
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Archer 2024 Annual Report63
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Financial Statements
Sustainability Statement
The EU taxonomy is a classification system established
by the European Commission as a tool to reorient capital
flows towards sustainable solution to meet the objec-
tives of the European Green Deal. The taxonomy regu-
lation states that an activity must make a substantial
contribution to at least one of the six environmental
objectives set out by the EU, while not causing signifi-
cant harm towards the other five objectives. The activ-
ity must also meet minimum safeguards with regards
to human and labor rights, anti-corruption, tax, and fair
competition.
Archer’s taxonomy-eligible economy activities
We have identified our taxonomy-eligible activities by evalu-
ating our portfolio of economic activities in relation to the EU
Taxonomy. Economic activities are considered taxonomy-eli-
gible if they coordinate with Archer’s corresponding activi-
ties, can be assessed against the technical screening criteria.
The evaluation of relevant activities has been performed by
screening the economic activities in the Taxonomy Regulation
2020/852 and the supplementing delegated acts. As a result
of the eligibility assessment, the following economic activities
were identified as eligible within the scope of climate objec-
tives of the EU taxonomy, as of year-end 2024:
1. Electricity generation from geothermal
energy (CCM 4.6)
The construction of electricity generation facilities using geo-
thermal energy qualifies as an eligible activity under the EU Tax-
onomy. Archer owns four large drilling rigs and several smaller
units, which are utilized in operations to drill wells for geothermal
energy production. Archer’s role in the construction process
includes drilling, casing, cementing, and installing wellheads.
2. Production of heat/cool from geothermal energy
(CCM 4.22)
The construction of facilities that generate heat or cooling
from geothermal energy qualifies as a Taxonomy-eligible eco-
nomic activity. Archer operates several drilling rigs used for
constructing these facilities. Most of this activity is concentrat-
ed in Iceland.
3. Transport by motorbikes, passenger cars and light
commercial vehicles (CCM 6.5)
To facilitate travel between site locations, we maintain a small
fleet of leased passenger cars and light commercial vehicles.
4. Acquisition and ownership of buildings (CCM 7.7)
The activity concerns the acquisition and ongoing ownership
of real estate. Archer leases office buildings and warehouses
for its business operations, and these leases are reported in
accordance with ASC 842 As the leased properties fall under
Archers control, they are considered within the scope of EU
Taxonomy activity 7.7. In 2024, Archer leased a total of 22 office
buildings, warehouses and storage facilities.
Determining whether eligible activities are aligned with
the taxonomy criteria
Regulation (EU) 2020/852, article 3, sets out criteria which an
economic activity must meet to qualify as environmentally
sustainable (taxonomy-aligned):
- Comply with technical screening criteria (TSC) for substan-
tially contributing to one or more of the six environmental
objectives.
- Comply with TSC for doing no significant harm (DNSH) to
the other five environmental objectives.
- Comply with minimum safeguards covering social and
governance standards.
Substantial contribution
Climate change mitigation
Electricity generation and production of heat/cool from
geothermal energy (CCM 4.6 / CCM 4.22)
The substantial contribution criteria and the Do No Significant
Harm (DNSH) criteria for the two taxonomy-eligible activities
are identical. Archer’s part of the economic activities involves
drilling wells that are used to produce either electricity or heat/
cool. Archers procedures are equal and as a result, we have
conducted a combined assessment of these activities.
To substantially contribute to climate change mitigation, the
life cycle greenhouse gas (GHG) emissions from geothermal
electricity generation and heat/cool production must remain
below 100g CO2e/kWh. In order to meet this requirement,
quantified life cycle GHG emissions must be verified by an in-
dependent third party.
Archer contributes to the Taxonomy-eligible activity by partic-
ipating in the construction of geothermal power plants. While
our clients are responsible for generating and distributing elec-
tricity or heat to end users, Archer relies on their GHG calcula-
tions and independent verification.
Many of our clients have calculated the life cycle GHG emis-
sions of their geothermal energy plants, demonstrating that
emissions fall below the 100g CO2e/kWh threshold. However,
since these calculations have not yet been verified by an inde-
pendent third party, our activity does not currently meet the
criteria. We expect this to change as CSRD requirements are
increasingly adopted across more countries and companies
in the coming years. For the financial year 2024 CCM 4.6 and
CCM 4.22 are assessed not to be taxonomy aligned.
Taxonomy
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Archer 2024 Annual Report64
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Financial Statements
Sustainability Statement
Transport by motorbikes, passenger cars and light com-
mercial vehicles (CCM 6.5)
The leasing and operation of vehicles can make a substantial
contribution to the environmental objective of climate change
mitigation—provided the vehicles are low- or zero-emission.
However, most of the Groups new vehicle leases in 2024 are
outside Norway and do not qualify as low- or zero-emission
vehicles. As a result, they do not meet the substantial contribu-
tion criteria, and we have therefore not assessed the remain-
ing alignment criteria.
The Group’s maintenance of its fleet of leased passenger cars
and light commercial vehicles has been identified as taxono-
my-eligible.
Acquisition and ownership of buildings (CCM 7.7)
Office buildings and warehouses assessed for alignment with
the substantial contribution criteria for climate change mitiga-
tion did not meet the requirement of having an Energy Per-
formance Certificate (EPC) with a minimum rating of Class A.
Although the office buildings qualify as large non-residential
buildings, they did not satisfy the criteria for demonstrating
efficient operation through energy performance monitoring
and assessment under the specified efficiency systems. As a
result, the activity is considered EU Taxonomy-eligible, but not
aligned
Do No Significant Harm
Archer has conducted a climate risk and vulnerability assess-
ment, ensuring compliance with the “Do No Significant Harm”
(DNSH) criteria for climate adaptation. Based on environmen-
tal impact assessments (EIA) and risk analyses conducted for
each project, no significant harm to water or marine resourc-
es has been identified. Sensitive areas and drill pads are ad-
equately protected. Additionally, the EIA complies with regu-
latory directives to avoid significant harm to biodiversity and
ecosystems.
To meet the DNSH criteria related to pollution, fan compres-
sors, pumps and other equipment used, they must comply
with the top-class requirements of the energy label. To mini-
mize pollution from our activities, Archer has previous years
invested in two electric compressors used to drill wells for
district heating/cooling, and 1 electric rig used to drill wells for
electricity generation. Archer aims to run the rigs on electricity
when it is available, however much of the drilling is in areas
where that is not possible. The activity will only meet the crite-
ria in cases where the electric rigs have been used.
Minimum safeguards
Archers activities are carried out in compliance with the min-
imum safeguards.
Human rights: Our Human Rights Policy and Code of conduct
outlines our commitment to respecting human rights in align-
ment with the UN Guiding Principles on Business and Human
Rights and the OECD Guidelines for Multinational Enterprises.
It also upholds the principles of the International Labour Or-
ganization’s Declaration on Fundamental Principles and Rights
at Work and the International Bill of Human Rights. This com-
mitment applies across both our own operations and our sup-
ply chain. Additionally, there have been no violations of human
rights
Corruption: Archer has implemented a behavior and conduct
policy opposing any form of corruption, along with robust in-
ternal controls, ethics, and compliance programs to prevent
and detect bribery. For further details, please refer to the gov-
ernance and business ethics sections of this report. Addition-
ally, no senior management members have been convicted of
corruption in a court of law
Taxation: Tax is a key area of oversight, overseen by Archer’s
highest governing bodies. The company has implemented
robust tax risk management strategies and processes in line
with the OECD MNE Guidelines on tax. Additionally, Archer has
not been found guilty of tax evasion.
Fair competition: Archer actively raises employee awareness
about the importance of adhering to all applicable competi-
tion laws and regulations. Compliance with these laws is a fun-
damental part of Archer’s Code of Conduct, which employees
undergo training biannually. Furthermore, no senior manage-
ment members have been found in violation of competition
laws
0,41 %
Turnover KPI CAPEX KPI OPEX KPI
99,59 %
2,20 %
97,80 %
1,15 %
98,85 %
EligibleNon Eligible EligibleNon Eligible EligibleNon Eligible
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Archer 2024 Annual Report65
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Financial Statements
Sustainability Statement
Key performance indicators
Accounting policy
Financial data in this report is based on Generally Accepted
Accounting Principles (U.S.GAAP) and refers to Archers con-
solidated financial statements. The information is prepared on
a Group consolidated level and presented in US dollars (USD).
All values in this disclosure are rounded to the nearest USD
million, unless otherwise stated.
The key performance indicators (KPIs) include turnover, capital
expenditure (CapEx), and operational expenditure (OpEx), and
comply with the specifications set out in Annex I of the Disclo-
sures Delegated Act. The taxonomy KPIs are disclosed using
the obligatory templates provided in Annex II of the same Act.
Double counting
We have ensured no double counting across economic activ-
ities when allocating the numerator for turnover, CAPEX and
OPEX. This was achieved by applying activity-specific factors
to distribute financials among our taxonomy activities. These
factors are assigned as 100%, 0%, or a value in between, using
proxies to distinguish between taxonomy-aligned and non-el-
igible activities. Importantly, the factors are capped at a maxi-
mum of 100%, preventing any overlap or double counting in
the resulting financial figures.
Turnover
Turnover numerator
Eligible - Archers taxonomy-eligible turnover refers to ASC
606 revenues from external sales related to construction of
geothermal power plants (Taxonomy activity 4.6 and 4.22).
Aligned - KPI reporting from taxonomy alignments follows the
same definitions as for taxonomy-eligible economic activities.
For 2024, Archer has no Turnover classified as taxonomy aligned.
Turnover denominator
Total turnover equals the financial statement line item (FSLI)
“Revenue”, which is presented in accordance with ASC 606.
Reference is made to note 25 in the financial statement.
The turnover KPI calculated for 2024 is 0,41%.
CapEx
Capex numerator
The Capex numerator represents the portion of capital ex-
penditure included in the denominator that meets one or
more of the following criteria: it is related to assets or process-
es associated with a Taxonomy-aligned activity; it is part of a
plan to expand such activity or enable a Taxonomy-eligible
activity to become aligned; or it is related to the purchase of
outputs from Taxonomy-aligned activities.
Eligible - In 2024, the CapEx numerator for the Taxono-
my-aligned activity related to geothermal drilling (Taxonomy
activity 4.6 and 4.22).
Aligned - KPI reporting from taxonomy alignments follows the
same definitions as for taxonomy-eligible economic activities.
For 2024, Archer has no Capex classified as taxonomy aligned.
Capex denominator
Total Capex – The Capex denominator, as defined by the EU
Taxonomy, refers to the total investments in tangible and in-
tangible assets made during the financial year, measured
before depreciation, amortization, or any re-measurements.
These investments include property, plant and equipment
(PP&E), intangible assets, investment property, agricultural
assets, and leases. In line with the Taxonomy regulation and
prevailing industry practice, capitalized exploration wells are
included under intangible assets. Goodwill arising from busi-
ness combinations is excluded from both the Capex denomi-
nator and numerator.
CapEx includes additions to property, plant, and equipment,
reported as the gross amount of purchases, developments, or
leases, as detailed in Note 13 of the financial statements. It also
encompasses the gross amount related to the purchase or de-
velopment of intangible assets.
The Capex KPI calculated for 2024 is 2,20%.
Capex Plan
All assets related to Taxonomy-aligned CapEx for 2024 were
acquired within the reporting year and were therefore not
covered by a CapEx plan. The Company did not adopt or im-
plement any CapEx plans in accordance with the Taxonomy
requirements during this reporting period.
OpEx
The Opex denominator, as defined by the EU Taxonomy,
includes non-capitalised costs related to investments in as-
sets and processes. This covers direct expenditures such as
research and development (R&D) costs, building renovation
measures, short-term leases, and maintenance and repair
activities. Costs excluded from the definition include depreci-
ation, amortization, and impairment, as well as raw material
costs, administrative and general expenses, and exploration
costs.
Opex numerator
Eligible – Archers taxonomy-eligible Opex refers to non-capi-
talized, direct expenditures related to the day-to-day servicing
of assets that are necessary to ensure the continued and effec-
tive functioning of the drilling operations.
Aligned – KPI reporting from taxonomy alignments follows the
same definitions as for taxonomy-eligible economic activities.
For 2024, Archer has no Opex classified as taxonomy aligned.
Opex denominator
Total Opex: Total Opex includes direct non-capitalized costs as-
sociated with research and development, building renovation
measures, short-term leases, and all types of maintenance and
repair.
The Opex KPI calculated for 2024 is 1,15%.
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Archer 2024 Annual Report66
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Financial Statements
Sustainability Statement
Nuclear energy related activities
1 The undertaking carries out, funds or has exposures to research, development, demonstration and deployment of
innovative electricity generation facilities that produce energy from nuclear processes with minimal waste from the
fuel cycle.
NO
2 The undertaking carries out, funds or has exposures to construction and safe operation of new nuclear installations
to produce electricity or process heat, including for the purposes of district heating or industrial processes such as
hydrogen production, as well as their safety upgrades, using best available technologies.
NO
3 The undertaking carries out, funds or has exposures to safe operation of existing nuclear installations that produce
electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen
production from nuclear energy, as well as their safety upgrades.
NO
Fossil gas related activities
4 The undertaking carries out funds or has exposure to construction or operation of electricity generation facilities that
produce electricity using fossil gaseous fuels.
NO
5 The undertaking carries out, funds or has exposures to construction, refurbishment, and operation of combined heat/
cool and power generation facilities using gaseous fuels.
NO
6 The undertaking carries out, funds or has exposures to construction, refurbishment and operation of heat generation
facilities that produce heat/cool using gaseous fuels.
NO
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Archer 2024 Annual Report67
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Financial Statements
Sustainability Statement
Taxonomy Activity
Taxonomy Turnover
Financial Year N
EconomicActivities(1)
Code(2)(a)
Turnover2024(USDM)
ProportionofTurnover,yearN(4)
ClimateChangeMitigation(5)
ClimateChangeAdaptation(6)
Water(7)
Pollution(8)
CircularEconomy(9)
Biodiversity(10)
ClimateChangeMitigation(11)
ClimateChangeAdaptation(12)
Water(13)
Pollution(14)
CircularEconomy(15)
Biodiversity(16)
MinimumSafeguards(17)
ProportionofTaxonomyaligned
(A.1.)oreligible(A.2.)Turnover,
yearN-1(18)
Categoryenablingactivity(19)
Categorytransitionalactivity(20)
Text Currency %
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
0,00 0,00% 0% 0% 0% 0% 0% 0% N N N N N N N 0%
0,00 0,00% % % % % % % N N N N N N N 0% E
0,00 0,00% % N N N N N N N 0% T
EL;N/EL(f)
EL;N/EL(f)
EL;N/EL(f)
EL;N/EL(f)
EL;N/EL(f)
EL;N/EL(f)
Electricitygenerationfromgeothermalenergy CCM4.6 4,11 0,32% N/EL N/EL EL EL EL EL 0,32%
Productionofheat/coolfromgeothermalenergy CCM4.22 1,28 0,10% N/EL N/EL EL EL EL EL 0,10%
Transportbymotorbikes,passengercarsandlight
commercialvehicles
CCM6.5 0,00 0,00% N/EL N/EL N/EL N/EL N/EL N/EL 0,00%
Acquisitionandownershipofbuildings CCM7.7 0,00 0,00% N/EL N/EL N/EL N/EL N/EL N/EL 0,00%
5,39 0,41% % % % % % % 0,41%
5,39 0,41% % % % % % %
1295,29 99,59%
1300,68 100%
TOTAL
TurnoverofTaxonomyeligiblebutnotenvironmentally
B.TAXONOMYNON-ELIGIBLEACTIVITIES
A.TurnoverofTaxonomyeligibleactivities(A.1+A.2)
TurnoverofTaxonomynon-eligibleactivities
Turnoverofenvironmentallysustainableactivities
OfwhichEnabling
OfwhichTransitional
A.2TaxonomyEligiblebutnotenvironmentallysustainableactivities(notTaconomy-alignedactivities)(g)
2024 Substantial Contribution Criteria DNSH criteria (Does Not Significantly Harm) (h)
A.TAXONOMY-ELIGIBLEACTIVITIES
A.1Environmentallysustainableactivities(Taxonomy-aligned)
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Financial Statements
Sustainability Statement
Financial Year N
EconomicActivities(1)
Code(2)(a)
CapEx(3)
(USDM)
ProportionofCapEx,yearN
(4)
ClimateChangeMitigation
(5)
ClimateChangeAdaptation
(6)
Water(7)
Pollution(8)
CircularEconomy(9)
Biodiversity(10)
ClimateChangeMitigation
(11)
ClimateChangeAdaptation
(12)
Water(13)
Pollution(14)
CircularEconomy(15)
Biodiversity(16)
MinimumSafeguards(17)
ProportionofTaxonomy
aligned(A.1.)oreligible
(A.2.)CapEx,yearN-1(18)
Categoryenablingactivity
(19)
Categorytransitional
activity(20)
Text Currency %
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y;N;N/EL
(b)(c)
Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
0,00 0,00% 0% 0% 0% 0% 0% 0% N N N N N N N 0%
0,00 0,00% 0% % % % % % N N N N N N N 0% E
0,00 0,00% 0% N N N N N N N 0% T
EL;N/EL(f) EL;N/EL(f) EL;N/EL(f) EL;N/EL(f) EL;N/EL(f) EL;N/EL(f)
Electricitygenerationfromgeothermalenergy CCM4.6 0,48 0,97% N/EL N/EL EL EL EL EL 0,97%
Productionofheat/coolfromgeothermalenergy CCM4.22 0,61 1,23% N/EL N/EL EL EL EL EL 1,23%
Transportbymotorbikes,passengercarsandlightcommercialvehicles
CCM6.5 0,00 0,00% N/EL N/EL N/EL N/EL N/EL N/EL 0,00%
Acquisitionandownershipofbuildings CCM7.7 0,00 0,00% N/EL N/EL N/EL N/EL N/EL N/EL 0,00%
1,09 2,20% % % % % % % 2,20%
1,09 2,20% % % % % % %
48,41 97,80%
49,50 100%
TOTAL
CapExofTaxonomyeligiblebutnotenvironmentallysustainableactivities(not
Taxonomy-alignedactivities)(A.2)
B.TAXONOMYNON-ELIGIBLEACTIVITIES
A.CapExofTaxonomyeligibleactivities(A.1+A.2)
CapExofTaxonomynon-eligibleactivities
CapExofenvironmentallysustainableactivities(Taxonomy-aligned)(A.1)
OfwhichEnabling
OfwhichTransitional
A.2TaxonomyEligiblebutnotenvironmentallysustainableactivities(notTaconomy-alignedactivities)(g)
2024 Substantial Contribution Criteria
DNSH criteria (Does Not Significantly Harm) (h)
A.TAXONOMY-ELIGIBLEACTIVITIES
A.1Environmentallysustainableactivities(Taxonomy-aligned)
Taxonomy Activity
Taxonomy CAPEX
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Archer 2024 Annual Report69
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Financial Statements
Sustainability Statement
Financial Year N
EconomicActivities(1)
Code(2)(a)
Opex(3)
ProportionofOpex,yearN(4)
ClimateChangeMitigation(5)
ClimateChangeAdaptation(6)
Water(7)
Pollution(8)
CircularEconomy(9)
Biodiversity(10)
ClimateChangeMitigation(11)
ClimateChangeAdaptation(12)
Water(13)
Pollution(14)
CircularEconomy(15)
Biodiversity(16)
MinimumSafeguards(17)
ProportionofTaxonomyaligned
(A.1.)oreligible(A.2.)Opex,
yearN-1(18)
Categoryenablingactivity(19)
Categorytransitionalactivity
(20)
Text Currency %
Y;N;N/EL
(b)(c)
Y;N;N/EL(b)
(c)
Y;N;N/EL(b)
(c)
Y;N;N/EL(b)
(c)
Y;N;N/EL(b)
(c)
Y;N;N/EL(b)
(c)
Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
0,00 0,00% % % % % % % N N N N N N N 0%
0,00 0,00% % % % % % % N N N N N N N 0% E
0,00 0,00% % N N N N N N N 0% T
EL;N/EL(f) EL;N/EL(f) EL;N/EL(f) EL;N/EL(f) EL;N/EL(f) EL;N/EL(f)
Electricitygenerationfromgeothermalenergy CCM4.6 1,64 0,14% N/EL N/EL EL EL EL EL 0,14%
Productionofheat/coolfromgeothermalenergy CCM4.22 0,54 0,05% N/EL N/EL EL EL EL EL 0,05%
Transportbymotorbikes,passengercarsandlightcommercialvehicles
CCM6.5 0,68 0,06% N/EL N/EL N/EL N/EL N/EL N/EL 0,06%
Acquisitionandownershipofbuildings CCM7.7 10,51 0,90% N/EL N/EL N/EL N/EL N/EL N/EL 0,90%
13,36 1,15% % % % % % % 1,15%
13,36 1,15% % % % % % %
1152,50 98,85%
1165,86 100%
TOTAL
OpexofTaxonomyeligiblebutnotenvironmentallysustainableactivities(not
Taxonomy-alignedactivities)(A.2)
B.TAXONOMYNON-ELIGIBLEACTIVITIES
A.OpexofTaxonomyeligibleactivities(A.1+A.2)
OpexofTaxonomynon-eligibleactivities
Opexofenvironmentallysustainableactivities(Taxonomy-aligned)(A.1)
OfwhichEnabling
OfwhichTransitional
A.2TaxonomyEligiblebutnotenvironmentallysustainableactivities(notTaconomy-alignedactivities)(g)
2024 Substantial Contribution Criteria DNSH criteria (Does Not Significantly Harm) (h)
A.TAXONOMY-ELIGIBLEACTIVITIES
A.1Environmentallysustainableactivities(Taxonomy-aligned)
Taxonomy Activity
Taxonomy OPEX
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Sustainability Statement
Pollution poses significant challenges to the environ-
ment, public health, and the sustainability of industries
worldwide. As a company operating in the energy sec-
tor, Archer recognizes our responsibility to address the
pollution impacts associated with our operations and
mitigate these impacts.
SBM-3
Pollution to air
Archers operations inherently carry a risk of pollution, stem-
ming from both direct emissions generated within our activ-
ities, and indirect emissions originating from our upstream
supply chain. Archer owns and operates several land rigs,
mainly located on Iceland and in Argentina. The rigs are pri-
marily utilized in operations to drill boreholes for geothermal
energy production, carbon dioxide storage, and onshore oil
production. When possible, Archer aims to use electricity as
energy source for operating the rigs. However, operations in
geographical areas where there is limited supply for electricity
makes it difficult to avoid use of fossil fuel in our drilling activ-
ities. The impact is confined to the period during which the
rig operates on fossil fuels. The material pollutants associated
with combustion of fossil fuel include nitrogen oxides (NOx),
which affects air quality and may contribute to acid deposition
and eutrophication.
Archer has operations worldwide, and transportation of drill-
ing rigs, equipment, personnel, and supplies to and from drill-
ing sites is an essential part of our operations. In Argentina
and Iceland, the rigs are situated in areas where relocation pri-
marily involves land transportation, predominantly carried out
by trucks. For movement over longer distances, equipment
is transported by ships. Most transportation activities have
been outsourced to logistics providers, and we work closely
with our service providers to minimize the pollution related to
transportation. We are dependent on transport of equipment
to and from site locations, which also represents a key source
of NOx-emissions in our value chain.
E2-1
Policies
Effectively addressing pollution requires a robust framework
that guides our actions and ensures accountability across our
operations and in the value chain. Our negative impact on air
pollution is addressed in Archer’s environmental policy which
emphasizes our commitment to monitor, assess and reduce the
environmental impacts of our operations. Further, our energy
management policy outlines our dedication to continuously re-
ducing energy consumption, including fossil-based fuels, there-
by decreasing emissions of air pollutants.
Environmental Policy
Our commitment to minimize pollution to air is outlined in our
Archer Environmental Policy, further described in the chapter
E1 Climate Change. The policy requires all operational sites to
identify, proactively monitor, and continuously strive to reduce
environmental and pollution impacts from our activities, in ac-
cordance with local rules and regulations.
Energy Management Policy
Archers primary source of air pollution stems from fuel con-
sumption in our land-based drilling operations. The largest
non-GHG emissions are nitrogen oxide (NOx). To mitigate this
impact, our Archers Energy Management Policy emphasizes
our commitment to optimize and reduce energy use, including
the combustion of fossil fuel which emits several non-GHG air
pollutants. This will include a reduced use of fossil fuels, thereby
reducing emissions of the pollutants NOx, SOx, CO, NMVOC, and
particular matter.
This Policy is further outlined in E1 Climate Change.
To follow up on these policies, Archer has developed and im-
plemented a management system, where sustainability metrics
and KPIs are tracked and visualized through an organizational
dashboard. A key KPI for pollution impact is liters of fuel con-
sumed in operations. Fuel use is reported from all operations on
a quarterly basis. Although we are not certified, our procedure
aligns with the methodologies of ISO 50001, the international
standard for energy management systems.
Details about our material pollution-related impacts
E2 – Pollution; operational pollution risk
Link to value chain illustration Origin of impact Its associated impact Time horizon
7.1 Land Drilling drilling
and production activities
Own operations,
caused by Archers
activities
Land drilling and production activities
emit pollutants to air, such as NOx
Consistent
7.2 Logistics in the
supply chain
Supply chain The logistic activities in Archer’s supply
chain release pollutants such as SOx and
NOx, which comprise air quality.
Consistent
Sustainability Statement
Pollution
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Sustainability Statement
E2-2
Actions
Our efforts to reduce air pollution align closely with our climate
change mitigation work, due to the combined effect of reducing
both GHG and non-GHG emissions through our mitigation ac-
tions. In this regard, our decarbonization levers related to elec-
trification and fuel switching will mitigate air pollution from NOx
by reducing the use of diesel and heavy oils. These levers are
detailed further under E1 Climate Change. While the levers and
actions are highly related, we have identified two key actions
related to air pollution. These are important steps in achieving
our Environmental, and Energy Management policy objectives.
Electrification of rigs
To mitigate pollution from drilling operations, we are working to
transition our rig fleet from fossil fuels to electrically powered
rigs. This initiative directly reduces pollution to air, including
NOx, affecting local communities and workers in own opera-
tions. In 2024, we began the electrification of rig Óðinn, locat-
ed on Iceland. The cost of this rebuilding is estimated to be
approximately EUR 1 million. The impact on pollution remains
uncertain and will depend on the extent to which the rig op-
erates on electric power after the transition is complete. Prior
to electrification, NOx pollution from the rig was estimated to
approximately 63.000 Kg/year, if the rig operates 300 days a
year. The mitigating effect of this action on NOx pollution will
become evident in FY2025.
Transport
In 2024, Archer took actions to address material air pollution
impacts linked to transportation activities within its upstream
value chain.
Recognizing the impact of upstream transportation, related to
supplier logistics in Europe, Archer established a dedicated in-
ternal task force in 2024. The task force will work to develop a
strategy to better understand and mitigate pollution from sup-
plier-related transportation. While no specific CAPEX or OPEX
has been allocated to this initiative, it draws on existing internal
resources and cross-functional collaboration. The strategy aims
to guide future engagement with suppliers and identify areas
for improvement. The outcomes of this initiative are not yet
quantifiable.
E2-3
Targets
As of 2024 Archer does not have any targets related to pol-
lution of air. We have established targets related to our CO2
emissions described in chapter E1 Climate Change. Our short-
to medium-term target is to achieve a 30% reduction in glob-
al CO2 emissions (Scope 1 and Scope 2) by 2030, using 2018
as the baseline. The primary source of emissions in Scope 1
is fossil fuel consumption in Archer’s operations, primarily due
to consumption of diesel on our land rigs. Fossil fuel is the
main source of pollution to air within our business; hence our
GHG-emission targets and efforts to reduce Scope 1 emissions
will have a direct impact on our non-GHG emissions.
Archer plans to reassess all targets related to our material en-
vironmental matters during 2025, considering future develop-
ments such as changes in operational scale, customer demand,
regulatory factors, and emerging technologies.
2024 marks the first year we are measuring air pollution. How-
ever, air pollution from our own operations is directly linked
to fuel consumption. We have reduced our diesel use by 27%
compared to 2018. This corresponds to an average yearly re-
duction of 59.608 kg of NOx emissions.
Notes To Metrics
As of 2024, we do not have precise measurements of nitrogen
oxide emissions from our rigs and machinery. The table above
presents an estimated annual pollution level, calculated based
on the total liters of fossil fuel consumed throughout the year.
To track our fossil fuel consumption, we have determined the
total volume of fuel purchased using supplier invoices. When
the quantity is not specified on an invoice, we estimate it by
dividing the invoiced amount by the average fuel price for the
period.
To convert fossil fuel consumption into NOx emissions, we
have applied Forskrift om særavgifter, kap 3-19 Avgift på NOX.
We recognize that these figures are estimates and acknowl-
edge a degree of uncertainty. The primary source of uncertain-
ty arises from calculating NOx emissions per liter of fossil fuel,
as emission levels vary across different machines. Our calcula-
tions are based on Forskrift om særavgifter estimates, which
provide an industry-average value. Accurately measuring air
pollutants is considered too costly and not economically feasi-
ble. The metric is not validated by an external body.
E2-4
Pollution To Air
Pollutant Formula Unit Total amount
Nitrogen oxides NOx
Kg/year
959 115
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Sustainability Statement
Social
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Sustainability Statement
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Sustainability Statement
SBM-3
Our talented and high skilled workforce is the founda-
tion for Archer’s ability to deliver industry leading per-
formance. With approximately 5,000 employees world-
wide, Archer has a significant impact and responsibility
concerning the well-being and treatment of our work-
force.
The potential negative impact on our workforce is largely
systemic to the industry and the nature of the operations we
carry out. From a health and safety perspective, this includes
offshore, and field drilling operations associated with increased
risk of work-related injuries and, in the worst-case scenario, fa-
talities. Furthermore, our industry is highly male dominated,
which may influence our working culture and the well-being
of our employees, necessitating deliberate actions to create an
inclusive environment for everyone. This also applies to poten-
tial discrimination based on culture and nationality, as our em-
ployees represent more than 50 nationalities. A more detailed
description of our material impacts related to our workforce is
provided in table below.
Safety is our most important core value. The value is embed-
ded in the way we work in compliance with our procedures,
with the authority to ‘stop work’ if safety is compromised,
planning before we act, evaluating performance to ensure we
improve, and maintaining a positive and safe working environ-
ment. Employee safety training is essential to mitigate risks
and to avoid accidents.
Material impact Where it
originates
How it affects people or planet Value
chain
Time
Horizon
7.1 Unequal
gender
distribution
Own
operations
Of Archer’s approximately 5,000 employees, 93percent are
men. The imbalance, especially in offshore environments, can
perpetuate gender stereotypes, contribute to a non-inclusive
work environment, and negatively impact team dynamics,
innovation, and overall organizational performance.
Own
operations
Medium to
Long-term
7.2 Equal
treatment and
opportunities
for all
Own
operations
With a global workforce representing over 50 nationalities,
there is an inherent risk of workplace discrimination
and inequality, which could create a non-inclusive work
environment and negatively impact innovation and overall
organizational performance. Continuous attention to diversity
and inclusion is required.
Own
operations
Ongoing
7.3 Possible work-
related injuries
and fatalities
Own
operations
Operating in over 40 locations worldwide, including 41
offshore platforms and 60 land rigs, our workforce is
engaged in high-risk activities. Avoiding accidents across
various environments requires strict safety measures.
Own
operations
Short to
Medium-
term
Sustainability Statement
Own Workforce
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Sustainability Statement
The origin of our potential health and safety impact is connect-
ed to our strategy and business model, which requires on-site
work in environments associated with an inherent risk of inci-
dents, combined with the operation of heavy machinery and
equipment. We consider this potential impact to be systemic
to our industry and the type of operations carried out by our
employees. The employees and non-employees exposed to
these risks are personnel conducting work offshore and field
operations.
Recognizing this, we have prioritized health and safety as a
cornerstone of our strategic approach and communication.
The risks and impacts have influenced our strategy and focus
when it comes to safety standards and the global safety stand-
ards have already been improved and implemented. Risk mit-
igation has been and will continue to be a strategic priority
through established global safety standards and global train-
ing for all employees to understand risk and risk management.
There is also safety courses tailored to local operational risks
and customer requirements. Regular safety audits are con-
ducted in both onshore and offshore locations. The measures
are connected to long-term strategic targets such as reducing
workplace incidents, investing in training and development,
and improving employee engagement.
In addition to our potential health and safety impacts, we have
identified potential material impacts related to diversity and
inclusion based on gender and nationality. Archer`s global
workforce comprises individuals from more than 50 different
nationalities across multiple regions. This creates a highly di-
verse working environment which may originate in negative
impacts due to discrimination and lack of inclusive workplace
culture.
The offshore and field drilling industry has traditionally been,
and continues to be, highly male-dominated. The nature of
our industry with typical male dominated subjects, and the
fact that most of our employees are working offshore or in
the field, our organization faces a gender imbalance. This un-
derrepresentation of women can negatively impact inclusivity.
The potential negative impacts related to gender imbalance
and workforce diversity have informed the development of
our strategic priorities, emphasizing the need to foster gender
balance and inclusivity. We have embedded gender equali-
ty into our business practices, by implementing recruitment
strategies to actively attract more women, incorporates poli-
cies and actions to prevent discrimination and to ensure equal
opportunities.
To mitigate these potential impacts and raise awareness, all
new employees are required to complete an online course on
our “Code of Conduct”, and Mission, Vision & Core Values. We
are monitoring Diversity & Inclusion throughout our Global
Employee Engagement Survey.
In relation to our own workforce, we have not identified any
material financial risks and opportunities arising from our po-
tential impacts. We have not identified any risks of forced labor
or child labor incidents within our workforce.
S1-1
Policies
Our people strategy and approach to managing the material
impacts on our own workforce are underpinned by compre-
hensive policies. These policies reflect Archer’s Core Values
Safety, Integrity and Performance- supported by our Core Be-
haviors of Teamwork and Proactivity, and demonstrate Arch-
er’s commitment to providing a workplace where everyone
can be safe, healthy and respected.
Our policies clearly outline what Archer expects of its employ-
ees and what employees can expect of Archer as a company.
They apply globally to all employees, regardless of employ-
ment type, geographic location, or role. The development and
implementation of our Policies have been directly informed
by stakeholder engagement. We actively consult with a broad
range of internal and external stakeholders- including employ-
ees, union and safety representatives, suppliers and investors-
to gather diverse input and ensure our policies are relevant,
inclusive and responsive to emerging expectations. This feed-
back has led to refinements in areas such as safety procedures,
behavioral expectations, and communication mechanisms.
Oversight and accountability for policy implementation rest
with our CEO, supported by senior corporate functional lead-
ers. Their responsibilities include integrating stakeholder feed-
back into decision-making processes and ensuring policies are
actively communicated, understood and enforced across all
operational levels. All Archer policies are publicly available at
www.archerwell.com/quality.
Policies related to health and safety
Archer Safety policy states the goal of no accidents, injuries
or losses. This will be achieved by ensuring that all personnel
have the necessary time to plan and perform work safely and
the training and competence to perform the work. The Safety
policy is complemented by our Code of Conduct which states
that Archer is fully committed to conducting business in the
safest possible manner and being good stewards of the en-
vironment. Our ambition is: no accidents, no harm to people,
and no damage to the environment.
Everyone working for Archer has both the duty and the right
to stop unsafe actions and operations. Archer fully supports
decisions to halt any operation deemed unsafe. To reinforce
a strong safety culture, our QHSE department recognizes and
rewards employees each month for making responsible safety
decisions and reporting unsafe actions or operations.
Archer`s Well control policy is closely linked to the Safety Pol-
icy, reinforcing our commitment to preventing uncontrolled
well situations for the safety of our employees. This is achieved
through the careful maintenance of all well control and asso-
ciated equipment, in compliance with relevant legislation.
Additionally, we continuously monitor, record, and report any
deviations, ensuring immediate corrective actions are taken.
Archer Quality policy says that “we aim to do it right the first
time, every time”. This will be achieved by deploying qualified
personnel and ensuring that relevant personnel have the nec-
essary competence and understanding of the work being
planned. This quality requirements and training is also key to
mitigate the risk for potential health and safety incidents. En-
suring management system compliance with internal and ex-
ternal requirements and regulations, and ensuring that every-
one is familiar with, and follows, our management system.
Our ISO 9001: 2025 certification recognizes our commitment
to maintaining a high-quality working environment and is sup-
ported by our Quality policy.
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Sustainability Statement
Managing health and safety through our Business Man-
agement System
To ensure Archer operations are performed in a safe and effi-
cient manner, our activities are controlled by procedures. All
procedures reside within our management system. The Arch-
er Management System (“Compass”) is an integrated quality,
health, safety and environmental operational system which
provides the management, employees and other relevant par-
ties clear and consistent management information. Compass
defines the Archer work processes and procedures and how
they work together. Compass manually acts as the top-level
managing document in Archer.
The Archer Risk Management process is fundamental and es-
sential to ensure we keep our employees safe and to reduce
any health exposure. Archer`s approach to risk management
includes the identification, assessment, and prioritization of
risks, followed by coordinated and focused application of re-
sources to minimize, monitor, and control the probability and/
or impact of harmful events.
Archer health and safety standards are described in Compass
and are aligned with the requirements in ISO 45001.
Not all of our locations have access to Compass. There is a
direction to that all Archer sites must implement a health and
safety management system aligned with ISO 45001, ensuring
consistency with our policies and effective oversight of their
implementation. Where local legal requirements exceed these
standards, we comply with applicable legislation.
Polices for equal treatment and opportunities for all
Our identified risks and potential impacts of gender imbalance
and workforce diversity are addressed by our policy commit-
ments, including our policies to uphold human rights.
Our Archer Human Rights Policy affirms our commitment
to fostering a company culture that respects and promotes
human rights. We will achieve this by adhering to recognized
international standards and the laws of the countries in which
we operate. This includes upholding the principles of non-dis-
crimination in the workplace, the right to freedom of associa-
tion and assembly, and the right to collective bargaining. The
policy is supplemented by Archer Code of Conduct which
states that Archer complies with international labor standards
and employment legislation where we operate. We are com-
mitted to non-discrimination in the workplace, the right of free-
dom of association and assembly, and the right to collective
bargaining.
Additionally, we monitor our operations, practices, and proce-
dures to ensure compliance with the Archer Human Rights
Policy and Archer’s core values.
Our Health policy states that we will promote a culture in
which everyone works together to ensure good health and a
sound working environment. We will achieve this by creating
and maintaining a healthy working environment and working
culture and commitment to initiatives that support and pro-
mote this.
The Archer Behavior and Conduct Policy set the expectation
that all individuals behave respectfully toward others and
act in accordance with Archers values. This commitment is
achieved by fostering ethical awareness and integrity in daily
activities, ensuring equal opportunities for all individuals, and
maintaining a zero-tolerance policy for sexual harassment and
bullying.
Additionally, the Archer Code of Conduct states that we are
committed to ensuring equal employment opportunities for
all individuals. Archers do not tolerate discrimination based
on race, ethnicity, religion, sexual orientation, gender identity,
career and parental status, national origin, age, marital status,
or disability. Through these commitments, Archer fosters a fair,
inclusive, and respectful work environment for all employees.
Furthermore, the Code of Conduct states that we will uphold
and respect the human rights of our employees, suppliers, cli-
ents, and the communities we operate in, and we expect our
employees and contractors to fully support in this endeavor.
Our approach is informed by internationally recognized frame-
works, including the UN Guiding Principles on Business and
Human Rights, the International Bill of Human Rights, and the
ILO Core Conventions on Labor Standards.
Archer Complies with international labor standards and em-
ployment legislation where we operate. We are committed to
preventing child and forced labor, ensuring non-discrimination
in the workplace, and upholding the rights to freedom of as-
sociation and collective bargaining. While the prevention of
human trafficking is not explicitly addressed in our policies, it is
not tolerated under any circumstances, reflecting our commit-
ment to leading international standards and frameworks on
human and labor rights. This commitment applies to all em-
ployment decisions, including recruiting, hiring, firing, promot-
ing, demoting, training, transfers, reductions—in-force, re-hiring,
compensation, benefits, discipline, and other terms, conditions
and privileges of employment.
To ensure compliance with internationally recognized human
rights Archer has made a Transparency Act Procedure and
publishes yearly Transparency Act Reports in accordance with
the Norwegian Act relating to enterprises ‘transparency and
work on fundamental human rights and decent working con-
ditions (“The Transparency Act”). Our commitment extends
not only to our own operations but also to the companies we
collaborate with and the communities in which we operate.
With reference to the UK Modern Slavery Act 2015 we present
Slavery Act Statements and yearly Gender Pay Gap Reports
for the UK. More on this regarding suppliers and workers in the
value chain in the chapter Workers in the Value chain.
Lastly, every employee is subject to the Archer Employee
Handbook, with versions for each country, region or employ-
ee location (onshore or offshore). It addresses equal oppor-
tunities, harassment and bullying, grievance procedures, and
adherence to the Code of Conduct.
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Sustainability Statement
S1-2
Process for engaging with our own workforce
At Archer, we expect our leadership to directly engage with
our workforce to gain insights and perspectives on a wide
range of matters. These insights play a crucial role in shaping
our decisions and strategies.
We engage directly with our employees via our bi-annual glob-
al Employee Engagement Survey. The survey is designed to
gather employees’ perspectives and opinions on their satis-
faction and motivation on various aspects of their work ex-
perience. Director Human Resources is responsible for this
initiative. The survey covers key areas, including Employee
Net Promoter Score (eNPS), social interaction, inclusion and
diversity, achievements, job requirements, sense of control,
leadership, company values, overall engagement with the
organization, and internal company issues. By collecting this
feedback, we aim to better understand employee experienc-
es and continuously improve the workplace. All levels in the
organization is engaged in response to the employee engage-
ment survey, ensuring that the process is inclusive and trans-
parent. From collaboration with the Executive Management
team to working closely with each department, we prioritize
open communication and feedback. We establish task forces
that bring together both employees and management, foster-
ing ownership and involvement in the action plan for improve-
ments.
We arrange Quarterly Global Town Hall sessions with the
Group CEO, which provides employees with the opportuni-
ty to raise questions and concerns, and we publish our own
Archer podcast.
We conduct exit interviews when employees leave the organ-
ization to gain valuable insights into the employee experience
and to identify areas for improvement. These interviews are
an essential part of our employee engagement strategy, pro-
viding employees with a platform to share feedback and their
reason for leaving. The data collected from exit interviews is
analyzed to inform our retention strategies and drive continu-
ous improvement.
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Although Archer does not have targeted engagement pro-
cesses for specific sub-groups of the workforce- such as off-
shore workers, that may face elevated safety risks or female
and minority employees with inclusion related concerns, the
perspective of these groups is captured through our general
engagement mechanisms. The offshore and field workers are
the majority of the workforce. Our global employee engage-
ment survey and observation cards (OBS cards) are designed
to promote inclusiveness of all employee voices, and analysis
of feedback includes attention to demographic and role-based
differences where data allows.
Our engagement with unions
We respect our employees’ rights to organize and to voice
their opinions, and we have the same clear expectations for
our suppliers and partners. We engage with employee rep-
resentatives on labor matters through a variety of channels,
including meetings with labor unions on all levels of the organ-
ization, work councils, and health and working environment
committees. Union representatives are invited to collaborate
in connection with change initiatives. We engage in monthly
meetings with the Unions where both the company and union
representatives can bring in topics they would like to discuss.
This has led to a good relationship and cooperation with the
unions.
In 2024, several collective agreements were negotiated with
relevant unions. Some of these were main settlements that cov-
ered both the annual wage increase and other compensation
elements. These were put into effect at different locations and
for various types of personnel across the organization. Through
2024, we have had continuous dialogue and collaboration with
union representatives and safety delegates on several topics. This
includes discussions on changes to the legislative framework,
change processes, working time, rotations and shift schedules
and career development. The Union relations Manager oversees
union negotiations, and Director Human Resources is accounta-
ble for this engagement. We have not signed a Global Framework
Agreement (GFA) with respect to labor rights but are committed
to ensure fundamental labor rights through our human rights
policy, including freedom of association and collective bargaining.
Monitoring the effectiveness of our engagement
We closely monitor the effectiveness of our employee en-
gagement initiatives. After conducting employee engagement
surveys, we track key metrics and trends over time to assess
the impact of our engagement efforts. We also monitor the im-
plementation of action plans developed from the task forces
mentioned to ensure they address identified areas of improve-
ment. This ongoing evaluation process allows us to refine our
strategies and measure the effectiveness of initiatives. Talent
Turnover and Voluntary Turnover metrics serve as additional
indicators of the success of our engagement initiatives, help-
ing us identify areas for improvement.
S1-3
Processes to remediate negative impacts and channels
for own workforce to raise concerns
We are committed to fostering a safe, inclusive, and respectful
working environment for all employees. To uphold this com-
mitment, we have established multiple channels for reporting
grievances and concerns, ensuring that all employees can
raise issues in a professional, confidential, and secure manner.
We are dedicated to not only providing accessible grievance
mechanisms but also fostering a culture where employees feel
it’s safe to report concerns. Employees have the unequivocal
right to report concerns without fear of retaliation.
Employees have access to various channels for reporting
workplace concerns. They can approach their direct leader,
they can reach out to the HR organization, they can contact
the safety – or union representatives. In addition to this our
confidential Whistleblower channel can be used by both our
employees and external stakeholders.
Reports can be made anonymously to the Whistleblower hot-
line that is operated by an independent outside service pro-
vider retained by Archer. Information reported in this manner
is forwarded to the company without identifying the source.
Links to the Whistleblower channel are available on the Archer
website. Further information on the whistleblower channel is
included in our Business Conduct section.
Issues raised are addressed, documented and feedback is
shared with key stakeholders, including the quarterly submis-
sion of a comprehensive whistleblower report to the Audit
Committee. This includes a summary with key performance
measures such as the number of cases reported, cases open
and type of reports. A comprehensive report also includes
case status and actions taken.
Awareness and trust in our grievance mechanisms
We take proactive steps to ensure that our employees are
aware of and reminded about the available grievance mecha-
nisms. This awareness is embedded in various aspects of the
employee experience, including:
1. Code of conduct training:
Our mandatory code of conduct e-learning includes
guidance on our grievance and complaint handling policy.
2. Personnel handbook:
Grievance procedures are addressed in the personnel
handbook
3. Information boards:
Information boards in the buildings display relevant safety
representatives and their contact information.
To ensure employees are aware of and have confidence in
our reporting channels, we track awareness and utilization
through our biannual employee engagement survey. The re-
sults help us assess the effectiveness of our mechanisms and
drive continuous improvement.
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Process for remediating negative impact
Archer is committed to providing remedy in cases that have
caused or contributed to adverse negative impact on employ-
ee well being, including related to human rights. If situations
occur, remediation is essential to ensure that those who suf-
fers receive appropriate support and to prevent similar situa-
tions in the future. We continue working towards strengthen-
ing processes for providing remedy to affected stakeholders,
including own workforce. As part of our commitment to ad-
dressing workforce risks related to health, safety, diversity and
inclusion, Archer provides private health insurance to the
majority of our employees. This coverage includes access to
both physical and psychological health services. By ensuring
access to mental health support and comprehensive care,
Archer seeks to remediate any potential negative impact on
employee well-being.
In addition to medical support, remedial actions may include
workplace adjustments, formal apologies, corrective meas-
ures, or other restorative steps depending on the nature of the
issue.
Archer Code of Conduct 7.1 Reporting possible violations safe-
guards against retaliation. It states that no employee (including
worker`s representatives) will be negatively affected in employ-
ment with the Company as a result of reporting possible violation
of Company policy or cooperating in a Company investigation.
This includes those who report a possible violation of the Com-
pany`s policies against discrimination and sexual harassment.
The Audit Committee of the Archer Ltd Board reviews whis-
tleblower reports and other material workforce-related issues
at quarterly board meetings as part of its oversight of remedi-
ation efforts. This includes monitoring both the implementa-
tion and the effectiveness of remedies. The Committee con-
duct an annual review to assess whether remedial actions are
adequate, timely and satisfactory. Although workers are not
currently directly involved in the design of remedial process-
es, their feedback through surveys and grievance outcomes
informs continuous improvement.
S1-4
Actions for Health & Safety
Processes to identify actions
To identify and mitigate risk to avoid major incidents and tail-
end risks Archer utilizes the Archer Risk Management process,
implemented through the Business Management System. The
Archer Risk Management process is designed to ensure that
risks related to our operations and business processes are
analyzed, controlled, and monitored in a consistent manner.
The context of the risk management process must be adjust-
ed to the nature of the activity and is supported by several
procedures based on what is under evaluation. The governing
principle is that the risk shall be reduced to a level as low as
reasonably practicable (ALARP). Risk levels for all targets are
assessed using a standardized risk matrix, with the objective
of remaining within the “green” (low-risk) zone. The risk ma-
trix is the basis for our actions and as health and safety is an
integral part of the way we do business, health and safety per-
formance is being discussed frequently at all levels of the or-
ganization. Including within the Board of Directors, Executive
Team, QHSE and local work councils. Employees are engaged
on health and safety issues through frequent health and safety
network meetings in business areas.
To support the implementation of identified health and safety
actions Archer allocates dedicated financial and operational re-
sources annually. These include budgets for training initiatives,
digital tool development, safety campaigns, and employee
well-being initiatives. The implementation of key actions taken
in 2024 and key actions planned for 2025 does not require sig-
nificant operational or capex resources but is based on priori-
ties within the QHSE department. Responsible functions such
as QHSE and HR have resource plans in place to ensure timely
execution and monitoring of these activities. Where applicable,
project- specific resources are also allocated.
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Key Actions
For 2024 our key actions included:
Key Action Expected Outcome Contribution to Policy Objectives Contribution to Targets Scope Time horizon
NCR Training Improved understanding and
consistent use of NCR tools;
increased non-conformance
reporting
Strengthens internal control and
accountability; promotes quality and
continuous learning
More accurate and timely
reporting of deviations
Group-wide, all
operation regions
Completed in 2024
Implementation of a Global
Tool for Proactive Reporting
Enhanced reporting culture;
early detection and prevention of
incidents
Encourage proactive risk
identification and safety culture
Higher volume of proactive
reports; fever incidents
Group- wide, all
operation regions
Q2-Q4 2024
Deployment of the
Company's Quality Rules
Increased awareness and consistent
application of quality standards
Reinforces Archers quality assurance
and continuous improvement
policies
Better quality compliance; fewer
deviations from standards
Group-wide, all
operation regions
Throughout 2024
Integration of HSE Tools
into daily routines
Improved safety culture; greater
employee engagement with safety
tools
Promotes embedding HSE in
daily operations; visible leadership
support
Better use of existing HSE tools Group-wide, all
operation regions
2024
Broken Window
& Error Trap Campaigns
Reduction in escalation of minor
issues; improved awareness and
prevention
Supports preventive safety practices;
continuous improvement measures
Reduction in incident severity;
more frontline engagement in
safety practices
Group-wide, all
operation regions
2024- ongoing
Mental Health
Awareness Month
Improved employee well-being;
greater awareness of mental health
support
Promotes a healthy and inclusive
workplace environment, employee’s
well-being and to put mental health
on the agenda
Improved participation in
mental health initiatives;
employee satisfaction scores
Group-wide all
operation regions
October 2024
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Key Actions taken
Key Action Expected Outcome Contribution to Policy Objectives Contribution to Targets Scope Time Horizon
Talent Acquisition Lead
appointment
Increased inclusion in hiring
processes
Supports non-discriminatory
recruitment
More female candidates hired, incl.
for leadership roles
Group-wide, all
operation regions
2022-ongoing
Gender-neutral role
descriptions
Fair and inclusive job postings Promotes equality and awareness in
recruitment
Gender balance in applicant pool Group-wide, all
operation regions
2022- ongoing
Headhunter policy requiring
gender balance
Ensures diverse talent pipeline Supports increased female
representation in leadership
More women shortlisted and hired Group-wide, all
operation regions
2022- ongoing
Recruitment training for
hiring managers
Improved decision-making and less
bias in hiring
Drives awareness and competency
at management level
Reduction in biased hiring Group-wide all
operation regions
2022- ongoing
Code of conduct training for
new employees
Awareness of inclusion, non-
discrimination and harassment
Culture-building: promotes inclusion
and respect
All new hires trained Group-wide, all
operation regions
2019-ongoing
Key Actions planned for the Future
Key Action Expected Outcome Contribution to Policy Objectives Contribution to Targets Scope Time Horizon
Global leadership training
rollout
Awareness of unconscious bias and
inclusive leadership. Psychological
safety and Growth mindset
Strengthen inclusive leadership
practices and psychological safety
Empower managers to drive EDI
culture
Group-wide, all
operating regions
Q1 2025
Improved succession
planning methodology
Balanced leadership representation
through improved talent pipelines
Supports accountability and
systematic D&I approach
More women considered and
appointed for leadership roles
Group-wide, all
operating regions
2025
Local accountability for D&I
actions
Culturally relevant and impactful
D&I interventions
Ensure policy is embedded and
implemented at operational level
Measure D&I progress at local/
regional level
Group-wide, all
operating regions
2025-2030
Actions related to equality, diversity, and inclusion
Key actions
To mitigate the negative impact of unequal gender
distribution, and in support of our Diversity and Inclusion
Strategy 2022-2030, we have implemented several key
actions and continue to plan further initiatives. These actions
aim to strengthen gender balance across all levels of the
organization, enhance awareness, and foster a culture of
inclusion across all geographic locations and operations.
Archer allocated dedicated resources to Diversity and
Inclusion implementation, including funding for inclusive
recruitment, leadership development programs and
awareness campaigns. The HR function, supported by local
teams, oversees the roll-out and ensures accountability at
both corporate and regional levels.
Diversity and Inclusion strategy 2022-2030:
- Increase share of female employees, also within
management position
- Raise company-wide awareness of diversity and inclusion
- Ensure a fair and non-discriminatory recruitment and hiring
process
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S1-5
Targets
Archer is dedicated to our ongoing ambition of achieving
zero incidents related to health and safety, discrimination,
and other potential impacts on our workforce. While we have
not yet specific time-bound targets for all workforce- related
topics, we are developing our measurement framework in
alignment with our potential negative impact and, we are
committed to continuously improving our performance
by monitoring relevant metrics and KPIs, supported by the
policies and actions outlined in this chapter and will continue
to evaluate the need for formal target-setting.
Safety
As articulated in the Archer Safety Policy our long-term goal
is zero accidents, injuries, and losses across all operations.
Measuring performance is a critical component of our
continuous improvement cycle, and results are monitored
consistently and systematically across the organization.
To manage the health and safety impact on our employees,
we track the following KPIs which support our zero-incident
ambition:
- Fatality Frequency
- Lost Time Injuries Frequency
- Medical Treatment Case Frequency
- Total recordable incident frequency
These KPIs are reviewed monthly at both local and corporate
levels. Year-on-year trends are analyzed to inform risk-based
decision-making and resource allocation.
Dedicated resources- including budget, digital tools, and
internal safety facilitators are allocated annually to support
the achievement of our safety related ambitions. Oversight
is provided by the HSEQ function and reported regularly to
executive leadership and the Board.
Equality, Diversity and Inclusion
To deliver on our long-term commitment outlined in
Archers Diversity and inclusion strategy 2022-2030,
Archer monitors progress through relevant HR metrics and
employee feedback mechanism.
Our ambition is to:
Increase share of female employees, also within
management position
Raise company-wide awareness of diversity and inclusion
Ensure a fair and non-discriminatory recruitment and hiring
process.
We track progress through the following:
Gender diversity metrics (including gender balance in
leadership and new hires)
Diversity in recruitment pipelines
Results from our bi-annual Employee Engagement Survey,
which included dedicated questions related to inclusion
and equal treatment.
The baseline from 2022 serves as our point of comparison,
and we aim to demonstrate positive year-on-year progression
across these indicators.
Financial and personnel resources are allocated to support
the implementation of Equality, Diversity and Inclusion
measures, including training programs, awareness
campaigns, recruitment policy reviews, and leadership
initiatives. Oversight is provided by the HR function, with
accountability shared by executive management and local
leadership.
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Metrics Own Workforce
Employee Dec 2024
Permanent
Women 318
Men 4 500
Temp
Women 24
Men 106
Waged / Hourly
Women 2
Men 22
Apprentice
Women 14
Men 51
Total Permanent 4818
Total Temp 130
Total Hourly 24
Total Apprentice 65
Total Total* 5037
S1-6
ESRS ref. S1-6, 50(b) (i-iii)
Total Number of Employees Unit 5 037
Norway Headcount 2 036
Argentina Headcount 1 807
United Kingdom Headcount 509
Brazil Headcount 250
Iceland Headcount 127
USA Headcount 115
Phillipines Headcount 93
Others Headcount 100
ESRS ref. S1-6, 50(a)
Methodologies and measurements
Information about employees is gathered by the HR function across the Archer group of
companies and entities.
IFS is the main source of people data within Archer, however due to the geographical and
organizational structure some data is also hosted on localized secure systems. For the purpose
of the CSRD reporting a global dataset has been gathered and stored in a static database.
The database contain core employee data and demographics used in S1-6, S1-9 and S1-16.
Data in S1-14 is coming the Archer Performance Dashboard and S1-17 is collected from the
Archer Whistleblower database.
None of our social metrics are validated by external third party, other than the auditor.
Headcount based on employee, temporary staff and apprentices; not counting external personnel
Countries with less than 50 staff summarized together under Others’.
* cross referenced page 8 Financial Statement
Headcount based on employees not counting external personnel
Countries with less than 50 staff summarized together under Others’
Turnover is calculated: Total number Leaving / Average Headcount
Voluntary = Staff leaving company based on own decision (excluding retirement, end of contract, etc.)
Total = Staff leaving for ANY reason including TUPE
Total Turnover 899 17,8 %
Voluntary turnover 230 4,6 %
ESRS ref. S1-6, 50(c)
The calcuclation of the the gender distribution is based on the recorded genders in our HR systems over the total
headcount. The nature of Archers business and overweight of mechanical field roles greatly influence the disparity
in the numbers.
Gender Distribution Archer % #
Female 7,2 % 362
Male 92,8 % 4 675
ESRS ref. S1-6, 50(a)
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Total number of incidents of discrimination, including
harassment, reported in the reporting period
2023 2024
5 0
S1-17
ESRS ref. S1-17, 103(a), 102
Number of complaints filed through channels for own
people in the entity’s own workforce to raise concerns
(including grievance mechanisms)
2023 2024
10 8
ESRS ref. S1-17, 103(b)
Total amount of fines, penalties, and compensation for
damages as a result of the incidents and complaints
disclosed under §103 (a) and (b)
2023 2024
- -
ESRS ref. S1-17, 103(c)
Number of severe human rights incidents connected
to the entity’s workforce in the reporting period
2023 2024
- -
ESRS ref. S1-17, 104(a)
Total amount of fines, penalties and compensation for
damages for the incidents disclosed in § 104 (a)
2023 2024
- -
ESRS ref. S1-17, 104(b)
An indication of how many of severe human rights
incidents are cases of non-respect of the UN Guiding
Principles on Business and Human Rights, ILO Declara-
tion on Fundamental Principles and Rights at Work or
OECD Guidelines for Multinational Enterprises
2023 2024
- -
ESRS ref. S1-17, 104(a)
Gender Distribution Executive % #
Female 0 % -
Male 100 % 6
S1-9
ESRS ref. S1-9, 97(b)
The definition of executives is aligned with annouced executives as stated on Archerwell.com and does not include
all direct reports of the CEO.
Age Distribution Female Male Total
Under 30 years 75 8 % 522 92 % 597 12 %
30 - 50 years 208 7 % 2 887 93 % 3 078 61 %
Above 50 years 79 6 % 1 293 94 % 1 362 27 %
TOTAL 362 7 % 4 675 93 % 5 037 100 %
ESRS ref S1-9 66(b)
The calculation of the gender distribution is based upon the recorded Date of Birth of the Archer employees in the
HR systems. The populations has further been assigned age brackets and split by gender.
Average Gender Pay Gap 15 %
S1-16
ESRS ref. S1-16, 97(a)
In order to have a global comparison all currencies have been converted to USD based on company fx rates
31/12/2024 exception being Guyana and Argentina where rates from Oanda have been used with effective adte of
31/12/2024. Full time employees, excludes temporary staff and staff hired during 2024
CEO Pay ratio 9,60
ESRS ref. S1-16, 97(b)
Calculation: Median Total Renumeration of Company less CEO divided by CEO Total Renumeration
Excludes staff hired in 2024.
Reported incidents based on Archer Whistleblower hotline
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Health & Safety Management System 2023 2024
Employees Covered 100 % 100 %
Non-Employees Covered 100 % 100 %
S1-14
ESRS ref. S1-14, 88(a)
Total Recordable Work-Related Accidents 2023 2024
Employees 22 37
Non-Employees - -
ESRS ref. S1-14, 88(c)
Rate recordable Work-Related Accidents 2023 2024
Employees 0,52 0,84
Non-Employees - -
ESRS ref. S1-14, 88(c)
Fatalities due to work-related injuries 2023 2024
Employees - -
Non-Employees - -
Other workers - -
ESRS ref. S1-14, 88(b)
Fatalities due to work-related ill health 2023 2024
Employees - -
Non-Employees - -
Other workers - -
ESRS ref. S1-14, 88(b)
Days lost due to work-related injuries and fatalities
from work-related accidents, work-related ill health
and fatalities from ill health of employees
2023 2024
- -
ESRS ref. S1-14, 88(e)
Number of cases of recordable work-related ill health
of employees in the entitys own workforce
2023 2024
3 8
ESRS ref. S1-14, 88(d)
Health and safety information isr ecorded in Syngergi and the Archer monthly QHSE reports
The metric is based on OSHA standards which looks at a time span of 200,000 worked hours.
The data is the displayed in Corporator (Archer Performance Dashboard)
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At Archer, our commitment to sustainability and ethi-
cal responsibility extends throughout our entire value
chain. We recognize that respecting and upholding in-
ternationally recognized human rights and labor stand-
ards is essential, not only because it is the right thing to
do but because it contributes to our long-term success
and resilience.
Related to our workers in the value chain, Archer has identified
the following material impacts, risks and opportunities (as pre-
sented under SBM-3):
SBM-3
Working conditions
With operations in more than 40 countries and roughly 4.158
suppliers worldwide, Archer has a significant indirect impact
on society and the environment through our value chain. The
companies and workers in Archer’s supply chain are in gen-
eral oriented towards the offshore oil and gas market and are
mainly in Europe or North- and South America. Archer gener-
ally procures finished goods and services with a high specifi-
cation to be used in the highly regulated oil and gas market.
Archer procures less commodity type items.
Most of Archer’s direct suppliers are located in Norway, UK, US
and Argentina. As part of a highly regulated oil and gas indus-
try providing specialized equipment and services subject to
the highest applicable standards and regular industry audits, a
substantial amount of Archer’s direct suppliers are subject to,
and complies with, strict industry standards and regulations. In
line with the fundamental resilience to impacts herein, and as
Archer has not actually discovered any breaches to workings
conditions in its value chain, this does not currently effect or
impacts Archer’s business model, strategy or decision mak-
ing on any other matter than the continued use of Archer’s
already implemented policies and Code of Conduct.
However, Archer recognizes that our global overall value chain
involves exposure to countries, material, and services with a
higher prevalence of sub-standard working conditions for
workers in the value chain, and more specifically all workers
in the value chain not part of the oil and gas industry and/or
the regions addressed above. These include practices such as
unsafe working environments and adequate wages.
Details about our material climate-related impacts
S2 – Workers in the value chain; Supply chain labour practices
Link to value chain illustration Origin of impact Its associated impact Time horizon
10.1 Supply chain labour practices
in a global supply chain
Upstream value
chain, caused by
Archers business
relationships
Our operations are integrated into global
supply chains, including regions where
workers may receive wages below basic
living standards, leading to substandard
economic conditions. This creates a high
inherent risk of forced labor, particularly
in countries and sectors known for vulne-
rabilities to such practices.
Consistent
Sustainability Statement
Workers in the Value chain
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Exposure to a global supply chain involves a high inherent
risk of forced labor occurring in countries and in sectors with
known vulnerabilities to forced labor issues. Within our sup-
ply chain, including among indirect suppliers, we interact with
marginalized or vulnerable groups, including migrant work-
ers, women, ethnic minorities and indigenous people, which
based on a widespread and systemic understanding is subject
to greater risk. Value chain employees may be subject to work-
ing conditions that are non-compliant with local regulations,
Human Rights and/or Archer policies and guidelines,
The impacts on value chain workers can include (but are not
limited to): poor working conditions, excessive working hours,
inadequate wages or inadequate personal protective equip-
ment. These are the systemic issues that appear most fre-
quently across countries and industries, with the Middle East,
Asia and South America being regions where we have identi-
fied a possible heightened risk around practices.
As a specialized entity within the highly professional and regu-
lated oil and gas industry with major clients in the same indus-
try, the types of value chain workers who could be materially
impacted by the entity are generally workers in the entity’s
upstream value chain (i.e., not downstream value chain or joint
ventures where Archer is part of the joint venture). Further-
more, limited risk is considered for workers working on the
entity site but not being part of Archer’s own workforce, as all
relevant sites are subject to strict requirements on the oil and
gas industry.
Archer has a strategy to expand our footprint, within key stra-
tegic regions and product offerings. As we grow internationally
the potential impact on our value chain and the related risk will
increase as we enter new locations. Therefore, the anticipat-
ed effect or impacts on Archer’s business model, strategy and
decision making as expanding our footprint is the continued
monitoring and improvement of Archers policies and Code
of Conduct, which is reasonably believed to occur within the
next few years. If Archer’s expanded footprint should result in
added risk impact on workers in the value chain, appropriate
measures and actions will be taken, such as setting new re-
quirements in supplier declarations and increased individual
follow-up of suppliers (including possible audits) where data
generally show such suppliers are subject to add increased
risk to workers in the value chain. As we revisit and update our
global policies, we aim to address this by enhancing our out-
reach and dialogue. Incorporating the perspectives of these
key stakeholders will enable us to better consider and address
the interests of those most impacted by our operations going
forward.
S2-1
Policies
Archers commitment to operating with the highest ethical
standards is embedded within our policies, procedures, and
corporate governance practices. Our commitment to trans-
parency and traceability underpins this process, helping us
build a responsible supply chain that reflects our values and
provides our clients and stakeholders with the assurance they
expect.
Archer considers key stakeholder interests when evaluation
our policies. Such evaluation was performed when Archer’s
existing policies were implemented and are according to in-
dustry practice and industry expectations. Considerations of
key stakeholders’ interests for the policies is evident through
engagement mechanisms, stakeholder feedback integration,
commitment to Transparency and Standards, Proactive Risk
Management and Supplier Collaboration and Training.
Human Rights Policy
Archers Human Rights Policy enforces fair treatment, non-dis-
crimination, the right of freedom of association, and collective
bargaining in own operations and across the supply chain. Re-
specting human rights is a responsibility for Archer, all our em-
ployees and contractors. Archers approach to human rights
includes strict adherence to the prevention of child and forced
labor, and compliance with employment legislation in all re-
gions where the company operates. The prohibition of human
trafficking is not explicitly stated in the policy, but it is covered
through our commitment to zero tolerance for any violations of
human rights. The policy aligns with the UN Guiding Principles
on Business and Human Rights, the International Bill of Human
Rights, and the ILO Core Conventions on Labour Standards.
Archer commits to upholding the safety, and well-being of all
workers across our value chain. Central to this commitment is
an active and collaborative approach to engaging with work-
ers in our supply chain to ensure their rights are respected
and upheld. Our supplier audits and whistleblower hotline
are important tools in this engagement. Our stakeholder en-
gagement commitments are set out in our code of conduct
throughout whistleblower function
Archer is committed to transparency and reports on cases
of non-respect for human rights standards within its supply
chain. To date, Archer has reported zero cases of non-respect
of the UN Guiding Principles on Business and Human Right,
ILO Declaration on Fundamental Principles and Rights at Work
or OECD Guidelines for Multinational Enterprises. The compa-
ny continues to monitor and assess suppliers to ensure ongo-
ing compliance and ethical practices.
If Archer identifies that we have caused or contributed to actu-
al negative effects on workers in the value chain, we will enable
and provide remedy to the potentially affected parties. These
commitments are not stated in our policy but integrated into
our processes and practices.
Archers Standard terms and conditions for purchase, further
described below, sets our contractual requirements for sup-
pliers related to human rights. The supplier warrants to take
effective measures to ensure its performance is consistent
with the Human Rights, ILO conventions and UN Guiding Prin-
ciples. We will not accept any alterations to the human rights
warranties within these standard terms. Archer’s contractual
terms are shared with potential new suppliers and signed to-
gether with the contract.
Archers human rights policy applies globally and encompass-
es all workers in the value chain, and all business activities.
The CEO of Archer, Dag Skindlo, is the most senior executive
responsible for implementing the human rights policy across
the Archer group. The policy is available internally on our in-
tranet, and publicly available online.
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Supplier requirements
Our commitment to upholding human rights, including labor
rights, is also outlined in our Standard terms and conditions for
the purchase of goods and services. Archer requires all new
suppliers to accept the Supplier and Subcontractor Declara-
tion (SSD) as a prerequisite for approval and inclusion in its
supplier network. Our SSD details the minimum requirements
we expect suppliers to adhere to regarding labor conditions,
safety, human rights, environmental protection and business
ethics.
A dedicated section on human rights explicitly states that the
supplier commits to maintain a culture which respects and
promotes human rights. Further, the supplier must commit to
not engage, or use forced or child labor in our business as de-
fined by international labor standards. The SSD references our
Code of Conduct, Whistleblower channel, and the expectation
that suppliers will promote the principles outlined in the SSD
within their own supply chains.
As part of the declaration all suppliers must confirm that they
will respect the principles in the UN Guiding Principles on Busi-
ness and Human Rights, the International Bill of Human Rights,
and the ILO Core Conventions on Labor Standards and with
other international laws and codes of conduct where such are
applicable.
Upon signing the Supplier and Subcontractor Declaration, the
contractor will receive the Supplier Evaluation Form and the
Environmental, Social, and Governance (ESG) Form within our
Cascade, our supplier management application system. In the
ESG form, suppliers are required to provide detailed informa-
tion on their adherence to human rights principles. The form
includes specific, targeted questions related to workers in the
value chain and their rights, ensuring a thorough assessment
of their commitments and practices. The scope covers
The information and the data provided in the Supplier Eval-
uation Form and the Environmental, Social, and Governance
(ESG) Form is recorded in our Cascade platform. The suppliers
are categorized based on the input provided.
The CEO and General Counsel is responsible for the imple-
mentation of the Code of Conduct and the Supplier and Sub-
contractor Declaration. A limited number of geographic areas
where Archer operates have not taken full advantage of the
efficient corporate governance tools such as the Cascade sup-
plier registration software. In these jurisdictions the process is
manual. The objective is to implement these tools across the
group entities within a reasonable timeline, still to be defined.
Currently it is our Land Drilling operations in South America,
primarily Argentina, which are not covered by our Cascade
system.
S2-2
Engaging with value chain workers
Our approach to supplier engagement is rooted in the OECD
due diligence principles and a thorough understanding of
sustainability risks and impacts within our supply chain. We
actively collaborate with key suppliers to identify and mitigate
potential risks, ensuring responsible practices throughout our
operations. Input from workers across the value chain plays
a vital role in shaping our risk assessments and refining our
supplier engagement strategies.
As part of our commitment to responsible sourcing, we evalu-
ate our vendors’ processes to validate that they have process-
es in place to ensure a safe & sound working environment in
line with local legislation and relevant international standards.
As a primary form of engagement, Archer conducts supplier
audits based on a predefined yearly audit program. The audit
scope and audit criteria are agreed within the audit team to
ensure the most relevant processes for that specific vendor
is covered. Elements like Code of Conduct, human rights are
also included as seen relevant. Archer looks for documented
evidence that the processes are being followed, that neces-
sary training is in place and that risks are being monitored,
controlled and communicated to the workforce. During onsite
audits, interviews are conducted with management, employee
representatives, safety representatives as well as with individ-
ual workers.
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Working conditions, both from a health and safety perspec-
tive, are further reviewed in workshop environments, to ensure
that the exposed risk is controlled and within the ALARP prin-
ciples. As part of these visits, Archer also engages with workers
to understand the status. Findings, if any, are presented to the
vendor and will be highlighted in the audit report. Archer does
not close the audit before a plan for closing of findings are
presented from the vendor.
Archer recognizes that decisions to terminate business re-
lationships, which can be a response from Archer, can have
significant impacts on value chain workers, particularly in high-
risk sectors or regions where livelihoods may depend on our
operations.
Within Archer, the QHSE department is responsible for con-
ducting the supplier audits. The senior operational responsibil-
ity for overseeing these engagements rests with our Director
Quality Health Safety & Environment, ensuring that results are
integrated into our broader due diligence processes.
Monitoring the effectiveness of our engagement
To assess the effectiveness of our supplier engagement, we
review audit performance results to identify areas for improve-
ment. Our supplier audit process provides valuable insight
into the conditions of vulnerable individuals within our supply
chain. Additionally, we actively monitor global media for devel-
opments that could affect these individuals, allowing us to re-
spond proactively to emerging risks. We also monitor reports
to our Whistleblower channel to identify any trends regarding
human rights-related grievances.
S2-3
Channels for value chain workers to raise concerns
In Archer, our approach to managing concerns and griev-
ances in our value chain is based on transparency, trust, and
traceability. We are committed to continually improving our
processes to provide or support effective remedies for work-
ers negatively impacted by situations we have caused or con-
tributed to.
Workers in the supply chain and external stakeholders are pro-
vided with unrestricted access to Archers whistleblower hot-
line, where they are encouraged to confidentially report any
misconduct or unlawful activities. The hotline is highlighted on
the Archer website, in the Code of Conduct procedures and in
the general terms and conditions for the purchase of goods
and services shared with suppliers. Reports are evaluated and
investigated by the legal and human resources departments.
Investigation reports and statistics are anonymized where ap-
propriate to protect individuals that use the channel to raise
their concerns.
To ensure the effectiveness of the whistleblower channel it is
publicly and easily available. The whistleblower channel gives
strong and clear reassurance of anonymity, confidentiality, and
a no retaliation warranty to ensure efficiency in use. The plat-
form, EthicsPoint, is a professional third-party software which
references the Code of Conduct and supports the impression
of a professional and trustworthy tool for whistleblowing. In
addition to Archer, the suppliers are also questioned on the
availability of the supplier’s internal whistleblower hotline in
the supplier due diligence process before registration.
We work closely with key suppliers to monitor issues raised
and addressed, while also assessing the effectiveness of these
grievance channels, ensuring they are consistently available
and trustworthy resources for value chain workers. However,
currently we do not have a formal process in place to assess
the effectiveness of our mechanisms and communication
channels specifically for ensuring value chain workers are
aware and trust these structures and currently do not have
a specific timeline or deadline to establish a system for such
assessment.
Reference is made to chapter G1 Business conduct for further
description on the whistleblower hotline.
Our approach to remedy
While we are committed to a zero-harm philosophy, there may
be instances where, despite our best efforts, actual adverse
impacts on human rights occur. In such cases, providing reme-
diation is essential—both to ensure that those affected receive
appropriate redress and to help prevent similar harms in the
future. In 2024, Archer did not identify any instances in which
it caused or contributed to material negative impacts on value
chain workers. However, should such impacts be identified, the
company will follow its established processes for providing or
contributing to appropriate remedies. This includes ceasing
activities that are causing or contributing to adverse impacts
or implementing targeted action plans to prevent and mitigate
potential harm. When possible, Archer seeks to assess the ef-
fectiveness of the remedy provided. This may include consid-
ering whether the impact has been addressed, whether sim-
ilar issues recur, and whether affected stakeholders perceive
the remedy as appropriate.
S2-4
Actions
At Archer, we are taking key actions to manage our impacts
on value chain workers. Our strategic priorities aim to mitigate
any negative impacts associated with our operations, supply
chain, and industry partnerships, while promoting a culture of
fair treatment, respect, and safety for all individuals. In the re-
porting year, key actions focused on laying the groundwork
for achieving Archer’s policy objectives. These actions—such
as Due Diligence, supplier approval, or audits—are expected
to support the longer-term implementation of the Company’s
commitments to responsible business conduct.
The key actions taken during the reporting year primarily fo-
cused on value chain workers, particularly those in high-risk
sectors and geographies. Where relevant, actions also con-
sidered the potential impacts on other affected stakeholder
groups, including local communities and vulnerable worker
populations.
We are committed to ensuring that our data-related practic-
es do not cause or contribute to material negative impacts
on workers in our value chain. We take steps to safeguard the
privacy and security of worker-related data, particularly when
collected through third-party systems or during supplier as-
sessments.
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Supplier Approval and Due Diligence of Suppliers
Archer has implemented rigorous procedures for approving
and evaluating suppliers throughout our operations. This in-
cludes a detailed approval process that encompasses due dil-
igence and quality control checks for all suppliers worldwide.
These actions focused on high-risk geographies, and primarily
targeted first-tier suppliers where the risk of negative impacts
on value chain workers was assessed to be most significant.
Our Supplier Approval Framework has strengthened our focus
on addressing the most significant human rights risks with-
in our supply chain. By clearly communicating our standards
and expectations, monitoring supplier compliance, and pro-
viding support for improvement where necessary, we strive
to uphold ethical and socially responsible business practices
and minimize potential negative impacts across our supply
network.
The effectiveness of our Supplier Approval Framework is mon-
itored via reporting tools within the Cascade platform, analyz-
ing data on certain criteria. At present, our Cascade system
does not cover the Land Drilling operations in South America,
primarily in Argentina.
At the end of 2024, Archer had 564 suppliers which have com-
pleted the self-assessment ESG form, including questions on
human rights and working conditions, amongst others. There
are more than 881 suppliers that have signed the supplier
declaration covering Archer requirements related to environ-
mental impact, human rights and the availability of the whis-
tleblower channel.
We encourage our suppliers to implement accessible griev-
ance mechanisms for their workers. These should be culturally
appropriate, confidential, and allow workers to raise concerns
without fear of retaliation. Our supplier contracts and codes of
conduct require that remedy mechanisms be in place, includ-
ing procedures for addressing labor rights violations, unsafe
working conditions, and other material issues affecting work-
ers.
Currently 1,194 suppliers have been screened through the Cas-
cade system. Of these, 731 have been approved, 346 are in pro-
gress and 117 were rejected. There is still a backload of existing
suppliers that have not been registered in Cascade, this is an
ongoing process to be completed within a reasonable timeline
within the next few years.
When supplier responses indicate areas for improvement,
Archer has followed up in written communication to address
concerns and clarify expectations. These follow-ups are intend-
ed to enhance suppliers’ focus on human rights compliance.
Archer provides suppliers with opportunities to improve their
practices before taking further actions. In 2024 there were no
specific issues or incidents reported related to human rights,
and as such has not had any cases where it has been neces-
sary to enable and provide remedy.
Supplier Audits
Archer performs risk-based audits and, if required, monitoring
of its suppliers to ensure compliance with the Supplier Code
of Conduct and Human Rights Policy. The Cascade system
is used to track responses from suppliers, allowing Archer to
monitor potential risks in real-time. The audit program is global
in scope, covering suppliers across all regions where the Com-
pany operates. The audit plan is reviewed and updated annu-
ally to incorporate new suppliers and ensure ongoing moni-
toring of responsible practices throughout the supply chain.
Archer conducts ongoing risk assessments and due diligence
on suppliers with a focus on high-risk sectors. Enhanced due
diligence questionnaires are sent to suppliers identified as
higher risk based on their industry, business structure, and
jurisdiction, ensuring continuous monitoring of forced labor
risks.
During 2024 Archer conducted several audits on critical ven-
dors, either due to the fact that the vendor was new and had
not been audited before, their performance the year prior was
not as per expectation, or they had a critical delivery during
the year. All audits identified nonconformances and areas for
improvement. However, none of the findings were classified
as high-potential. The issues primarily related to training and
compliance, vendor follow-up procedures, and documentation
of completed work, among other areas.
Audit findings has been communicated to the vendor through
a formal report or summary document, which outlines issues,
discrepancies, or areas of non-compliance identified during
the audit. After presenting the audit findings, Archer has re-
quired the vendor to provide a corrective action plan that out-
lines how they will address the issues. The auditors and ven-
dor will agree on a timeline and follow-up procedures.
In some of the cases, Archer has conducted follow-up reviews
to ensure that corrective actions have been implemented
effectively and that any issues have been resolved. What de-
pends on the number of findings, the criticality of the findings
and the vendor. All audits are planned and documented in
Archer Synergi reporting tool.
In cases where termination is necessary due to non-compli-
ance with our standards (e.g., human rights, labor conditions),
we aim to support a responsible disengagement that minimiz-
es harm to workers, such as collaborating with local stakehold-
ers or NGOs when appropriate.
Current and future allocated resources
Key actions are embedded into our regular operations and we
have not had significant overall operational (OpEx) and capital
expenditures (CapEx) related our action in 2024. However, key
actions are embedded into our regular operations at both the
Group and market levels, leveraging human and financial re-
sources efficiently.
S2-5
Targets
We do not currently have a formal target for responsible sourc-
ing, as our focus remains on establishing a strong foundation
through robust policies and processes. However, our com-
mitment to responsible sourcing includes a goal of achieving
100% compliance with our Supplier and Subcontractor Decla-
ration. To monitor this, compliance is continuously assessed
through audits.
In 2022, we initiated the onboarding of suppliers to the Cas-
cade platform, and in the coming years, we aim to ensure that
all relevant suppliers are integrated into the system. Our objec-
tive is for the majority of in-scope suppliers to undergo audits
or obtain certification.
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Governance
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Integrity is one of our core values, and conducting busi-
ness honestly, lawfully, and ethically is fundamental to
our continued success. Our commitment to responsible
business conduct drives everything we do and is critical
to upholding our reputation in the marketplace.
Related to business conduct, Archer has identified the follow-
ing material impacts, risks and opportunities (as presented
under SBM-3):
SMB-3
Business conduct
There is potential exposure to unethical business practices at
various stages in our upstream value chain which can lead
to severe consequences such as exploitation of workers, deg-
radation of local environments and the erosion of legal and
ethical standards in the short, medium and long term. As part
of our strategy and business model we are committed to
maintain the highest ethical standards and we have a zero-tol-
erance for corruption and bribery across all operations and in
our value chain.
Details about our material business conduct -related impacts
G1 – Business Conduct; Ethical business practices
Link to value chain illustration Origin of impact Its associated impact Time horizon
11.1 Ethical business practices
across our international
operations
Upstream value
chain, caused by
Archer’s business
relationships
Our global supply chain carries a potential risk of
exposure to corrupt practices at various stages.
This can result in serious consequences, including
worker exploitation, environmental degradation,
and the erosion of legal and ethical standards.
Consistent
Details about our material business conduct-related risks and opportunities
G1 – Business Conduct
Link to value chain illustration Origin of impact Its associated impact Time horizon
12.1 Unethical business conduct
across global operations
Risk As in any organization, there is an inherent risk of
unethical business conduct within our operations.
While safeguards are in place, such risks could,
in certain cases, lead to financial or legal
consequences, reputational challenges, or impacts
on investor confidence over time.
Short-,
medium- and
long-term
Sustainability Statement
Business Conduct
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Unethical business practices not only harm affected commu-
nities but also pose operational and reputational risks for our
company. If ethical breaches occur, they could result in regula-
tory penalties, loss of stakeholder trust, and reputational dam-
age, materially affecting our financial performance and access
to capital. Non-compliance with business conduct standards
may also expose the company to enforcement actions under
national and international regulations. There have been no
current financial effects on our financial position, financial per-
formance and cash flows of this risk during the reporting year.
Our procedures to prevent, detect, and address these issues
are guided by international best practices, including the prin-
ciples of the United Nations Global Compact and the OECD
Guidelines for Multinational Enterprises. We undertake integ-
rity due diligence, set clear governance structures, and inte-
grate responsible business conduct into supplier selection
and contract management. Additionally, we have established
whistleblower protection mechanisms and supplier audits to
improve risk detection and ensure accountability throughout
our value chain. We regularly review our policies, practices,
and stakeholder feedback to ensure that our strategy remains
aligned with emerging challenges and regulatory develop-
ments. As such, we believe we have a resilient strategy and
business model to address our material impact and risk in the
short, medium and long term.
G1-1
Business Conduct Policies and Corporate culture
Archer is founded on a set of core values that guide deci-
sion-making and behavior across the organization. These val-
ues are formalized through key policies, which outline expect-
ed behaviors for employees, management, and partners. The
policies undergo periodic review to ensure they remain fit for
purpose and are updated as needed. This review also evaluates
whether additional training on the policies is necessary. As part
of the process, we incorporate feedback from key stakehold-
ers, addressing any challenges they identify to continuously
improve the effectiveness of our policies.
We evaluate our policies and corporate culture in part via our
employee survey, which includes specific questions around
company culture and the way we conduct our business. We
also analyze reports on our whistleblower system, our Code of
Conduct training completion rates, repetitive control failures
and turnover rates.
All our business conduct policies are globally applicable and
enforced across all companies within the Group. Our CEO
holds overall responsibility for the implementation of the pol-
icies, ensuring alignment with our environmental objectives
and organizational goals.
Code of Conduct
Our Code of Conduct sets forth the expectations and require-
ments from Archer’s management to all Archer employees
and contractors. This policy includes amongst other policies
related to fair and honest business practices and other gov-
ernance information. The Archer Code of Conduct is available
for all internal and external stakeholders on Archer’s webpage.
Archer conducts training on the Company’s code of conduct
for all employees. The training is conducted every two years.
The code of conduct also includes details on reporting on pos-
sible violations, and protecting of whistleblowers is included
under G1-3 sub section “Reporting channels”.
Archer has also created a Supplier Code of Conduct appli-
cable to any company which provides services or goods to
Archer. This reflects the principles in the Archer Code of Con-
duct, amended to apply to third parties. All suppliers who are
reviewed through our supply chain platform must accept this
document prior to approval. Archers supply chain is responsi-
ble for the Supplier Code of Conduct.
Human rights policy
Archer has committed to respecting human rights principles
through our Human rights policy. According to this policy, we
should act according to laws in the jurisdictions we operate.
Furthermore, we are committed to the prevention of child
and forced labor wherever we do business. Archers goal is
to maintain a company culture that respects and promotes
human rights. Archer publishes reports pursuant to the Nor-
wegian Transparency Act and UK Modern Slavery Act 2015
on our external website. The policy aligns with the UN Guiding
Principles on Business and Human Rights, the International Bill
of Human Rights, and the ILO Core Conventions on Labour
Standards.
Behavior and conduct policy
We expect all Archer employees and those we conduct busi-
ness with to behave respectfully toward others and act in line
with Archer values. Our Behavior and conduct policy states
the importance of raising ethical awareness and behavior in
daily activities. Any employee of Archer should not become
involved in relationships with Archer’s clients, suppliers, or indi-
viduals, which could give rise to an actual or perceived conflict
of interest.
Linked to this policy is our authority matrix. This overarching
governance document sets forth the approval limits from the
Board of Directors of Archer Limited to the management and
employees of Archer, including assuming risk in relation to ten-
dering and entering joint ventures, and third-party representa-
tion agreements.
Archer has also established procedures for retention of
Third-Party Representatives. This procedure sets forth an
approval and due diligence process before any third-party
representative may act on behalf of Archer anywhere we do
business (including diligence questionnaires, compliance dec-
larations, and business case evaluation tools). Our sanctions
procedure ensures that we are aware of who we are doing
business with and that these parties are not subject to interna-
tional trade sanctions.
G1-3
Prevention and detection of corruption and bribery
Assessing and monitoring business processes, training and
controls are fundamental tools in developing our corporate
culture and implementing our business conduct policies. This
includes fostering open communication through tools like our
whistleblowing channel, regular employee feedback mecha-
nisms, integrity due diligence, and training.
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G1-1, G1-3
Our Mechanisms
Reporting channels
Archer is committed to building a culture of trust where em-
ployees are comfortable asking questions, seeking guidance,
raising concerns, and reporting suspected violations of the
Code of Conduct, applicable laws or regulations. To ensure
concerns can be reported securely, Archer has implemented
confidential reporting channels. These include a 24/7 inde-
pendent whistleblower hotline that internal and external stake-
holders can use to report concerns anonymously, directly
management reporting and employee surveys.
The whistleblowing hotline is available on our external web-
page. The online platform is accessible in multiple languages
to accommodate our global operations. There is also a sec-
tion in the Code of Conduct, and the Code of Conduct training
module, on whistleblower hotline reporting.
Archer investigates all reports made to its whistleblower hot-
line and through line management. Reported concerns are
evaluated by our General Counsel and Senior Legal Counsel,
and investigated with support from resources from Archer’s
HR, QSHE, IT, and management as appropriate depending on
the subject matter of the report. To ensure impartiality and
independence, investigations are conducted by individuals or
teams who are not part of the management chain involved
in the issue. Where necessary, external resources may be en-
gaged to uphold objectivity and prevent conflicts of interest.
Investigation reports and statistics are anonymized where ap-
propriate to protect individuals that use the channel to raise
their concerns. No employee will be negatively affected in
their employment with Archer because of reporting a possible
violation of Archer policy or cooperating in an Archer investi-
gation in good faith.
Employees and stakeholders who raise concerns through the
whistleblower channel are kept informed of the status and out-
come of their reports. Transparency in this process helps build
trust and confidence in the system. The investigation reports
are shared with the Audit Committee on a quarterly basis by
the General Counsel.
We have not performed assessments of whether workers in
the value chain or consumers are aware of our Whistleblower
channel and trust it.
Internal Investigations
Any suspected deviation from our policies, Code of Conduct,
or any applicable laws, rules, or regulations is to be reported
in accordance with the Code of Conduct through line man-
agement or by submitting a report through our whistleblower
hotline.
The internal investigations are a continuation ongoing pro-
cess. There are no financial resources allocated to the action.
The responsibility lies within the legal department to follow up
and investigate any concerns raised.
We have seen a decrease in the number of reports in 2024 ver-
sus previous years. There were 3 reports categorized as corrup-
tion related in 2023 (in the subcategory of fraud / theft) resulting
in terminations of employment in 2 cases. There have been no
reports categorized as corruption related in 2024.
Training
Archer performs global training on the Code of Conduct on
a regular and rolling basis, in addition to in person training
seminars carried out by Archer legal for select groups and
non-majority owned investments. The expected outcome of
these training initiatives is to strengthen awareness of ethical
standards across the organization, reduce the risk of miscon-
duct, and ensure consistent application of the Code of Con-
duct throughout Archer’s global operations.
The training includes sections on what constitutes bribery,
corruption, insider trading, harassment and discrimination. It
also includes directions and information on what should be re-
ported on the whistleblower hotline, what should be reported
through line management, and where to make such reports.
The functions most exposed to potential corruption and brib-
ery are our business development and supply chain functions.
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The Code of Conduct e-learning module training is mandatory
for all onshore employees on a global basis (including Archer’s
Board of Directors) and most offshore and field employees.
This is provided to all new employees and must be refreshed
every 2 years. Current to March 1, 2025, over 3.131 Archer em-
ployees from across the globe have completed their Code of
Conduct training module during our 2024-2025 training initia-
tive. Code of Conduct training is ongoing with all employees in
scope required to refresh the course every 2 years on a rolling
basis.
All functions (100%) primarily at risk of exposure to corruption
and bribery are subject to the Code of Conduct training. This
includes any office-based employee, any employee with client,
supplier, or third-party interfaces, and all management and
executives. The Code of Conduct training module covers all
aspects of Archer’s Code of Conduct, including corruption and
bribery, gifts and entertainment, insider trading, dealing with
Archer property, third party representatives, intellectual prop-
erty and confidentiality, harassment and discrimination, and
reporting. The course is designed to be completed in 30-40
mins and has a mandatory 10 question test at the end which
must be completed with a 90% score to pass.
Integrity Due Diligence
Integrity due diligence is a key component of our commit-
ment to ethical business practices and sustainable operations.
We perform regular risk-based diligence, analysis, and mon-
itoring of our business activities to ensure compliance. This
is performed through due diligence on potential and existing
business relationships, including suppliers, business partners,
and representatives present in our business on a global basis.
The findings from the Integrity Due Diligence are evaluated
on a case-by-case basis using a risk-based approach. We eval-
uate the particular relationship, transaction, or counterparty
with reference to its underlying purpose, roles of the parties in-
volved, geography of the activity, criticality of the activity, and
any other sensitivity around the parties, client, or situation. The
level of due diligence reflects the inherent risk, the probability
of the risk occurring, and its potential severity. We use online
screening databases, internal diligence questionnaires, and if
appropriate to the risk level and target company, third party
screening. The evaluation is completed by legal and business
resources and monitored for changes to the risk level on a
periodic basis.
Through our supply chain digitalization platform, Cascade, we
have strengthened our ability to perform due diligence on our
suppliers. On this platform, suppliers must provide a self-as-
sessment prior to being approved in Archer. This includes key
data points on the suppliers’ human rights record, practices,
policy maturity, and activities which aim to ensure our suppli-
ers are not infringing or complicit in infringement of the hu-
man rights of any persons. The self-assessment in Cascade is
reviewed by legal and is followed up based on the reported
findings using a risk-based approach which generally is deter-
mined by the supplier scope of work, geography, risk potential
and severity, and answers to the self-assessment.
This control, in addition to our supplier code of conduct,
standard terms and conditions, and regular supplier audits
and checks, brings Archer into compliance with human rights
legislation and our human rights policy.
G1-1, G1-3
Targets
As of 2024 Archer has no targets directly related to Business
conduct.
We are actively working towards establishing governance tar-
gets as part of our 2025 strategic roadmap and expect to dis-
close progress in the upcoming reporting.
Accounting policies
The metrics encompass instances where an Archer legal enti-
ty has been convicted of anti-bribery or corruption violations
by a court of law, as well as any fines imposed in connection
with enforcement actions brought against the company for
such violations.
The measurement of the metric is not validated by an external
body.
G1-4
Incidents of corruption and bribery
Convictions of violations of anti-corruption and anti-bribery laws
Unit Value
Number of convictions for violation of anti-corruption and anti- bribery laws Number 0
Amount of fines for violation of anti-corruption and anti- bribery laws USD 0
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We confirm that, to the best of our knowledge, the financial statements for 2024 have been
prepared in accordance with the current applicable accounting standards and give a true and
fair view of the assets, liabilities, financial position and profit or loss for the Company and the
Group.
We further confirm, to the best of our knowledge, that the board of directors report have been
prepared in compliance with ESRS issued by European Financial Reporting Advisory Group
(EFRAG), in compliance with the Securities Trading Act §5-5 (2) letter c, and in accordance with
rules laid down pursuant to article 8 of the Taxonomy regulation.
We also confirm that the Board of Director’ s Report includes a true and fair review of the
development and performance of the business and the position of the Company and the
Group, together with a description of the financial risks and uncertainties facing the Company
and the Group.
Board of Directors’ Report
Responsibility Statement
April 30, 2025
The Board of Archer Limited
Jan Erik Klepsland
(Director)
Richard Stables
(Director)
Giovanni Dell’ Orto
(Director)
Peter Sharpe
(Director)
James O’Shaughnessy
(Director)
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Consolidated Statements of Operations 97
Consolidated Statements of
Comprehensive Loss
98
Consolidated Balance Sheet 99
Consolidated Statements of Cash Flows 100
Consolidated Statement of Changes in
Shareholders’ Equity
101
Notes to the Consolidated Financial
Statements
102
Auditor report 129
Appendix 1 – Corporate Governance 134
Appendix 2 – Material Subsidiaries 138
Financial Statements
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(In USD millions) Note 2024 2023
Revenues
Operating revenues 25 1,096.9 977.2
Reimbursable revenues 25 203.7 192.1
Total revenues 1,300.7 1,169.3
Expenses
Operating expenses 4 915.6 805.8
Reimbursable expenses 197.1 188.8
Operating lease costs 18 10.5 11.3
Depreciation and amortisation 13 61.6 49.8
(Gain)/loss on sale of assets 13 (0.8) (0.7)
Impairment charges 5 2.7 2.7
General and administrative expenses 42.6 46.8
Total expenses 1,229.4 1,104.5
Operating income 71.3 64.8
Gain on bargain purchase 6 0.1 (0.3)
Gain on equity method investment 6 2.3
Weighted average number of shares outstanding
Basic 9 68.6 1,273.6
Diluted 9 68.8 1,273.6
Financial items
Interest income 4.1 13.2
Interest expenses 17 (62.7) (65.0)
Share of results in associated companies 12 2.1 (4.4)
Other financial items 7 (27.8) (30.5)
Total financial items (84.2) (86.7)
Archer Limited and subsidiaries
Consolidated statement of operations
(In USD millions) Note 2024 2023
Net loss from continuing operations before taxes (10.6) (22.2)
Income tax expense (14.6) (5.9)
Net loss from continuing operations (25.2) (28.1)
Net gain attributable to Noncontrolling interest in consolidated subsidiary (0.4)
Net loss attributable to controlling interest (25.6) (28.1)
Income / (loss) per share - basic (0.37) (0.02)
Income / (loss) per share - diluted (0.37) (0.02)
See accompanying notes that are an integral part of these Consolidated Financial Statements.
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Sustainability Statement
Archer Limited and subsidiaries
Consolidated Statements of Comprehensive Loss
Accumulated Other Comprehensive Loss
(In USD millions)
TRANSLATION
DIFFERENCES
OTHER
COMPREHENSIVE
INCOME
TOTAL
Balance at December 31, 2022 (9.5) 0.6 (9.0)
Total other comprehensive income during 2023 3.9 - 3.9
Balance at December 31, 2023 (5.6) 0.6 (5.0)
Total other comprehensive income during 2024 (14.1) (0.6) (14.7)
Balance at December 31, 2024 (19.8) 0.0 (19.8)
See accompanying notes that are an integral part of these Consolidated Financial Statements.
(In USD millions) 2024 2023
Net income / (loss) (25.6) (28.1)
Other comprehensive (loss) / income
Currency translation differences (14.2) 3.9
Release AOCI relating to Comtrac investment (0.6)
Total other comprehensive income (loss) (14.8) 3.9
Total comprehensive income (loss) (40.4) (24.2)
Attributable to:
Non-controlling interest 0.3
Controlling interest (40.7) (24.2)
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Archer Limited and subsidiaries
Consolidated balance sheet
(In USD millions) NOTE December 31, 2024 December 31, 2023
Assets
Cash and cash equivalents 76.8 52.1
Restricted cash 3.8 3.5
Accounts receivables 3 187.8 183.8
Inventories 10 75.8 75.0
Other current assets 3,11 57.0 40.4
Total current assets 401.3 354.8
Investment in associated companies 12 12.3
Property plant and equipment, net 13 342.6 313.1
Right of use assets 18 26.4 34.4
Deferred income tax asset 8 24.2 20.8
Goodwill 14 174.0 156.0
Other intangible assets, net 19.3 2.8
Deferred charges and other assets 3,15 13.1 11.6
Total noncurrent assets 599.6 550.9
Total assets 1,000.8 905.7
Liabilities And Shareholders’ Equity
Current portion of interest-bearing debt 17 23.2 17.6
Accounts payable 112.2 75.5
Operating Lease liabilities 18 10.9 11.4
Other current liabilities 16 191.3 173.0
Total current liabilities 337.7 277.5
(In USD millions) NOTE December 31, 2024 December 31, 2023
Noncurrent liabilities
Long-term interest-bearing debt 17 418.1 402.5
Operating Lease liabilities 18 15.6 22.9
Deferred tax 8 0.3 0.3
Other noncurrent liabilities 6.4 6.3
Total noncurrent liabilities 440.3 432.0
Shareholders’ equity
Shareholders equity 207.5 196.2
Non-controlling interest 15.4
Total Shareholders’ equity 20 222.9 196.2
Total liabilities and shareholders’ equity 1,000.8 905.7
See accompanying notes that are an integral part of these Consolidated Financial Statements.
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Archer Limited and subsidiaries
Consolidated statement of cash flows
(In USD millions)
December 31,
2024
December 31,
2023
Cash Flows from Operating Activities
Net (loss)/profit from continuing operations (25.2) (28.1)
Adjustment to reconcile net loss to net cash provided by operating activities
Depreciation and amortisation 61.6 49.8
Impairment of fixed assets 2.7 2.7
Share-based compensation expenses 0.4 0.2
(Gain)/loss on assets disposals (0.2) (0.7)
Share of losses of unconsolidated affiliates (2.1) 4.4
Amortisation of loan fees 6.8 5.6
Loss on settlement of subordinated debt 4.1
Mark to market of financial instruments 5.6
Mark to market of marketable securities (0.9)
Change in deferred and accrued taxes 5.9 0.4
Gain on bargain purchase (2.4)
Increase in accounts receivable and other current assets 15.2 (10.3)
Decrease in inventories 6.2 (16.8)
Increase in accounts payable and other current liabilities 32.3 32.2
Change in other operating assets and liabilities net, including non-cash fx effects 1.5 7.5
Net cash provided by operating activities 102.8 55.7
Cash Flows from Investing Activities
Capital expenditures (62.2) (52.6)
Proceeds from asset disposals 0.7 17.1
Investment in associated entities (0.4) (5.2)
Business acquisitions net of cash acquired (57.0) (8.0)
Net cash used by investing activities (118.9) (48.7)
(In USD millions)
December 31,
2024
December 31,
2023
Cash Flows from Financing Activities
Borrowings under revolving facilities, other long-term debt and financial leases 17.4 462.1
Repayments under revolving facilities, other long-term debt and financial leases (18.9) (594.9)
Gross proceeds from equity issues 52.5 100.6
Fees paid in relation to refinancing and equity issue (1.2) (11.5)
Cash settlement of RSUs (0.3)
Net cash provided by financing activities 49.5 (43.7)
Effect of exchange rate changes on cash and cash equivalents (8.4) (0.7)
Net increase in cash and cash equivalents 25.1 (37.4)
Cash and cash equivalents, including restricted cash, at beginning of the period 55.6 93.0
Cash and cash equivalents, including restricted cash, at the end of the
period
80.7 55.6
Interest paid 58.2 49.3
Taxes paid 8.7 5.3
See accompanying notes that are an integral part of these Consolidated Financial Statements.
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Sustainability Statement
Archer Limited and subsidiaries
Consolidated statement of changes in shareholders’ equity
(In USD millions) Common Additional Paid In Capital Accumulated Deficit Accumulated Other
Comprehensive Loss
Contributed Surplus Total Shareholders’ Equity Non-controlling interest
Balance at December 31, 2022 1.5 928.0 (1,579.2) (8.9) 740.1 81.5
Share based compensation 0.2 0.2
Private placement 10.4 88.6 99.0
Subsequent offering 0.2 1.5 1.7
Shares issued in settlement of refinancing fees 4.2 35.9 40.1
Translation difference 3.9 3.9
Net income (28.1) (28.1)
Balance at December 31, 2023 16.2 1,052.1 (1,607.3) (5.0) 740.1 196.2
Share based compensation 0.4 0.4
Consolidation and reduction of Share Capital (15.6) 15.6
Private Placement 0.2 48.6 48.8
Share issued for purchase of Iceland Drilling 2.5 2.5
Translation difference (14.1) (14.1) (0.1)
Cash Settlement of RSUs (0.3) (0.3)
Non-controlling interests acquired 15.2
Net income (loss) (25.6) (25.6)
Share of result attributed to non-controlling interest 0.4
Release of AOCI relating to Comtrac equity investment (0.6) (0.6)
Balance at December 31, 2024 0.9 1,119.0 (1,632.9) (19.8) 740.1 207. 5 15.4
See accompanying notes that are an integral part of these Consolidated Financial Statements.

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Note 1 General Information 103
Note 2 Accounting Policies 104
Note 3 Revenue from contracts with customers 109
Note 4 Compensation and severance expenses 109
Note 5 Impairments 110
Note 6 Business acquisition 110
Note 7 Other Financial Items 114
Note 8 Income Taxes 114
Note 9 Earnings Per Share 116
Note 10 Inventories 117
Note 11 Other Current Assets 117
Note 12 Investments in Associates 117
Note 13 Property, Plant and Equipment 118
Note 14 Goodwill 119
Note 15 Other Noncurrent Assets 119
Note 16 Other Current Liabilities 119
Note 17 Debt 120
Note 18 Lease Obligations 121
Note 19 Commitments and Contingencies 122
Note 20 Share Capital 123
Note 21 Audit fees 124
Note 22 Long term incentive plans 124
Note 23 Pension Benefits 124
Note 24 Related Party Transactions 124
Note 25 Reporting and Geographical Segment Information 125
Note 26 Risk Management and Financial Instruments 128
Note 27 Subsequent Events 128
Notes
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Archer Limited and subsidiaries
Notes to the consolidated financial statements
Note 1 — General Information
Archer is an international oilfield service company providing a variety of oilfield products
and services through its global organisations. Services include Platform Drilling, Land Drilling,
Modular Rigs, Engineering services, Wireline services, production monitoring, well imaging and
integrity management tools. Recently, pursuant to our diversification into the renewable energy
sector, we have invested in businesses involved with in provision of geothermal services and
wind and hydroelectric power.
As used herein, unless otherwise required by the context, the term “Archer” refers to Archer
Limited and the terms “company”, “we”, “Group”, “our” and words of similar import refer to Archer
and its consolidated subsidiaries. The use herein of such terms as Group, organisation, we,
us, our and its, or references to specific entities, is not intended to be a precise description of
corporate relationships.
Archer was incorporated on August 31, 2007, and conducted operations as Seawell Ltd., or
Seawell, until May 16, 2011, when shareholders approved a resolution to change the name to
Archer Limited.
Basis of presentation
The financial statements are presented in accordance with generally accepted accounting
principles in the United States of America (US GAAP). The amounts are presented in United
States Dollars, USD, or $ rounded to the nearest a million, unless otherwise stated.
We present our financial statements on a continuing business basis and separately present
discontinued operations.
The accounting policies set out below have been applied consistently to all periods in these
consolidated financial statements.
Basis of consolidation
Investments in companies in which we directly or indirectly hold more than 50% of the voting
control are generally consolidated in our financial statements.
Entities in which we do not have a controlling interest but over which we have significant
influence are accounted for under the equity method of accounting. Our share of after-tax
earnings of equity method investees are reported under Share of results of unconsolidated
associates.
A list of all significant consolidated subsidiaries is attached – see Appendix B Material Subsidiaries.
Intercompany transactions and internal sales have been eliminated through consolidation.
Reclassifications
Certain amounts in the prior years’ consolidated financial statements may be reclassified when
necessary to conform to the current year presentation.
Going concern
Following the completion of our refinancing, as further described in note 27 Subsequent Events, our
Board of Directors confirms their assumption of the Group as a going concern for the foreseeable
future, being a period of not less than 12 months from the date of this report. This assumption is
based on the liquidity position of the Group, forecasted operating results, and the market outlook
for the oil service sector as at December 31, 2024. The Board believes the annual report provides
a fair presentation of the Groups assets and debt, financial position and financial performance.
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Note 2 — Accounting Policies
Use of estimates
The preparation of financial statements in conformity with accounting principles generally
accepted in the United States of America requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities and disclosure of
contingent assets and liabilities at the date of the financial statements, as well as the reported
amounts of revenues and expenses during the reporting period. Future events and their
effects cannot be predicted with certainty. Accordingly, our accounting estimates require the
exercise of judgement. While management believes the estimates and assumptions used in
the preparation of the consolidated financial statements are appropriate, actual results could
differ materially from those estimates. Estimates are used for, but are not limited to, determining
the following: allowance for doubtful accounts, recoverability of long-lived assets, goodwill and
intangibles, useful lives used in depreciation and amortisation, income taxes and valuation
allowances and purchase price allocations. The accounting estimates used in the preparation
of the consolidated financial statements may change as new events occur, as more experience
is acquired, as additional information is obtained and as our operating environment changes.
Revenue from contracts with customers
The activities that primarily drive the revenue earned from our drilling contracts include:
Providing specialist crew for the operation of, or repair, maintenance or modifications of
Customer’s platform rigs;
Providing land drilling rigs and modular rigs, and the crew and supplies necessary to operate
the rigs;
Mobilising and demobilising land rigs between well sites;
Wireline services; and
Rental of equipment.
Consideration received for performing these activities consist primarily of contract day rates.
We account for our integrated services as a single performance obligation that is (i) satisfied
over time and (ii) consists of a series of distinct time increments. Occasionally we receive lump
mobilisation fees and fixed fees for engineering projects.
We recognise consideration for activities that correspond to a distinct time increment within the
contract term in the period when the services are performed. We recognise consideration for
activities that are (i) not distinct within the context of our contracts and (ii) do not correspond to
a distinct time increment, rateably over the estimated contract term.
We determine the total transaction price for each individual contract by estimating both fixed
and variable consideration expected to be earned over the term of the contract. The amount
estimated for variable consideration may be constrained and is only included in the transaction
price to the extent that it is probable that a significant reversal of previously recognised revenue
will not occur throughout the term of the contract. When determining if variable consideration
should be recognised, we consider whether there are factors outside our control that could
result in a significant reversal of revenue as well as the likelihood and magnitude of a potential
reversal of revenue. We re-assess these estimates each reporting period as required. Refer to
Note 3 Revenue from contracts with customers.
Day rate Drilling Revenue - Our contracts generally provide for payment on a day rate basis,
with higher rates for periods when the drilling unit is operating and lower rates or zero rates
for periods when drilling operations are interrupted or restricted. The day rate invoices billed
to the customer are typically determined based on the varying rates applicable to the specific
activities performed on an hourly basis. Such day rate consideration is allocated to the distinct
hourly increment it relates to within the contract term, and therefore, recognised in line with the
contractual rate billed for the services provided for any given hour.
Mobilisation Revenue - We may receive fees (on either a fixed lump-sum or variable day rate
basis) for the mobilisation of our rigs. These activities are not considered to be distinct within
the context of the contract and therefore, the associated revenue is allocated to the overall
performance obligation and recognised rateably over the expected term of the related drilling
contract. We record a contract liability for mobilisation fees received, which is amortised
rateably to contract drilling revenue as services are rendered over the initial term of the related
drilling contract. Contract mobilisation costs include costs that are directly attributable to
our future performance obligation under each respective drilling contract. Company defers
mobilisation costs, and recognises such costs on a straight-line basis over the same period as
the corresponding mobilisation revenue.
Demobilisation Revenue - We may receive fees (on either a fixed lump-sum or variable day rate
basis) for the demobilisation of our rigs. Demobilisation revenue expected to be received upon
contract completion is estimated as part of the overall transaction price at contract inception
and recognised over the term of the contract. In most of our contracts, there is uncertainty as
to the likelihood and amount of expected demobilisation revenue to be received. For example,
the amount may vary depending upon whether the rig has additional contracted work following
the initial contract. Therefore, the estimate for such revenue may be constrained, as described
above, depending on the facts and circumstances pertaining to the specific contract. We assess
the likelihood of receiving such revenue based on experience and knowledge of the market
conditions. Costs incurred for the demobilisation of rigs at contract completion are expensed as
incurred during the demobilisation process.
Revenues Related to Reimbursable Expenses - We generally receive reimbursements from our
customers for the purchase of supplies, equipment, personnel services and other services
provided at their request in accordance with a drilling contract or other agreement. Such
reimbursable revenue is variable and subject to uncertainty, as the amounts received and
timing thereof is highly dependent on factors outside our influence. Accordingly, reimbursable
revenue is not recorded and not included in the total transaction price until the uncertainty is
resolved, which typically occurs when the related costs are incurred on behalf of a customer. We
are generally considered a principal in such transactions and record the associated revenue at
the gross amount billed to the customer, at a point in time, as “Reimbursable revenues” in our
Consolidated Statements of Operations.
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Foreign currencies
For subsidiaries that have functional currencies other than the USD, the statements of operations
are translated using the average exchange rate for the month and the assets and liabilities are
translated using the year-end exchange rate. Foreign currency translation gains or losses are
recorded as a separate component of other comprehensive income in shareholders’ equity.
Transactions in foreign currencies during the year are translated into the functional currency of
the respective entity at the rates of exchange in effect on the date of the transaction. Foreign
currency assets and liabilities are translated using rates of exchange at the balance sheet date.
Foreign currency transaction gains or losses are included in the consolidated statements of
operations.
Current and noncurrent classification
Assets and liabilities are classified as current assets and liabilities respectively if their maturity is
within one year of the balance sheet date. Assets and liabilities not maturing within one year are
classified as long term, unless the facts or circumstances indicate that current classification is
otherwise appropriate.
Cash and cash equivalents
Cash and cash equivalents consist of cash, demand deposits and highly liquid financial
instruments purchased with original maturity of three months or less and exclude restricted
cash.
Restricted cash
Restricted cash consists mainly of bank deposits arising from advance employee tax
withholdings.
Receivables
Accounts receivables are recorded in the balance sheet at their full amount less allowance for
doubtful receivables. We establish reserves for doubtful receivables on a case-by-case basis. In
establishing these reserves, we consider changes in the financial position of the customer, as well
as customer payment history. Uncollectible trade accounts receivables are written off when a
settlement is reached for an amount that is less than the outstanding historical balance or when
they are considered irrecoverable. If a previously written off debt is subsequently recovered it is
recorded as a credit to bad debt expense.
Net bad debt expense for 2024 was $0.2 million (2023: 0.0 million).
Inventories
Inventories are valued at the lower of first-in, first-out cost or market value. On a regular basis we
evaluate our inventory balances for excess quantities and obsolescence by analysing demand,
inventory on hand, sales levels and other information. Based on these evaluations, inventory
balances are written down, if necessary.
Equity Method Investments
Investments in which we have the ability to exercise significant influence, but do not control, are
accounted for under the equity method of accounting and are reported under Investments in
unconsolidated associates in the Consolidated Balance Sheet. Significant influence is generally
deemed to exist if the company has an ownership interest in the voting stock of the investee
between 20% and 50%, although other factors such as representation on the investee’s Board of
Directors and the nature of commercial arrangements are considered in determining whether
the equity method of accounting is appropriate.
Under this method of accounting, our share of the net earnings or losses of the investee,
together with other-than-temporary impairments in value and gain/loss on sale of investments,
is reported under Share of gains/losses of unconsolidated associates in the Consolidated
Statement of Operations.
We evaluate our equity method investments whenever events or changes in circumstance
indicate that the carrying amounts of such investments may be impaired. If a decline in the value
of an equity method investment is determined to be other than temporary, a loss is recorded in
earnings in the current period.
Property, plant and equipment
Property, plant and equipment are recorded at historical cost less accumulated depreciation.
The cost of these assets less estimated residual value is depreciated on a straight-line basis over
their estimated remaining economic useful lives. The estimated economic useful lives of our
fixed assets are in the following ranges:
Buildings 3 – 50 years
Drilling and well service equipment 2 – 30 years
Office furniture and fixtures 3 – 10 years
Motor vehicles 3 – 7 years
We evaluate the remaining useful life of our property, plant and equipment on a periodic basis
to determine whether events and circumstances warrant a revision.
Expenditures for replacements or improvements are capitalised. Maintenance and repairs are
charged to operating expenses as incurred.
Fully depreciated assets are retained in property, plant and equipment and accumulated
depreciation until disposal. Upon sale or retirement, the cost of property and equipment, related
accumulated depreciation and write-downs are removed from the balance sheet and the net
amount, less any proceeds from disposal, is charged or credited to the consolidated statement
of operations.
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Assets under construction
The carrying value of assets under construction represents the accumulated costs at the
balance sheet date and is included in property, plant and equipment on the face of the balance
sheet. Cost components include payments for instalments and variation orders, construction
supervision, equipment, spare parts, capitalised interest, costs related to first-time mobilisation
and commissioning costs. No charge for depreciation is made until commissioning of the new
builds has been completed, and it is ready for its intended use.
Finance Leases
We lease office space and equipment at various locations. Our Oiltools division also leases
operating equipment which in turn is leased out to Archer customers. Where we have
substantially all the risks and rewards of ownership, the lease is classified as a finance lease.
Finance leases are capitalised at the inception of the lease at the lower of the fair value of the
leased asset or the present value of the future minimum lease payments. Each lease payment
is allocated between the corresponding finance lease liability and finance charges to achieve a
constant rate on the liability outstanding. The interest element of the capital cost is charged to
the Consolidated Statement of Operations over the lease period.
Depreciation of assets held under capital leases is reported within “Depreciation and amortisation
expense” in the Consolidated Statement of Operations. Capitalised leased assets are depreciated
on a straight-line basis over the estimated useful economic lives of the assets or a straight-line
basis over the lease term, whichever is shorter.
Operating leases
Our operating leases relate to office and warehouse space. We recognise on the balance
sheet the right to use these assets and a corresponding liability in respect of all material lease
contracts with duration, or lease term, of 12 months or above. We estimate discount rates used
for calculating the cost of operating leases, which take into account the type of assets subject to
the lease and the geographical region in which it is leased and used. The amortisation of right of
use assets is presented in operating costs on our statement of operations.
In relation to our operating leases, prior periods were not restated to reflect the recording of the
right of use asset/liability related to these leases
Intangible assets
Intangible assets are recorded at historical cost less accumulated amortisation. The cost of
intangible assets is generally amortised on a straight-line basis over their estimated remaining
economic useful lives. The estimated economic useful lives of our intangible assets range from
2 to 20 years. We evaluate the remaining useful life of our intangible assets on a periodic basis to
determine whether events and circumstances warrant a revision of the remaining amortisation
period. Once fully amortised, the intangible’s cost and accumulated amortisation are eliminated.
Trade names under which we intend to trade for the foreseeable future are not amortised. In
circumstances where management decides to phase out the use of a trade name, the relevant
cost is amortised to zero over the remaining estimated useful life of the asset.
Acquired technology is not amortised until ready for marketing.
Goodwill
We allocate the cost of acquired businesses to the identifiable tangible and intangible assets
and liabilities acquired, with any remaining amount being capitalised as goodwill. Goodwill is not
amortised but is tested for impairment at least annually. We test goodwill by reporting unit for
impairment on an annual basis and between annual tests if an event occurs or circumstances
change that would more likely than not reduce the fair value of a reporting unit below its carrying
amount. The reporting units have been identified in accordance with Accounting Standards
Codification 350-20 “Intangible Assets–Goodwill,” as the business components one level below
the reporting segments, each of which we identified as:
Constituting a business;
For which discrete financial information is available; and
Whose operating results are reviewed regularly by segment management.
We aggregate certain components with similar economic characteristics.
The goodwill impairment test involves an initial qualitative review to determine whether it is
more likely that not that goodwill is impaired. If the initial review indicates a possible impairment,
we follow with a one-step process involving a comparison of each reporting unit’s fair value to its
carrying value. If a reporting unit’s fair value is less than its carrying value, an impairment charge
equal to the shortfall is made against the relevant goodwill, until the balance is zero.
We estimate the fair value of each reporting unit using the income approach. The income
approach incorporates the use of a discounted cash flow method in which the estimated future
cash flows and terminal values for each reporting unit are discounted to a present value. Cash
flow projections are based on management’s estimates of economic and market conditions that
drive key assumptions of revenue growth rates, operating margins and capital expenditures.
The discount rate is based on our specific risk characteristics, its weighted average cost of
capital and its underlying forecasts. There are inherent risks and uncertainties involved in the
estimation process, such as determining growth and discount rates.
Impairment of long-lived assets and intangible assets other than goodwill
The carrying values of long-lived assets, including intangible assets that are held and used by
us are reviewed for impairment if factors are identified that suggest that the carrying value may
be more than the assets fair value. As prescribed by US GAAP, for step one of the impairment
test, we assess our major assets/asset groups for recoverability of the carrying value of the
asset by estimating the undiscounted future net cash flows expected to result from the asset,
including eventual disposal. If the future net cash flows are less than the carrying value of the
asset, an impairment charge is required. We then use various methods to estimate the fair value
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of our assets, using all and best available relevant data, including estimated discounted cash-
flow forecasts, relevant market data where available, and independent broker valuations for our
land rigs. Once the fair value has been determined, the potential impairment is recorded equal
to the difference between the asset’s carrying value and fair value.
Research and development
All research and development (“R&D”) expenditures are expensed as incurred. Under the
provisions of ASC 805, ‘Business Combinations’ acquired in-process R&D that meets the
definition of an intangible asset is capitalised and amortised.
Income taxes
Archer is a Bermuda company. Under current Bermuda law, Archer has not been required to pay
taxes in Bermuda on either income or capital gains. We have received written assurance from
the Minister of Finance in Bermuda that, in the event of any such taxes being imposed, Archer
will be exempted from taxation until 2035. However in December 2023 Bermuda implemented
corporate income tax, effective for fiscal years beginning on or after January 1, 2025. The
Bermuda income tax rules are intended to align to the Organisation for Economic Co-operation
and Development’s global anti-base erosion (GloBE) rules to support consistent and predictable
tax outcomes. The calculation of taxable income begins with financial accounting net income or
loss (FANIL) determined in accordance with the acceptable financial accounting standard used
in preparing the consolidated financial statements of the ultimate parent entity of the group
or, at the election of the Bermuda constituent entity, another approved financial accounting
standard. The statutory income tax rate would be 15%.
Certain of our subsidiaries operate in other jurisdictions where taxes are imposed, mainly Norway,
the United States, Argentina, Brazil and the United Kingdom. For legal entities operating in taxable
jurisdictions, we compute tax on income in accordance with the tax rules and regulations of the
taxing authority where the income is earned. The income tax rates imposed by these authorities
vary. Taxable income may differ from pre-tax income for accounting purposes. To the extent
that differences are due to revenues or expense items reported in one period for tax purposes
and in another period for financial accounting purposes, an appropriate provision for deferred
taxes is made. A deferred tax asset is recognised only to the extent that it is more likely than
not that future taxable profits will be available against which the asset can be utilised. When it is
more likely than not that a portion or all of a deferred tax asset will not be realised in the future,
we provide a valuation allowance against that deferred tax asset. The amount of deferred tax
provided is based upon the expected manner of settlement of the carrying amount of assets
and liabilities, using tax rates enacted at the balance sheet date.
The impact of changes to income tax rates or tax law is recognised in periods when the change
is enacted.
Significant judgment is involved in determining the provision for income taxes. There are certain
transactions for which the ultimate tax determination is unclear due to uncertainty in the ordinary
course of business. Our tax filings are subject to regular audit by the tax authorities in most of
the jurisdictions in which we conduct our business. These audits may result in assessments
for additional taxes which are resolved with the authorities or, potentially, through the courts.
We recognise the impact of a tax position in our financial statements if that position is more
likely than not to be sustained on audit, based on the technical merits of the position. The level
of judgement involved in estimating such potential liabilities and the uncertain and complex
application of tax regulations, may result in liabilities on the resolution of such audits, which are
materially different from our original estimates. In such an event, any additional tax expense or
tax benefit will be recognised in the year in which the resolution occurs.
Earnings per share or EPS
Basic earnings per share are calculated based on the income/(loss) for the period available to
common stockholders divided by the weighted average number of shares outstanding for basic
EPS for the period, including vested restricted stock units. Diluted EPS includes the effect of the
assumed conversion of potentially dilutive instruments, for which we include share options and
unvested restricted stock units.
Deferred charges
Loan-related costs, including debt arrangement fees, incurred on the initial arrangement are
capitalised and amortised over the term of the related loan using the straight-line method, which
approximates the interest method. Amortisation of loan-related costs is included in interest
expense. Subsequent loan costs in respect of existing loans, such as commitment fees, are
recognised in the Consolidated Statement of Operations within “Interest expense” in the period
in which they are incurred. Unamortised loan costs are presented as a direct deduction from the
carrying value of the associated debt liability.
Share-based compensation
We had previously established a stock option plan under which employees, directors and
officers of the Archer Group may be allocated options to subscribe for new shares in Archer.
The fair value of the share options issued under our employee share option plans is determined
at grant date, taking into account the terms and conditions upon which the options are granted
and using a valuation technique that is consistent with generally accepted valuation method-
ologies for pricing financial instruments, and that incorporates all factors and assumptions that
knowledgeable, willing market participants would consider in determining fair value. The fair
value of the share options is recognised as personnel expenses with a corresponding increase
in equity over the period during which the employees become unconditionally entitled to the
options. At December 31, 2024 we have no stock options outstanding under stock option grants.
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The Board has from time to time granted restricted stock units, or RSUs, to members of Archer’s
management team. The RSUs vest typically with 1/4th on each date falling approximately one,
two, three and four years after the grant date.
Compensation cost in respect of share options and RSUs is initially recognised based upon grants
expected to vest with appropriate subsequent adjustments to reflect actual forfeitures. National
insurance contributions will arise from such incentive programs in some tax jurisdictions. We
accrue an estimated contribution over the vesting periods of the relevant instruments.
Financial instruments
From time to time, we enter into interest rate swaps or caps in order to manage floating interest
rates on debt. Interest rate swap/cap agreements are recorded at fair value in the balance sheet
when applicable. A hedge of a forecasted transaction or of the variability of cash flows to be
received or paid related to a recognised asset or liability may be designated as a cash flow
hedge.
When the interest swap qualifies for hedge accounting, we formally designate the swap
instrument as a hedge of cash flows to be paid on the underlying loan, and in so far as the
hedge is effective, the change in the fair value of the swap in each period is recognised in the
Accumulated other comprehensive loss” line of the Consolidated Balance Sheet. Changes in
fair value of any ineffective portion of the hedges are charged to the Consolidated Statement
of Operations in “Other financial items.” Changes in the fair value of interest rate swaps are
otherwise recorded as a gain or loss under “Other financial items” in the Consolidated Statement
of Operations where those hedges are not designated as cash flow hedges.
Segment reporting
A segment is a distinguishable component of the company that is engaged in business activities
from which it earns revenues and incurs expenses, whose operating results are regularly
reviewed by the chief operating decision maker and which is subject to risks and rewards that
are different from those of other segments. As our business develops we periodically review our
reporting segments. We conducted such a review in 20242 as a result of which we changed our
reporting segments to disclose our financial data at a more detailed level, reflecting the various
services provided. The new reporting segments reflect Archers management structure and
also take account of financial data presented to our chief operating decision maker, the Board
of Directors, when reviewing Archer’s performance and allocating resources. In 2024, following
various business acquisitions, we added a new segment, Renewables, which is discussed in
detail in the financial review in the Board of Directors report above.
At December 31, 2024 our reporting segments are:
Platform Operations
Well Services
Land Drilling
Renewables
We report corporate costs, and assets as separate line items.
Segmental information is presented in Note 25 Reporting and Geographical Segment
Information.
The accounting principles for the segments are the same as for our consolidated financial
statements.
Related party transactions
Parties are related if one party has the ability, directly or indirectly, to control the other party or
exercise significant influence over the other party in making financial and operating decisions.
Parties also are related if they are subject to common control or common significant influence.
Recently issued accounting pronouncements
Accounting standards that became effective January 1, 2024, did not have a material impact on
the consolidated financial statements.
In November 2024, the FASB issued ASU 2024-03, Income Statement-Reporting Comprehensive
Income-Expense Disaggregation Disclosures (Subtopic 220-40): Disaggregation of Income
Statement Expenses. This ASU requires an entity to disclose the amounts purchases of inventory,
employee compensation, depreciation, and intangible asset amortization included in each
relevant expense caption. It also requires an entity to include certain amounts that are already
required to be disclosed under current GAAP in the same disclosure. Additionally, it requires
an entity to disclose a qualitative description of the amounts remaining in relevant expense
captions that are not separately disaggregated quantitatively, and to disclose the total amount of
selling expenses and, in annual reporting periods, an entity’s definition of selling expenses. The
amendments in the ASU are effective for annual reporting periods beginning after December 15,
2026, and the Company is currently evaluating the impact of adopting ASU 2024-03.
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Note 3 — Revenue from contracts with customers
The following table provides information about receivables, contract assets and contract
liabilities from our contracts with customers:
On December 31, 2024, we have a provision for bad debt of $0.4 million which relates primarily
to debt owed from Russia. We have closed our operation in Russia. Other than this provision
we have no provisions for bad debts in our balance sheet since any anticipated unrecoverable
revenues are taken into account under our revenue recognition policy and subsequent bad
debts are written off as they are recognised.
We have recognised contract assets and liabilities of $9.2 million and $7.4 million respectively,
which relate to mobilisation and de-mobilisation fees our modular rigs. These fees are being
amortised over the relevant contract periods. $6.2 million and $4.3 million are included in other
current assets and other current liabilities respectively, and $3.0 million and $3.2 million are
reported in other non-current assets and liabilities respectively. We have a balance of $0.2 million
included in Other current liabilities which relates to prepaid revenues from customers.
Practical expedient - We have applied the disclosure practical expedient in ASC 606-10-50-
14A(b) and have not included estimated variable consideration related to wholly unsatisfied
performance obligations or to distinct future time increments within our contracts, including
day-rate revenue. The duration of our performance obligations varies by contract.
Revenue from contracts with customers
(In USD millions) 2024 2023
Accounts receivable net 187.8 183.8
Remuneration to management
Key management consists of the Chief Executive Officer, Chief Financial Officer and General
Counsel. The compensation to key management is paid in NOK and the USD figure is not fully
comparable year-on-year. The company discloses remuneration to management on aggregated
levels. Total compensation and benefits of the key management were as follows:
Note 4 — Compensation and severance expenses
Total compensation costs
The following table shows a summarised analysis of our total employee compensation costs.
(In USD millions) 2024 2023
Salary costs 415.6 391.1
Pension costs 25.8 23.8
Employers tax 62.3 58.8
Other compensation costs 33.8 27.2
Total compensation costs 537.5 501.0
Compensation to key management
(In USD thousands) 2024 2023
Salary 899.9 897.5
Bonus 518.3 566.6
Other remuneration 35.5 39.9
Total compensation costs 1,453.7 1,504.0
Remuneration to the Board of Directors
The Directors of the Board received a yearly remuneration of between $70 thousand and $80
thousand for the years ended December 31, 2024 and December 31, 2023, paid proportionately
for the time spent on the Board. We do not recognise a permanent Chairman of the Board,
a Chairman of the Board is elected for each meeting. Total Board fees for the years ended
December 31, 2024 and 2023 were $367.5 thousand and $390.6 thousand respectively.
The table below shows the total number of shares owned directly or indirectly by Directors and
key management as of December 31, 2024.
Shares held by Directors and key management
NAME POSITION HELD SHARES HELD
Dag Skindlo Chief Executive Officer 82,973
Espen Joranger Chief Financial Officer 18,292
Adam Todd General Counsel 3,344
Jan Erik Klepsland Director 20,000
Richard Stables Director 100,000
Giovanni Dell'Orto Director 57
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Note 5 — Impairments
Our long-lived assets predominantly consist of land drilling rigs and equipment utilised by our
Land drilling division in South America, and our two modular rigs. The carrying values of these
assets are reviewed for potential impairment whenever events or changes in circumstances
indicate that the carrying amount of a particular asset, or group of assets, may not be fully
recoverable, and at least once each year as part of our annual reporting routine.
During 2024 we recognised total impairment losses of $2.7 million (2023: $2.7 million) relating
to rigs and land drilling equipment in our South American business. All impairments were
recognised as part of our annual detailed review of fixed assets and assessment of carrying
values.
As stated in our accounting policy, we use various methods to estimate the fair value of our
assets, each of which involves significant judgement. We use the most relevant data available at
the balance sheet date, including specific independent valuations for our land rigs. The key inputs
and assumptions used in the various valuations included future market growth rates, EBITDA
margins, discount factors and asset lifetimes. Reasonable variations in these assumptions could
give rise to additional impairment, particularly in relation to the modular rigs and the Latin
America drilling rigs.
Whilst acknowledging the uncertainty and the level of judgement involved in our estimates of
value, we believe our determination of impairment charges to be reasonable and prudent as at
31, December 2024.
Please refer to Note 14 Goodwill for further details on the calculation of goodwill impairments. No
impairment charge was recognised in respect of goodwill in 2024.
Note 6 — Business acquisition
Wellbore Fishing and Rental Tools LLC
On October 25, 2024 we acquired Wellbore Fishing and Rental Tools LLC (or “WFR”). WFR is an
unrelated US based technology player, focused on fishing operations in the oil and gas sector,
whose operations expand and complement well services already provided by Archer. Purchase
consideration comprised an initial payment of $50.7 million, plus a deferred payment of $1.5
million due in November 2025. The acquisition strengthens Archers presence in the Gulf of
Mexico and will build on our relationships with global entities involved in the oil and gas industry
in the region. Clear and tangible cost and revenue synergies are expected to result from the
acquisition. Fair value of the assets acquired is detailed in the table below:
The $26.5 million excess of the purchase consideration over the fair value of the assets is
recognized as goodwill, which represents the assembled workforce and experience and know
how acquired, and synergies within Well Services segment.
Iceland Drilling Company Ltd.
In 2022, as part of Archer’s energy transition strategy, we invested in a 50% share of Iceland
Drilling, an international geothermal drilling and integrated service company headquartered
in Iceland. The investment has been reposted as an investment in associated companies and
consolidated using the equity method.
During the fourth quarter of 2024 we have acquired an additional 10% of the company which,
along with some changes to the shareholders’ agreement between Archer and the other
shareholders of Iceland Drilling, resulted in the acquisition of a controlling interest in Iceland
Drilling. Purchase consideration for the additional shares took the form of newly issues shares
in Archer Ltd. with a value of $2.5 million. In addition, we have recognised additional purchase
consideration of $1.4 million, which may also be settled by the issue of Archer Ltd shares under
a Purchase adjustment clause in the purchase agreement. The purchase price adjustment is
contingent on various metrics, including future earnings and market value of Iceland Drilling
and Archer. The contingent consideration is recognised as a liability since there is a possibility
that it may be settled in cash.
Fair value of assets acquired (preliminary)
USD millions
Cash 1.4
Receivables 9.5
Inventories 3.1
Property plant and equipment 7.7
Intangible assets Customer relations 12.3
Trade name 1.0
Payables (8.1)
External debt (1.1)
Net Assets 25.7
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Comtrac AS
Since 2020 Archer’s fully owned Norwegian subsidiary Archer Norge AS has owned 50% of
Comtrac AS, an entity set up for the development and ownership of well intervention technology.
Since its inception, the investment in Comtrac AS has been accounted for using the equity
method of consolidation. On September 4, 2024 Archer Norge AS purchased the other 50%
of the company from the only other shareholder, IKM Gruppen AS. Following the attainment
of 100% ownership of Comtrac AS Archer is able to directly commission the building of rods
(which are the ComTrac technology) which are utilised in the provision of well services to our
customers.
The carrying value of Archer’s 50% investment in Comtrac AS prior to the additional investment
was NOK 5.0 million. This was increased by the purchase consideration of NOK 4.0 million which
was paid to IKM for its 50% shareholding in Comtrac AS, bringing total carrying value of the
investment to NOK 9.0 million. In addition, we have a long-term loan receivable from Comtrac,
at acquisition date, of NOK 27.9 million, bringing total carrying value of the investment to NOK
36.9 million.
ADA Argentina SRL
On July 31, 2024, Archer’s fully owned Argentine subsidiaries completed the purchase ADA
Argentina SRL, (or ADA), from an unrelated third party, Air Drilling Associated. ADA performs
drilling services in Argentina through the operation of managed pressure drilling (or MPD)
equipment. Archer’s customers in Argentina are increasingly requiring the suites of services
provided by ADA to be provided by alongside land drilling services already provided, so the ADA
business compliments Archer’s operations and facilitates the offering of integrated services by
Archer.
Purchase consideration of $5.6 million consisted of an upfront payment of $0.3 million, a payment
for working capital of $0.5 million (this figure is subject to review and possible revision) and a
balance payment of $4.8 million payable by agreed monthly installments over the 27-month
period ending October 31, 2026.
On the attainment of controlling financial interest we have reclassified our investment as an
investment in a consolidated subsidiary, recognised a non-controlling interest at fair value and
adjusted the carrying value of our investment to fair value, which resulted in the recognition of a
gain of $0.1 million. No goodwill has been recognised in respect of this acquisition.
The functional currency of Iceland Drilling is the Icelandic Krona (ISK). The USD equivalent of the
fair value of Iceland Drilling assets consolidated on acquisition of control are as follows;
Fair value of assets acquired (preliminary)
ISK millions Equivalent to USD millions
Cash 320.8 2.3
Receivables 1,491.6 10.9
Inventories 885.1 6.4
Property plant and equipment 4,739.4 34.7
Deferred tax 182.0 1.3
Contact assets (Mobilisation costs) 501.4 3.7
Payables (775.3) (5.7)
Prepaid revenue (13.8) (0.1)
Contact liabilities (Mobilisation revenues) (797.9) (5.8)
External debt 2,382.6 (17.4)
Net Assets 4,160.8 30.4
The fair value of the assets acquired at the acquisition date of September 4, 2024, were as
follows:
The intangible assets reflect the value of the ComTrac technology including the patents for the
technology and the use of the ComTrac brand name.
Upon acquisition of a controlling financial interest we have revalued our investment in Comtrac
AS to reflect its fair value at acquisition. The excess of the fair value over our carrying was
NOK 23.9 million (or $2.3 million). This is reflected as an increase in the carrying value of our
investment in the equity of Comtrac AS and a gain on bargain purchase in the third quarter
income statement.
Fair value of assets acquired (preliminary)
(In NOK millions) (Equivalent to USD millions)
Cash 0.4 0.04
Receivables 0.7 0.1
Intangible assets 48.7 4.5
Deferred tax assets 19.0 1.8
Accounts payable and accrued expenses (5.4) (0.5)
Balance due to lease finance (2.7) (0.3)
Total fair value of assets acquired 60.7 5.6
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The fair value of the assets acquired at the acquisition date of July 31, 2024, were as follows:
The $1.7 million excess of the purchase consideration over the fair value of the assets is
recognized as goodwill, which represents the assembled workforce and experience and know
how acquired, and synergies within Land Drilling segment.
Moreld Ocean Wind AS
On July 1, 2024 Archer completed the acquisition of Moreld Ocean Wind AS, subsequently
re-named Archer Wind AS (or Archer Wind), from an unrelated company. Archer Wind is
developing an offshore floating wind foundation, and is currently managing the development of
a prototype installation under a contract with Total Energies using unique technology provided
under a collaboration agreement with Ocergy Inc., a US technology and solutions provider.
The purchase is part of Archer’s diversification into renewable energy. The acquired workforce
with experience and know-how in this sector is augmented by Archers engineering skills and
industry knowledge.
The sale and purchase agreement provided that Archer purchased 100% of the issued and
fully paid up shares for a consideration of USD 1.8 million payable in two equal installments due
December 31, 2024 and November 30, 2025.
The fair value of the assets acquired at the acquisition date of July 1, 2024 were as follows:
The difference of $0.3 between the purchase consideration and the fair value of the net assets
acquired is recognised as a gain on bargain purchase in the third quarter income statement.
The fair value of the assets acquired at the acquisition date of July 1, 2024 were as follows:
Fair value of assets acquired (preliminary)
(In USD millions)
Cash 0.2
Receivables 2.5
Inventory 0.4
Deferred tax assets 0.2
Tangible fixed assets 1.9
Payables (1.4)
Total fair value of assets acquired 3.9
Fair value of assets acquired (preliminary)
(In NOK millions) (Equivalent to USD millions)
Receivables 47.2 4.4
Tangible fixed assets 0.1 0.0
Licences 8.2 0.8
Shares in Ocergy 21.1 2.0
Deferred taxes 25.0 2.3
Accounts payable (7.5) (0.7)
Accruals, deferred income and other payables (71.8) (6.7)
Total fair value of assets acquired 22.4 2.1
Vertikal Service AS
On May 6th, 2024 we completed the acquisition of 65% of the shares in Vertikal Service AS. (or
“Vertikal”), an unrelated company who offers inspection, installation, and maintenance services
to energy customers using advanced industrial rope access techniques on complex structures
such as offshore and onshore wind turbines, hydropower stations, and offshore oil and gas
installations. The purchase is part of Archers diversification into the renewable energy sector,
by the acquisition of projects in the wind and hydro generated power segment and a workforce
with experience and know-how in this sector, which is augmented by Archers engineering skills
and industry knowledge.
The sale and purchase agreement provided that Archer purchased 1000 of the 2000 issued
and fully paid up shares for a consideration of NOK 25 million (or $2.3 million). In addition, as part
of the agreement, Archer made a capital contribution in kind to Vertikal, consisting of a transfer
of Archer business, by the transfer of the relevant employees, the customer contract which is
currently serviced by the individuals transferred, and associated resources, to Vertikal. In return
for the capital contribution, Archer received 858 newly issues shares which brought Archer’s
total shareholding in Vertikal to 65%.
Deferred consideration up to NOK 10 million is payable no later than 31 March 2027 and is
based on achieving various levels of EBITDA. We have estimated the fair value of the deferred
consideration to be $0.1 million. Total purchase consideration recognised by Archer as investment
in subsidiary totaled NOK 25,500,000 (or $2.4 million) comprising $2.3 million for the purchase
of 1000 shares form the existing shareholders and $0.1 million for the deferred consideration.
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Goodwill was calculated as follows:
The above businesses, acquired in 2024, contributed revenues of $37.3 million and net income
of $2.5 million to the 2024 Archer consolidated financial statements. The following unaudited
pro forma summary presents consolidated information as it the business combinations had
occurred on January 1, 2023. The 2023 acquisitions described below are not included in the pro
forma data since the inclusion of these entities would not have a material effect on the pro forma
data disclosed in the table below.
The business contributed as capital has been valued at NOK 21.45 million (or $1.9 million), and
the fair value resulting non-controlling interest of 35% of Vertikal is estimated to be NOK 4
million (or $0.4 million). On consolidation of Vertikal into the Group financial statements we have
recognised goodwill of $3.1 million which represents the assembled workforce and experience
and know-how acquired, and synergies.
The fair value of the assets acquired at the acquisition date of May 6, 2024 were as follows:
Fair value of assets acquired (preliminary)
(In NOK millions) (Equivalent to USD millions)
Cash 9.2 0.8
Receivables 36.2 3.3
Tangible fixed assets 4.6 0.4
Loan finance (4.4) (0.4)
Accounts payable (22.1) (2.0)
Accruals and other payables (27.6) (2.5)
Total fair value of assets acquired (3.9) (0.3)
Acquisitions reported in 2023
Pro forma data - unaudited
(In USD millions equivalent)
Year ended December 31, 2024 Year ended December 31, 2023
Consolidated revenue 1,407.5 1,265.8
Consolidated earnings/(loss) (19.6) (36.4)
Composition of goodwill
(In USD millions equivalent)
Purchase consideration 2.4
Less negative net assets acquired 0.3
Recognition of non-controlling interest 0.4
Total Goodwill 3.1
Coiled Tubing Business
On April 1, 2023, Archer UK Ltd, a wholly owned subsidiary of Archer Limited, completed the
purchase of the coiled tubing business operated by Baker Hughes in the UK. Under the terms of
the sale and purchase agreement (or “SPA”) Archer UK Ltd acquired all the assets and inventory
used in the business and employees involved in the business have transferred to Archer. All
Baker Hughes’s coiled tubing contracts in the UK as at the acquisition date was transferred to
Archer UK Ltd.
The purchase consideration comprised an initial installment of $1.5 million which has been paid,
and a second installment of $5.5 million which was due in April 2024.
Attached to the SPA is a transition service agreement (or “TSA”) under which Baker Hughes has
provided Archer with a three-month free rental period for the use of the Baker Hughes facilities
occupied by the coiled tubing business prior to the sale, and the provision of various services to
be provided by Baker Hughes involving training and knowledge transfer pertaining to several
aspects of the coiled tubing business. The provision of these services is included within the
purchase consideration.
The fair value of the assets acquired at the acquisition date of April 1, 2023, were as follows:
The $3.1 million excess of the purchase consideration over the fair value of the assets is recognized
as goodwill, which represents customer relations, the assembled workforce and experience
and know how acquired, and synergies within our Well Service segment. The acquisition has
been recorded in the accounting ledgers of Archer UK Ltd which has functional currency GBP.
At December 31, 2023 the goodwill is reported as $3.4 million, the movement being due to
translation differences.
During the second quarter of 2024 Archer settled the second installment, wherein Baker
Hughes agreed a price reduction of $3.0 million in respect of inventory items which had not
been maintained and certified which rendered them unusable. The second instalment was
hence $2.5 million compared to the original agreed $5.5 million. The fair value of these items has
already been adjusted as part of our acquisition accounting. The payment was received after
the twelve-month measurement period. The value of the goodwill recognised was tested for
impairment during our annual review process conducted during the fourth quarter of 2024. We
have recognised the receipt in other financial income in 2024.
Fair value of assets acquired
(In USD millions equivalent)
Inventory 1.4
Tangible fixed assets 1.3
Intangible assets - Licences 1.1
Prepayment of rental and services to be provided by Baker Hughes under the TSA 0.1
Total fair value of assets acquired 3.9
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Romar-Abrado
On January 9, 2023, Archer signed a share purchase agreement for the purchase of 100% of
the issued share capital of Romar-Abrado group. The Romar-Abrado group, comprises a holding
and operating company in the UK and an operating company in the US, offers advanced milling
and SWARF handling services to the global Plug and Abandonment market. Romar-Abrado
operations compliment the services provided by Archers Well Services divisions and will be
reported within the Well Services reporting segment.
The total purchase consideration for the Romar-Abrado group was expected to total $12.9 million
and settled as follows:
The fair value of the assets acquired at the acquisition date of January 9, 2023, were as follows:
The $5.7 million excess of the purchase consideration over the fair value of the assets is
recognized as goodwill.
During the fourth quarter 2023 we revised our estimation of the earn-out element, reducing the
recorded liability by $2 million as per end of 2023. In 2024 our revised estimates indicates that
there will be no earn-out element due, and the remaining accrual of $1.6 million was released and
recognised as other financial income.
Purchase consideration
(In USD millions equivalent)
Cash settlement 9.2
Earn-out element (fair value of expected amount at acquisition) 3.7
Total 12.9
Fair value of assets acquired (preliminary)
(In USD millions equivalent)
Cash and restricted cash 1.6
Receivables 4.2
Inventory 1.7
Tangible fixed assets 1.9
Intangible assets 0.8
Liabilities (3.0)
Total fair value of assets acquired 7.2
Other Financial Items
(In USD millions) 2024 2023
Foreign exchange gains/(losses) (20.9) (19.0)
Mark-to-market of marketable securities (5.6)
Mark-to-market of financial instruments 0.9
Other items (6.8) (6.9)
Total other financial items (27.8) (30.5)
Note 7 — Other Financial Items
The NOK to USD exchange rate continues to be volatile resulting in significant exchange gains
and losses reported throughout 2023 and 2024.
Foreign exchange losses and gains for the twelve months ended December 31, 2024, includes
net losses $22.6 million in Archer Norge AS, a 100% owned subsidiary with NOK functional
currency. The net losses of reported by Archer Norge AS. include losses of around $44.8 million
and $3.5 million on USD denominated external loan facilities and cash balances respectively
and gains of around $25.5 million on respect of internal receivable loan balances denominated
in USD. The FX gains and losses in subsidiaries reporting in NOK are partially offset in equity by
translation adjustments, recognised in accumulated other comprehensive income, which result
from the translation of the NOK financial statements to USD prior to consolidation.
Other items in 2023 include a loss of $4.1 million in the second quarter, resulting from the
settlement of subordinated debt by the conversion of the bonds to shares. The issue of shares
in consideration for settlement of the debt is discussed in Note 20 Share Capital. During the
fourth quarter a reduction in our estimate of contingent consideration due on the acquisition of
Romar Abrado (see Note 6 Business acquisition) resulted in the recognition of $2 million other
financial income.
Other financial items in 2004 includes $6.4 million fees and taxes relating to bank transactions
iin Argentina, and $3.7 million cost of discount factoring agreements in Norway.
(In USD millions) 2024 2023
Current tax expense 15.3 5.4
- related to corporate income tax 15.3 -
- related to global minimum top-up Tax - -
Deferred tax expense (0.7) 0.4
Total income tax expense, net 14.6 5.9
Note 8 — Income Taxes
Our income tax consists of the following:
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(In USD millions) 2024 2023
North America 1.4 0.7
South America 5.3 2.4
Europe 6.5 2.1
Others 1.4 0.8
Total 14.6 5.9
Tax expense is impacted by the derecognition of deferred tax assets which we do not expect
to be able to utilise within the foreseeable future. We have booked valuation allowances against
deferred tax relating to net operating losses and foreign tax credits in Argentina, Brazil, Canada
and North America, and other timing differences in Norway and the UK.
The company, including its subsidiaries, is taxable in several jurisdictions based on its operations.
A loss in one jurisdiction may not be offset against taxable income in another jurisdiction. Thus,
the company may pay tax within some jurisdictions even though it might have losses in others.
Income tax expense / (benefit) can be split in the following geographical areas:
(In USD millions) 2024 2023
Income taxes at statutory rate
Taxable losses at local tax rate from continuing operations* (0.2) (0.2)
Effect of impairment charges 0.0 (0.8)
Effect of other non-deductible expenses 4.1 (13.6)
Effect of share of losses of unconsolidated associates (0.2) (0.1)
Effect of non-deductible interest 0.0 3.7
Effect of foreign exchange rate differences 3.9 17.5
Effect of tax exempted income and temporary differences 5.0 (2.9)
Effect of valuation allowances (0.7) 1.1
Effect of adjustments from prior years 0.4 0.0
Effect of state and withholding taxes 2.3 1.3
Actual tax expense recognised 14.6 5.9
*Figures exclude non-taxable income in Bermuda (net loss of $17.1 million, 2023: net loss of $3.1 million)
The income taxes for the years ended December 31, 2024 and 2023 differed from the amount
computed by applying the statutory income tax rate in Bermuda, of 0% as follows:
(In USD millions) December 31, 2024 December 31, 2023
Tax losses carry forward 908.7 880.5
Impairments of tangible and intangible assets 13.7 1.8
Property differences 34.0 54.0
Provisions 9.1 11.1
Intercompany cost not paid 259.4 252.7
Other (7.3) 50.6
Gross deferred tax asset 1,217.6 1,250.7
Net deferred tax asset basis before valuation allowance 1,217.6 1,250.7
Valuation allowance (1,090.3) (1,140.5)
Net deferred tax asset basis 127.3 110.3
Net deferred tax asset 23.9 20.5
Deferred Income Taxes
Deferred income taxes reflect the impact of temporary differences between the amount of
assets and liabilities recognised for financial reporting purposes and such amounts recognised
for tax purposes. The net deferred tax assets consist of the following:
Tax losses carry forward of $908.7 million shown in the table above, principally relates to carried
forward tax losses of $758.6 million originating in the United States, and which expire over a
period of 20 years, and tax losses of $19.7 million originating in Brazil. The Brazilian tax losses can
be carried forward indefinitely.
For tax losses incurred in 2024 for Argentina, Canada and in the United States increase in
deferred tax assets are offset by an increase in the valuation allowance, resulting in no net effect
in the 2024 financial statements.
In total, the valuation allowance is a provision against deferred tax assets relating to tax operating
losses, foreign tax credits and excess tax values on drilling equipment, for which we do not, at
the balance sheet date, have a sufficiently documented tax strategy for realisation against future
tax liabilities.
(In USD millions) December 31, 2024 December 31, 2023
Deferred tax asset 24.2 20.8
Deferred tax liability (0.3) (0.3)
Net deferred tax asset 23.9 20.5
Deferred taxes are classified as follows:
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No provision has been made in respect of deferred tax on unremitted earnings from subsidiaries
(2023: $Nil). No tax would be expected to be payable if unremitted earnings were repatriated to
the ultimate parent.
The Group operates in a number of jurisdictions and its tax filings are subject to regular audit
by the tax authorities. The Group’s principal operations are located in Argentina, Brazil, Malaysia,
Norway and the UK.
As in previous years, all benefits and expenses in relation to uncertain tax positions have been
analysed in terms of quantification and risk, and we have provided for uncertain benefits and
expenses where we believe it is more likely than not that they will crystallise.
The Group’s accounting policy is to include interest and penalties in relation to uncertain tax
positions within tax expense. Withholding taxes are expensed as and when withheld and are
credited to the income statement if and when recovered. Penalties and interest on tax are
classified as income tax expense.
Global Minimum Top-up Tax
In March 2022, the Organisation for Economic Co-operation and Development (OECD) issued
technical guidance and overview of the potential impact of the OECD Pillar Two expansion on
the financial statements in accordance with IAS 12 Income Taxes.
The expansion of Pillar Two aims to address Base Erosion and Profit Shifting (BEPS) by introducing
a global minimum tax rate of 15 % and implementing tax legislation for the allocation of taxing
rights.
The Group’s ultimate parent is in Bermuda. In December 2023 Bermuda implemented corporate
income tax, which will come to effect for fiscal years beginning on or after January 1, 2025. The
Bermuda income tax rules are intended to align to the Organisation for Economic Co-operation
and Development`s global anti-base erosion (GloBE) rules to support consistent and predictable
tax outcomes. The calculation of taxable income begins with financial accounting net income
or loss determined in accordance with the acceptable financial accounting standard used in
preparing the consolidated financial statements of the ultimate parent entity of the group or, at
the election of the Bermuda constituent entity, another approved financial accounting standard.
The statutory income tax rate would be 15%.
The tax legislation is effective from 1 January 2024, and therefore the Group is subject to the
global minimum top-up tax under Pillar Two legislation for the fiscal year 2024.
The Group has prepared a preliminary Transitional country-by-country reporting (CbCR) Safe
Harbour assessment concluding on FY2024, based on which it expects to be eligible for the
Transitional CbCR Safe Harbour in the majority of jurisdictions in which the Group is present
during FY2024.
The top-up tax for fiscal year 2024 amounts to USD 0.
Net gain (loss)
($ in millions)
Weighted average number
of shares outstanding
(million shares)
Gain (loss)
per share
(in $)
2023
Basic Earnings per share from continuing operations (28.1) 1,273.6 (0.02)
Effect of dilutive options *
Diluted loss per share (28.1) 1,273,6 (0.02)
Net gain (loss)
($ in millions)
Weighted average number
of shares outstanding
(million shares)
Gain (loss)
per share
(in $)
2024
Basic Earnings per share from continuing operations (25.6) 68.6 (0.37)
Effect of dilutive options *
Diluted loss per share (25.6) 68.6 (0.37)
Note 9 — Earnings Per Share
The components for the calculation of basic EPS and diluted EPS and the resulting values are
as follows:
* Share-based compensation of approximately 1.5 million and 0.2 million shares were excluded from the computation of
diluted earnings per share for the years ended December 31, 2023 and 2024 respectively, as the effect would have been
anti-dilutive due to the net loss for the period.
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Inventories
(In USD millions) December 31, 2024 December 31, 2023
Manufactured
Raw materials 0.6 1.5
Finished goods 21.2 23.1
Work in progress 1.2 0.1
Total manufactured 23.0 24.7
Drilling supplies 14.4 14.2
Other items and spares 38.4 36.1
Total inventories 75.8 75.0
Note 10 — Inventories
(In USD millions) December 31, 2024 December 31, 2023
Comtrac AS 2.1
Iceland Drilling 10.2
The carrying amounts of our investments in our equity method investment are as follows:
Other Current Assets
(In USD millions) December 31, 2024 December 31, 2023
Prepaid expenses 34.6 18.6
VAT and other taxes receivable 10.5 6.8
Reimbursable costs incurred 3.0 10.5
Other short-term receivables 8.9 4.5
Total other current assets 57.0 40.4
Note 11 — Other Current Assets
“Other items and spares” primarily relate to parts and spares for the land rigs used in our Latin
America operation and spares and parts used in the Oiltools operations.
Provisions for obsolescence amounting to $7.1 million (2023: $3.5 million) are included under
Other items and spares.
December 31, 2024 December 31, 2023
Comtrac AS 50.0%
Jarðboranir hf. ("Iceland Drilling") 50.0%
Note 12 — Investments in Associates
During 2024, we have the following participation in investments that are recorded using the
equity method:
During the fourth quarter we acquired an additional 10% of the shares in Iceland Drilling. The
acquisition gave Archer a controlling financial interest in Iceland Drilling and on the date of
the acquisition, November 14, 2024 we reclassified the investment in associated company
as investment in subsidiary, consolidated the entity and recognised the 40% non-controlling
interest.
On September 4, 2024 we acquired the other 50% of Comtrac AS and, having obtained a
controlling financial interest we have reclassified the investment as an investment in subsidiaries.
See Note 6 Business acquisition above for further details on the above two acquisitions.
(In USD millions) COMTRAC ICELAND DRILLING
Carrying value of investment at December 31, 2023 2.1 10.2
Additional capital investment 0.4
Conversion of trading balance to long-term loan 1.3
Share in results of associates (0.6) 2.7
Translation adjustments (0.1) (0.5)
Reclassification of investment in associate to investment in subsidiary.
See Note 6 Business acquisition
(0.5) (12.4)
Reclassification of loan to associate to loan to subsidiary (2.6)
Carrying value of investment in associates at December 31, 2024
The components of our investments in associated entities are as follows:
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(In USD millions)
OPERATIONAL
EQUIPMENT
OTHER
FIXED ASSETS
ASSETS UNDER
CONSTRUCTION
TOTAL
Cost
As of December 31, 2022 975.8 36.9 15.1 1,027.8
Net purchased additions 33.9 8.0 8.7 50.6
Recognised on business acquisitions 3.2 - - 3.2
Costs eliminated on asset disposals (14.6) (0.7) - (15.3)
Translation adjustments 38.1 0.8 0.7 39.6
As of December 31, 2023 1,036.4 45.0 24.5 1,105.9
Net purchase additions 43.6 7.4 (1.5) 49.5
Recognised on business acquisitions 47.1 - - 47.1
Costs eliminated on asset disposals (4.1) (0.0) - (4.1)
Translation adjustments (27.4) (4.4) (1.0) (32.8)
As of December 31, 2024 1,095.6 48.0 22.0 1,165.6
Accumulated depreciation and impairments
As of December 31, 2022 (689.3) (27.8) - (717.1)
Depreciation (47.1) (1.6) - (48.7)
Impairments (2.7) - - (2.7)
Translation adjustments 9.4 0.7 - 10.1
Elimination on assets disposals (32.6) (1.8) - (34.4)
As of December 31, 2023 (762.3) (30.5) - (792.8)
Deprecation (59.2) (2.4) - (61.6)
Impairments (2.7) - - (2.7)
Eliminations on assets disposals 5.1 0.0 - 5.1
Translation adjustments 25.8 3.2 - 29.0
As of December 31, 2024 (793.3) (29.7) - (823.0)
Net book value December 31, 2024 302.3 18.3 22.0 342.6
Net book value December 31, 2023 274.1 14.5 - 313.1
Note 13 — Property Plant and Equipment
Operational equipment includes drilling and well services equipment. Included in the cost of
operational equipment is $17.1 million in respect of assets held under capital leases (2023: $22.0
million). Other fixed assets include land and buildings, office furniture and fixtures, and motor
vehicles. At December 31, 2024, $17.2 million of fixed assets have been pledged in respect of
finance agreements for their acquisition (2023 $15.0 million).
During 2024 we recognised total impairment losses of $2.7 million (2023: $2.7 million) relating
to rigs and land drilling equipment in our South American business. The impairments were
recognised as part of our annual detailed review of fixed assets and assessment of carrying
values. Our impairment testing of our two modular rigs, indicated that the rigs are not impaired.
We reached a similar conclusion in our testing for 2023.
The testing for impairment of our modular and land rigs, and other long-lived assets, involves
significant judgement and assumptions to be made in connection with the future performance
of the various components of our business operations, including assumptions about future cash
flows, discount rates applied to these cash flows and current market estimates of value. Based
on the uncertainty of future revenue growth rates and other assumptions used to estimate our
assets’ fair value and future reductions in our expected cash flows, current market conditions
worsening or persisting for an extended period of time could lead to future material non-cash
impairment charges in relation to our major assets.
In reviewing our land rigs for impairment, we also rely on valuations provided by independent
appraisers. The experts we use have extensive experience in the market in which our rigs are
deployed and are also familiar with our assets, one of the experts has performed several valuations
for us. For rigs where we have no short term future cash flows to evaluate, or where our first review
of estimated future cash flows indicates a possible impairment, we use the appraiser valuations
based on an orderly liquidation valuation scenario as our benchmark for fair value. In 2021, in
response to the ongoing difficulties in Latin America resulting from the COVID-19 Pandemic, strike
actions and government fiscal restrictions, we expanded our recognised indicators for asset
impairment, which were historically the comparison of carrying values with estimated future cash
flows and independent broker valuations, to include rigs which have remained idle for a period of
five or more years. Please see Note 5 for further discussion on our impairment review process and
the impairment charges recognised in 2024.
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(In USD millions) December 31, 2024 December 31, 2023
Original goodwill
recognised
Accumulated
Impairments
Net Value
Original goodwill
recognised
Accumulated
Impairments
Net Value
Value at beginning of year
Platform Operations` 83.7 (7.4) 76.4 84.6 (7.6) 77.0
Well Services 87.4 (7.7) 79.6 80.4 (8.0) 72.4
Total 171.1 (15.1) 156.0 165.0 (15.6) 149.4
Goodwill acquired during the year
Well Services 26.5 26.5 9.2 9.2
Land Drilling 1.7 1.7
Renewables 3.1 3.1
Total 31.3 31.3 9.2 9.2
Currency adjustments
Platform Operations (6.8) 0.7 (6.1) (0.9) 0.2 (0.7)
Well Services (8.0) 0.8 (7.2) (2.2) 0.3 (1.9)
Land Drilling
Renewables (0.1) (0.1)
Total (14.8) 1.5 (13.3) (3.1) 0.5 (2.6)
Net book balance at end of year
Platform Operations 76.9 (6.6) 70.3 83.7 (7.4) 76.4
Well Services 105.9 (7.0) 98.9 87.4 (7.7) 79.6
Land Drilling 1.7 1.7
Renewables 3.0 3.0
Total 187.6 (13.6) 174.0 171.1 (15.1) 156.0
Note 14 — Goodwill
Goodwill represents the excess of purchase price over the fair value of tangible and identifiable
intangible assets acquired, which relates primarily to intangible assets pertaining to the acquired
workforce and expected future synergies. In the table below the period end balances and
periodic movements have been allocated to our new reporting segments.
In 2023 we conducted a full qualitative review of the carrying value of our goodwill at December
which involved estimating future cash flows for the relevant reporting units, and using a
calculated weighted average cost of capital to discount them, in order to estimate a fair value.
This was compared to carrying values of the business units. The results of our testing supported
our carrying values and no impairment charges were recognised in 2023.
In 2024, we conducted an initial qualitative test. We did not detect any indicators that the
carrying value of our goodwill is impaired.
The testing of the valuation of goodwill can involve significant judgement and assumptions to
be made in connection with the future performance of the various components of our business
operations, including assumptions about future cash flows of each reporting unit, discount rates
applied to these cash flows and current market estimates of value. Based on the uncertainty of
future revenue growth rates, gross profit performance, and other assumptions used to estimate
our reporting units’ fair value, future reductions in our expected cash flows, should current
market conditions worsen or persist for an extended period of time, could lead to a future
material non-cash impairment charge in relation to our remaining goodwill.
We test goodwill for impairment on an annual basis during the fourth quarter and between
annual tests if an event occurs, or circumstances change, that would more likely than not reduce
the fair value of a reporting unit below its carrying amount.
Note 15 — Other Noncurrent Assets
Our other noncurrent assets are composed of the following:
(In USD millions) December 31, 2024 December 31, 2023
Deferred mobilisation costs 0.7 0.9
Deferred modular rig start-up costs 3.0 5.7
Pre-paid long-term expenses 2.6 2.1
Investments in unconsolidated entities 4.4
Other non-current assets 2.3 2.8
Total other noncurrent assets 13.1 11.6
Note 16 — Other Current Liabilities
Our other current liabilities are comprised of the following:
(In USD millions) December 31, 2024 December 31, 2023
Accrued restructuring costs 4.9 1.0
Accrued expenses and prepaid revenues 136.5 138.2
Taxes payable 21.6 19.3
VAT, employee and other taxes 17.4 14.1
Other current liabilities 10.3 0.3
Total other current liabilities 190.7 173.0
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(In USD millions) December 31, 2024 December 31, 2023
Loan
balance
Unamortised
debt issuance
costs
Loan balance less
Unamortised debt
issuance costs
Loan
balance
Unamortised
debt issuance
costs
Loan balance less
Unamortised debt
issuance costs
First Lien Facility 207.5 (2.3) 205.2 220.0 (3.3) 216.7
Second Lien Bond 215.4 (15.0) 200.4 204.8 (21.1) 183.7
Other loans and
capital lease liability
35.8 35.8 19.7 19.7
Total loans and
capital lease
liability
458.7 (17.4) 441.3 444.5 (24.4) 420.1
Less: current portion (29.7) 6.4 (23.2) (17.6) (17.6)
Long-term portion
of interest-bearing
debt
429.0 (10.9) 418.1 426.9 (24.4) 402.5
Note 17 — Debt
First Lien Facility
In April 2023, Archer entered into a first lien multicurrency term and revolving credit facility
and guaranty facility with a tenor of 4 years (the “First Lien Facility”). The total amount available
under the First Lien Facility is $207.5 million, split between $132.5 million under a term loan and
$75 million in revolving facilities, supplemented with a $13 million guarantee facility. In addition,
a total of $25.0 million of the First Lien Facility is carved out into an overdraft facility of $25.0
million. A total of $207.5 million was drawn under the First Lien Facility as at December 31, 2024.
The First Lien Facility is secured by pledges over shares in material subsidiaries, assignment
over intercompany debt and guarantees issued by the material subsidiaries.
The interest on the loan is Secured Overnight Financing Rate, or “SOFR” + a margin of between
300 – 550 basis points, depending on the leverage ratio.
The guarantee facility has been used towards issuance of letters of credit and tax guarantees.
The First Lien Facility will be repaid by $10 million in the first year, $15 million in the second year,
$20 million in the third year (with an additional $5 million becoming payable if the Group’s free
liquidity reaches a defined threshold), and $25 million plus a balloon payment in the fourth year.
The Facility contains certain financial covenants, including, among others:
Archer will ensure that the ratio of net interest-bearing debt (after certain adjustments) to
12 months rolling Nominal EBITDA (after certain adjustments) at the financial quarter from
December 31, 2024 to September 30, 2025 shall not exceed 4.70x; from December 31, 2025,
to September 30, 2026, shall not exceed 4.6x; and 3.7x thereafter.
Archer shall maintain $30 million in freely available cash and undrawn committed credit lines.
Archer shall ensure that the capital expenditures shall not exceed $100 million per year.
The First Lien Facility contains events of default which include payment defaults, breach of
financial covenants, breach of other obligations, breach of representations and warranties,
insolvency, illegality, unenforceability, curtailment of business, claims against an obligors assets,
appropriation of an obligors assets, failure to maintain exchange listing, material adverse effect,
repudiation and material litigation. In addition, there are cross default clauses in the event of the
obligor defaulting on other issued debt.
As of December 31, 2024, the Company is compliant with all covenants under this First Lien
Facility.
Second Lien Bond
In April 2023, Archer’s indirectly wholly owned subsidiary, Archer Norge AS, issued $200 million
senior secured second lien bonds with a tenor of 4.25 years (the “Second Lien Bond”). Archer
can elect an interest rate on the bonds of either (i) (5.00%+SOFR) in cash interest + 5% payment-
in-kind interest, or (ii) 12%+ SOFR in payment-in-kind (or “PIK”) interest. The PIK interest is settled
by issuing additional bonds to the bondholders. The additional issued bonds will have the same
terms as the original issued bonds and be added to the total amount of bonds outstanding.
During 2024, bonds with face value totaling $10.6 million were issued in settlement of PIK
interest, and the total amount of bonds issued is hence $215.4 million as per December 31, 2024.
The Company has an option to redeem the bonds at (i) the make-whole price for the first 2.25
years, (ii) at 106% of the nominal amount after 2.25 years until 3.25 years, and (iii) at 100% after
3.25 years. The Second Lien Bonds shares the same security as the First Lien Facility, subject
to the senior status of the First Lien Facility. The Second Lien Bonds contains certain financial
covenants, including, among others:
The Company shall ensure that the free liquidity of the Group is at all times the highest of USD
30 million and 6.00 percent of gross interest-bearing debt.
The Company shall ensure that the capital expenditure of the Group (on a consolidated basis)
measured at the end of each financial year shall not exceed $70 million.
As of December 31, 2024, the Company is compliant with all covenants under this Second Lien
Bond.
In February 2025 we completed a refinancing of our First Lien Facility and Second Lien Bond, as
described in Note 27 Subsequent Events
Other loans and capital leases
As described above, a total of $25.0 million of the First Lien Facility is carved out into an overdraft
facility. There was no borrowing under the overdraft facility at December 31, 2024.
We have finance arrangements relating to equipment in our Well Services and Platform
Operation divisions. On December 31, 2024, the balance under these arrangements was $18.8
million. In 2024, we have acquired external finance as part of our business acquisition discussed
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in Note 6 Business acquisition above. At December 31, 2024 the balance of total external finance
acquired was $17.0 million, the majority of which was added on the consolidation of Iceland
Drilling.
Our outstanding interest-bearing debt as of December 31, 2024, is repayable as follows:
In February 2025, we completed a refinancing of our debt, replacing the first and second lien
facilities with a new 5 year USD 425 million senior secured bond, see Note 27 Subsequent Events
Debt amortisation
(In USD millions) Borrowings OTHER DEBT TOTAL
Year ending December 31
2025 5.0 24.7 29.7
2026 4.2 24.2 28.7
2027 3.5 384.2 388.1
2028 and thereafter 6.1 6.7 12.1
Total debt 18.8 439.9 458.7
Note 18 — Lease Obligations
Finance leases
We have entered into finance arrangements for the purchase of some items of equipment,
predominantly well plugs for use in our Well services division. The leases are typically entered
into under a frame agreement with the bank, and initial lease term is usually 5 years.
Assets leased under finance leases with a carrying value of $17.2 million are included in property
plant and equipment.
Operating Leases
The company has historically leased some operating assets, office and warehouse facilities and
office equipment under operating leases. With effect from January 1, 2019, for material operating
leases, we have recognised the relevant right of use assets and lease liabilities in our balance
sheet. The leases have remaining lease terms of 1 to 9 years at December 31, 2024. Some
operating leases include options to extend the leases for up to 3 years. We have sub-let unused
office space, for which we received rental income of $0.1 million in 2024.
We have calculated an incremental borrowing rate, or IBR, for discounting each lease’s cash-
flows to arrive at an initial value for the lease liability and right of use asset. The IBR is calculated
as a function of the following elements/considerations;
Base rate – generally the interbank lending rate in the relevant jurisdictions,
Credit spread – we estimate the effect of the lessee credit worthiness
Country risk premium
Inflation differential
Contract term
Security or collateral provided in the lease contract.
Significant judgment is required in estimating some of these elements. We apply a consistent
methodology in estimating IBR for each lease.
We have elected not to recognise the right of use asset and lease liability for short term leases.
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Estimated future minimum rental payments are as follows:
(In USD millions)
Year Ended
December 31, 2024
December 31, 2024
Finance Lease costs
Amortisation of right of use assets 4.9
Interest on lease liabilities 1.6
Operating lease costs 10.5
Short term lease costs 38.4
Total Lease costs 55.4
Other information
Cash paid for amounts included in measurement lease liabilities
Operating cash flows from finance leases 1.6
Operating cash flows from operating leases 10.5
Financing cash flows from finance leases 5.2
Right of use assets obtained in exchange for new finance lease liabilities 7.7
Right of use assets obtained in exchange for new operating lease liabilities 0.0
Weighted average remaining lease term – finance leases 3.4 years
Weighted average remaining lease term – operating leases 5.7 years
Weighted average discount rate – finance leases 8.1%
Weighted average discount rate – operating leases 9.2%
(In USD millions) OPERATING LEASE OBLIGATIONS
YEAR
2025 10.5
2026 4.9
2027 2.2
2028 1.9
Thereafter 10.5
Total 30.0
Supplemental information pertaining to the Company’s leasing activities for the twelve-month
period ended December 31, 2024 was as follows;
Note 19 — Commitments and Contingencies
Purchase commitments
As of December 31, 2024, we have committed to purchase obligations including capital
expenditures amounting to $30.4 million compared to $24.9 million in 2023.
Contingencies
Contingent consideration in respect of our business acquisitions is discussed in note 6 above.
Legal Proceedings
From time to time, we are involved in litigation, disputes and other legal proceedings arising in the
normal course of our business. We insure against the risks arising from these legal proceedings
to the extent deemed prudent by our management and to the extent insurance is available, but
no assurance can be given that the nature and amount of that insurance will be sufficient to
fully indemnify us against liabilities arising out of pending and future legal proceedings. Many
of these insurance policies contain deductibles or self-insured retentions in amounts we deem
prudent and for which we are responsible for payment. If there is a claim, dispute or pending
litigation in which we believe a negative outcome is probable and a loss by the company can
be reasonably estimated, we record a liability for the expected loss. As of December 31, 2024, we
are not aware of any such expected loss which would be material to our financial position and
results of operations. In addition, we have certain claims, disputes and pending litigation in which
we do not believe a negative outcome is probable or for which the loss cannot be reasonably
estimated.
Other than the above, we are not involved in any governmental, legal or arbitration proceedings
(including any such proceedings which are pending or threatened) which may have, or have
had in the recent past, significant effects on our financial position or profitability.
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Note 20 — Share Capital
2024
At the Company’s Annual General Meeting on April 30, 2024, the shareholders approved the
following reorganisation of the Companys capital:
The consolidation of the authorised share capital and issued share capital of the Company so
that 25 shares of par value US$0.01 each became 1 share of par value US$0.25 each
The reduction of the issued and paid-up share capital of the Company by reducing the paid-
up capital of the Company by US$0.24 on each of the issued shares of the Company such that
the par value of each such issued share be reduced from US$0.25 to US$0.01
The capital re-organisation, became effective on May 7th, 2024, after which, the total number of
issued and fully paid shares of par value of $0.01 outstanding were 64,970,598.
On November 13, 2024, a special general meeting of Archer shareholders resolved that the
company’s authorised share capital be increased from $800,000 to $1,500,0000 divided into
150,000,000 common shares of par value $0.01 each.
During the fourth quarter of 2024, in order to finance the acquisition of Wellbore Fishing and
Rental LLC, we issued 24.4 million ordinary shares at an issue price of 22.465 NOK per share,
raising $50 million in gross proceeds, in a Private Placement. In addition, we issued 1.2 million
shares, with a value of $2.5 million to the shareholders of Iceland Drilling in consideration of the
additional 10% interest acquired in the company.
On the acquisition of 65% of Vertikal Service AS we recognised the 35% non-controlling interest
at an estimated fair value of NOK 4 million, or $0.4 million. On the acquisition of control of
Iceland Drilling we recognised a 40% non-controlling interest of $14.8 million.
2023
We completed the refinancing of the Archer Group during the second quarter of 2023. The
existing revolving credit and term loan facility was extinguished, and we established a new First
Lien Facility and issued Second Lien bonds.
As part of the Refinancing, Archer issued 1,040 million ordinary shares at an issue price of 1.00
NOK per share, raising 1,040 million NOK in gross proceeds, in a Private Placement in the first
quarter of 2023. In the Subsequent Offering an additional 17,506,357 shares where issued to
existing shareholders, at an issue price of 1.00 NOK per share which provided gross proceeds
of NOK 17.5 million.
As part of the Refinancing, 208 million shares were issued to the holder of the subordinated
convertible loan as settlement. The shares were valued at 1.00 NOK per share, or $20 million in
total, in line with the terms of the private placement and subsequent offering. The settlement
of the subordinated convertible loan resulted in a $4.1 million loss being recorded within Other
financial items in the second quarter of 2023.
208 million shares were issued to the underwriters of the Second Lien Bond issue, as
underwriting fees. The value of these shares, $20 million was recognised as capitalised debt
fees to be amortised over the 4.25 year tenor of the bonds and reported as interest costs. As per
note 27, these fees will be written off in connection with the refinancing in 2025. 2 million shares
were issued to Archers advisors in the overall Refinancing.
Archer shares are traded on the Oslo Stock exchange with the ticker “ARCH”
No dividends were distributed for the financial year 2023. Under the Bermuda Companies Act,
dividends cannot be paid if there are reasonable grounds for believing that (a) The company is, or
would after the payment be, unable to pay its liabilities as they become due; or (b) The realisable
value of the company’s assets would thereby be less than its liabilities. The Company has not
declared dividend since its inception, and there are restrictions in the financing arrangement
related to dividend distribution to the shareholders.
The amount and timing of any distributions to our shareholders in the future will depend,
among other things, on our compliance with covenants in our credit facilities, earnings, financial
condition, liquidity position, Bermuda law affecting the dividend distributions, restrictions in our
financing agreements and other factors. In addition, the declaration and payment of dividend
distributions is subject at all times to the discretion of our Board.
Some jurisdictions in which we operate impose restrictions on dividend payments from
subsidiaries to holding companies.
Share capital and authorised share capital
(In USD millions) December 31, 2024 December 31, 2023
SHARES $ MILLION SHARES $ MILLION
Authorized share capital 150,000,000 1.5 2,000,000,000 20.0
Issued, outstanding and fully paid share capital 90,536,134 0.9 1,624,264,969 16.2
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Financial Statements
Sustainability Statement
Note 22 — Long term incentive plans
Restricted Stock units
The Board has from time to time granted restricted stock units, or RSUs, to members of Archer’s
management team. The RSUs typically vest over three to four years after the grant date.
Following the share consolidation, as outlined in Note 20 Share Capital, the number of RSUs
outstanding was reduced by a factor of 25:1, whereas 25 RSUs where converted to 1 RSUs. As of
December 31, 2024 a total of 272,928 RSUs was outstanding.
RSU awards do not receive dividends or carry voting rights during the performance period. The
fair value of the restricted stock award is the quoted market price of Archer’s stock on the date
of grant.
The following table summarises information about all restricted stock transactions:
Restricted stock units transactions
2024 2023
RSUs
Weighted average grant
date fair value NOK
RSUs
Weighted average grant
date fair value NOK
Unvested at beginning of year 10,264,800 1.07 548,330 3.92
Granted 10,234,800
Modification of RSUs (9,854,208)
Vested/released (124,064) (482,130)
Forfeited (13,600) (36,200)
Unvested at end of year 272,928 25.98 10,264,800 1.07
Accounting for share-based compensation
The fair value of the share options and RSUs granted is recognised as personnel expenses.
During 2024, $0.4 million has been expensed in our Statement of Operations ($0.2 million in
2023).
As of December 31, 2024, total unrecognised compensation costs related to all unvested share-
based awards totalled NOK 3.5 million ($0.3 million).
Note 23 — Pension Benefits
Defined Contributions Plans
We contribute to a private defined contribution pension plan for our UK onshore workforce.
Eligible employees may contribute a minimum of 4% of their salary to the scheme, and we
contribute between 5% and 7.5% to participants’ plans. In 2024 we contributed $5.8 million (2023:
$4.5 million) to the plan.
In Norway we also have a defined contribution pension plan both for our Norwegian onshore
workforce in addition to our employees working offshore on the Norwegian continental shelf
from 2019. For onshore employees we contribute 5.5% of salary up to 7.1 G, and 10.5% of salary
between 7.1 G and 12 G. For offshore employees we contribute 4% of salary up to 7.1 G and 15%
of salary between 7.1 and 12 G. (G represents basic amount used in the Norwegian National
Insurance scheme, and for 2024 is equivalent to NOK 124,028,(approximately $10,930). In 2024
we contributed $10.1 million (2023 $10.1) to the plan in Norway. $11,200).
In addition, for 2024, we have reported $0.5 million of contributions paid into pension schemes
by entities acquired during the year.
Note 21 — Audit fees
Total auditors’ remuneration to PricewaterhouseCoopers was an audit fee of $0.8 million for the
year ended December 31, 2024 and $0.7 million for the year ended December 31, 2023. Archer
Ltd ($0.2 million) received the main amount of cost, in addition to Archer (UK) Ltd ($0.1 million)
and Archer Norge AS ($0.1 million). The compensation to the auditor is paid in GBP, NOK and
USD. The USD figure is not totally comparable year-on-year.
(In USD millions) 2024
Legally required audit 0.7
Attestation services 0.1
Other services 0.0
Total audit fee 0.8
Note 24 — Related Party Transactions
In the normal course of business, we transact business with related parties conducted at arm’s
length.
Transactions with Hemen Holding Ltd. (“Hemen”):
Hemen owns 20.2% of the shares in Archer at December 31, 2024 (2023: 20.5%). In the Private
Placement described in note 20 above, Hemen subscribed for, and was allotted, 20.5% of the
shares, amounting to the NOK equivalent of USD 10.2 million.
Transactions with Paratus JU Newco Bermuda Limited (“Paratus”):
Paratus owns 23.8% of the shares in Archer at December 31, 2024 (2023: 24.2%). In the Private
Placement described in note 20 above,, Paratus subscribed for, and was allotted, 24.2% of the
shares amounting to the NOK equivalent of USD 12.1 million.
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Financial Statements
Sustainability Statement
Note 25 — Reporting and Geographical Segment Information
Until the fourth quarter of 2024 we presented our business under three reporting segments
based on services supplied;
Platform Operations
Well Services
Land Drilling
During 2024 we completed several business acquisition pursuant to our energy transition
strategy, the last being the additional investment in Iceland Drilling in November 2024. We have
grouped our newly acquired businesses of:
Vertikal Service AS
Archer Wind AS, and
Iceland Drilling Company Ltd.
into a separate operating and reporting segment, under the heading Renewables. We see the
Renewables segment as an important separate strategic element of our business, and we
expect to expand this segment.
In addition, we report corporate costs and assets as separate line items.
The accounting principles for the segments are the same as for our consolidated financial
statements. Presented below and on the following page are the revenues, depreciation and
amortization, operating income, capital expenditures, goodwill and total assets by segment.
Segment information
(In USD millions) Year Ended December 31
2024 2023
Revenues from external customers - -
Platform Operations 575,6 539.8
Renewables 16.4 -
Well Services 332.9 302.8
Land Drilling 375.8 326.7
Total revenue 1,300.7 1,169.3
Depreciation and amortisation
Platform Operations 19.1 13.0
Renewables 1.7 -
Well Services 16.3 12.6
Land Drilling 24.5 24.2
Total depreciation and amortisation 61.6 49.8
Operating income/net income
Platform Operations 37.2 37.7
Renewables (0.5) -
Well Services 36.1 34.6
Land Drilling 8.6 1.3
Overhead and corporate cost (10.1) (8.9)
Stock compensation cost - -
Total operating income / (loss) 71.3 64.8
Total financial items (84.2) (86.7)
Gain on equity investment 2.4 (0.3)
Results attributable due to non-controlling interest (0.4) -
Income taxes (14.6) (5.9)
Net income (25.6) (28.1)
Capital Expenditures
Platform Operations 15.4 4.9
Renewables 1.9 -
Well Services 17.3 20.0
Shared assets* 7.7 7.9
Total Excluding Land Drilling 42.2 32.8
Land Drilling 19.9 19.8
Total 62.2 52.6
* Assets shared by Platform Operations and Well Services segments include shared office and admin facilities, cash and tax
assets and liabilities
Transactions with Seatankers Management Company Limited (“Seatankers”);
Seatankers is a related party, being a company in which Archer’s second largest shareholder
Hemen Holding Ltd has significant direct and indirect interests. Seatankers provides support and
administrative services to us, and we have recorded fees of $0.3 million for these services during
2024. These expenses are included in General and administrative expenses in the Consolidated
statement of operations. At December 31, 2024 we owed $0.1 million to Seatankers in respect of
services provided.
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Financial Statements
Sustainability Statement
Goodwill
(In USD millions)
Land
Drilling
Platform
Operations
Well
Services
Renewables Total
Balance at December 31, 2023 76.4 79.6 156.0
Acquired goodwill in relation to the
acquisition of Vertikal Service AS
3.1 3.1
Acquired goodwill in relation to the
acquisition of ADA Argentina SRL
1.7 1.7
Acquired goodwill in relation to the
acquisition of Wellbore Fishing and
Rental LLC
26.5 26.5
Translation adjustments (6.1) (7.2) (13.3)
Balance at December 31, 2024 1.7 70.3 98.96 3.1 174.0
Revenue by country
(In USD millions) 2024 2023
Norway 588.2 593.0
Argentina 369.7 323.7
United Kingdom 175.5 123.2
Other 167,3 129.4
Total 1.300.7 1,169.3
Total assets
(In USD millions) December 31, 2024 December 31, 2023
Platform Operations 166.3 190.7
Well Services 327.8 301.8
Shared assets* 134.6 113.1
Renewables 64.6
Investment in Iceland Drilling - 10.2
Land Drilling 304.3 285.5
Corporate 3.1 4.3
Total 1,000.8 905.7
* Assets shared by Platform Operations and Well Services segments include shared office and admin facilities, cash and tax
assets and liabilities
Property plant and equipment
(In USD millions) December 31, 2024 December 31, 2023
United States 8.2 1.2
Latin America 173.4 176.3
Iceland 34.5
Norway 71.0 74.5
United Kingdom 51.4 59.1
Other 4.3 1.9
Total 342.6 313.1
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Financial Statements
Sustainability Statement
Note 26 — Risk Management and Financial Instruments
Our reporting currency is US Dollars. We have operations and assets in a number of countries
worldwide, and receive revenues and incur expenditures in other currencies, causing our results
from operations to be affected by fluctuations in currency exchange rates, primarily related to
Argentine pesos, Norwegian kroner and British pounds. In particular, the Argentine economy has
been challenged by a combination of high inflation and continued depreciation of the Argentine
pesos, which impact our US dollar reported financial data. We are also exposed to changes in
interest rates on variable interest rate debt, and to the impact of changes in currency exchange
rates on debt denominated in currencies other than US Dollar. There is thus a currency risk and
interest rate risk, which could have a negative effect on our cash flows as well as our reported
financials.
Interest rate risk management
As per December 31, 2024 the interest on our debt was primarily linked to floating interest rates.
Following the refinancing, as described in Note 27 Subsequent Events, our interest rate on the
majority of our debt is fixed as bond carries a fixed coupon of 9.5%.
We have from time to time, enter into interest rate swaps or caps in order to manage floating
interest rates on debt, but neither as per 31.12.2023 nor as per 31.12.2024 did we have any such
agreements outstanding.
Foreign currency risk management
We are exposed to foreign currency exchange movements in both transactions that are
denominated in currency other than USD, and in translating consolidated subsidiaries who do
not have a functional currency of USD. Transaction losses are recognised in “Other financial
items” on our Consolidated Statement of Operations in the period to which they relate.
Translation differences are recognised as a component of equity. The total transaction loss
relating to foreign exchange recognised in the Consolidated Statement of Operations in 2024
amounted to $20.9 million (2023: $19.0 million).
Credit risk management
We have financial assets, including cash and cash equivalents, trade receivables and We have
financial assets, including cash and cash equivalents, trade receivables and other receivables.
These assets expose us to credit risk arising from possible default by the counterparty. We
consider the counterparties to be creditworthy financial institutions and do not expect any
significant loss to result from non-performance by such counterparties. In the normal course of
business, we do not demand collateral.
Carrying value of financial instruments
(In USD millions) December 31, 2024 December 31, 2023
FAIR VALUE CARRYING VALUE FAIR VALUE CARRYING VALUE
Non-derivatives
Cash and cash equivalents 76.7 76.7 52.1 52.1
Restricted cash 3.8 3.8 3.5 3.5
Accounts receivable 187.8 187.8 183.8 183.8
Accounts payable (112.2) (112.2) (75.5) (75.5)
Current portion of interest-bearing debt (29.7) (29.7) (17.6) (17.6)
Current portion of operating lease liability (10.9) (10.9) (11.4) (11.4)
Long-term interest-bearing debt (213.6) (213.6) (222.1) (222.1)
Second Lien Bond (228.8) (215.4) (204.8) (204.8)
Operating lease liability (19.8) (19.8) (22.9) (22.9)
The estimated fair value and the carrying value of our financial instruments are as follows:
The aforementioned financial assets are measured at fair value on a recurring basis as follows:
Financial assets and liabilities
(In USD millions) December 31, 2024
Fair Value Measurements at
Reporting Date Using
FAIR VALUE LEVEL 1 LEVEL 2 LEVEL 3
Assets:
Cash and cash equivalents 76.7 76.7
Restricted cash 3.8 3.8
Accounts receivable 187.8 187.8
Liabilities:
Accounts payable (112.2) (112.2)
Current portion of interest-bearing debt (29.7) (29.7)
Current portion of operating lease liability (10.9) (10.9)
Long-term, interest bearing debt (213.6) (213.6)
Second Lien Bond (228.8) (228.8)
Operating lease liability (19.8) (19.8)
Level 1: Quoted prices in active markets for identical assets
Level 2: Significant other observable inputs
Level 3: Significant unobservable inputs
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Financial Statements
Sustainability Statement
We used a variety of methods and assumptions, which are based on market conditions and risks
existing at the time, to estimate the fair value of our financial instruments. For certain instruments,
including cash and cash equivalents, it is assumed that the carrying amount approximated fair
value due to the short term maturity of those instruments.
The fair values of Second Lien Bond is based on the last observable trading price, prior to the
close of the quarter.
The fair value of the current portion of long-term debt is estimated to be equal to the carrying
value, since it is repayable within twelve months. The fair value of the long term portion of
floating rate debt is estimated to be equal to the carrying value adjusted for the prepaid debt
fees (outstanding balance), since it bears variable interest rates, which are reset on a quarterly
basis. This debt is not freely tradable, and we cannot purchase them at prices other than the
outstanding balance plus accrued interest.
Restricted cash consists mainly of bank deposits arising from advance employee tax
withholdings.
Retained risk
We retain the risk, through self-insurance, for deductibles relating to physical damage insurance
on our capital equipment. In the opinion of management, adequate provisions have been made
in relation to such exposures, based on known and estimated losses.
Concentration of risk
The following table summarises revenues from our major customers as a percentage of total
revenues from continuing operations (revenues in excess of 10 percent for the period):
Note 27 — Subsequent Events
Refinancing
On February 6, 2025 Archer announced the placement of new 5 year USD 425 million senior
secured bonds, carrying a coupon of 9.5%. The new bonds were issued on February 24th. The
proceeds from the bonds issuance were applied towards the full repayment of the First Lien
Facility and the Second Lien Bond described in Note 17 Debt Following these repayments, the
unamortised debt issuance costs relating to these facilities will be expensed and result in a non-
cash financial cost of $17.4 million in the first quarter of 2025.
In connection with the bonds issuance, Archer established a $75 million revolving credit facility,
ranking super senior to the bonds.
Contract awards
On February 26, 2025, Archer announced that its subsidiary Wellbore Fishing & Rental Tools
LLC, had been awarded a frame agreement for the provision of Fishing and Thru Tubing Fishing
for a major deepwater operator in the US Gulf of America.
On February 28, 2025, Archer announced that Equinor has awarded the company the planning
work for the permanent plug and abandonment (P&A) of the Snorre UPA and Heidrun B&C
templates.
On April 28, 2025, Archer announced renewal of a contract with Pan American Energy in the
south of Argentina, with reduced activity in this region.
Trade disruption
On April 2, 2025, USA announced tariffs on trade, escalating tensions and increasing uncertainty
in global markets. Pursuantly, the implementation of certain of the tariffs has been postponed,
while tariffs to some countries has been retaliated with similar tariffs, leading to escalation. As
the company sees it, the direct impact from these trade disruptions is expected to be modest.
Should however the trade disruption lead to reduced economic growth and deterioration of the
energy prices over time, it could impact the activity level for Archer.
Share of revenue by customer
CUSTOMER 2024 2023
Equinor 39.1% 45.3%
Pan-American Energy 19.1% 18.0%
Customer <10% 41.8% 36.7%
Total 100% 100%
Graphics
To the General Meeting of Archer Limited
Independent Auditor’s Report
Report on the Audit of the Financial Statements
Opinion
We have audited the consolidated financial statements of Archer Limited and its subsidiaries (the Group),
which comprise the balance sheet as at 31 December 2024, the statements of operations, statement of
comprehensive loss, statement of cash flows and statement of changes in shareholders’ equity for the year
then ended, and notes to the financial statements, including a summary of significant accounting policies.
In our opinion the consolidated financial statements comply with applicable statutory requirements, and the
financial statements give a fair presentation of the financial position of the Group as at 31 December 2024,
and its financial performance and its cash flows for the year then ended in accordance with the accounting
principles generally accepted in the United States of America (USGAAP)
Our opinion is consistent with our additional report to the Audit Committee.
Basis for Opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities
under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial
Statements section of our report. We are independent of the Group as required by relevant laws and
regulations in Norway and the International Ethics Standards Board for Accountants’ International Code of
Ethics for Professional Accountants (including International Independence Standards) (IESBA Code), and
we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that
the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
To the best of our knowledge and belief, no prohibited non-audit services referred to in the Audit Regulation
(537/2014) Article 5.1 have been provided.
We have been the auditor of Archer Limited for 5 years from the election by the general meeting of the
shareholders on 30 September 2020 for the accounting year 2020.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our
audit of the financial statements of the current period. These matters were addressed in the context of our
audit of the financial statements as a whole, and in forming our opinion thereon, and we do not provide a
separate opinion on these matters.
Several business combinations were carried out during the year. Accounting for Business Combination
relies on subjective judgements that have a significant impact on the financial statements and has therefore
been a focus area in this year's audit. Valuation of modular and land-based drilling rigs and Valuation of
Goodwill carry the same characteristics and risks this year as the previous year and consequently have
been areas of focus also for the 2024 audit.
PricewaterhouseCoopers AS, Kanalsletta 8, Postboks 8017, NO-4068 Stavanger
T: 02316, org. no.: 987 009 713 MVA, www.pwc.no
Statsautoriserte revisorer, medlemmer av Den norske Revisorforening og autorisert regnskapsførerselskap
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Key Audit Matters
How our audit addressed the Key Audit Matter
Valuation of modular and land-based drilling rigs
The value of the Group’s land
-based and modular
drilling rigs is material to the financial statements
and constitutes a major part of the carrying values
of property plant and equipment of
USD 342,6
million
as at 31 December 2024.
Management identified indicators of impairment
and consequently assessed the carrying values of
the drilling rigs for impairment. Management
assessed and compared the sum of the
undiscounted cash flows that the asset
s are
expected
to generate, including any estimated
disposal
proceeds, to the carrying values. Where
the
undiscounted cash flow for a rig was less than
its
carrying value, management adjusted the
carrying
value, by recording an impairment to its
estimated
recoverable value. Based on
management’s
impairment assessment, an
impairment of
USD 2,7 million was recorded in
202
4 related to idle land-based drilling rigs.
We focused on this area due to the significant
carrying value of the rigs and the judgment inherent
in the impairment assessment.
Management explains their impairment process
and assumptions in notes 5 and 13 to the financial
statements
.
We evaluated and challenged management’s
assessment of
indicators of impairment and the
process by which this was performed.
We assessed management’s accounting policy
against US GAAP requirements and obtained
explanations from management as to how the
specific requirements of the standards, in particular
ASC 360, were met. We also assessed the
consistency year
-on-year of the application of the
accounting policy.
Management considered each rig to be a cash
generating unit («CGU») in their assessment of
impairment indicators. We found the level of CGU
appropriate and consequently assessed
impairment indicators on the same basis.
We tested significant assumptions used by
management in their forecast of future cash flows.
In particular, we traced input data to actual
contracts and considered whether key
assumptions, such as estimated utilisation rates
and day rates, were consistent with historical
performance, expected market rates and our
knowledge of the industry. We also performed a
sensitivity analysis on the assumptions made by
management, using various scenarios.
To assess management’s estimate of the fair value
of the land
-based rigs, we considered evidence
obtained from an external valuation firm. We also
assessed the objectivity and competence of the
firm to provide reliable estimates. We also
assessed and found
that the external valuation
firm
was provided with
relevant facts to determine such
an estimate, by
testing key inputs. Further, we
assessed and found
that management sufficiently
understood the
valuation from the external
valuation firm
, including the methodology used in
arriving at the valuation.
From the evidence obtained we found the
assumptions and methodology used to be
appropriate.
We read the information provided in the notes and
found it to be in
accordance with the financial
reporting
requirements.
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3 / 6
Valuation of goodwill
The value of the Group’s goodwill is material to the
financial statements and constitute approximately
1/6 of the values in the balance sheet.
The Group is required to perform impairment
assessments of goodwill at least annually.
Management has conducted a
qualitative
assessment for 202
4 and concluded that goodwill
was not
impaired at the balance sheet date.
We focused on this area due to the significant
carrying value of goodwill and the
judgment
inherent in the impairment review.
Management explains their impairment process
and assumptions in note 14 to the financial
statements.
We obtained and considered management’s written
assessment supporting the carrying value of
goodwill on 31 December 202
4.
We evaluated
management’s impairment
assessment and the
process by which this was
performed.
We
assessed management’s accounting policy
against
US GAAP requirements and obtained
explanations
from management as to how the
specific
requirements of the standards were met.
To assess management’s qualitative impairment
assessment, w
e calculated the market
capitalization based on the quoted share price
at
year end and considered data on market control
premium
.
No matters of consequence arose from the
procedures above.
We read the information provided in the notes and
assessed this to be in
accordance with the
financial
reporting
requirements.
Accounting for Business Combinations
In 2024, Archer Limited has made several business
c
ombinations, of which the acquisition of Wellbore
Fishing & Rental Tools
was the most significant.
For each business combination, m
anagement has
prepared a purchase price
analysis, where the
assets and liabilities of
the acquired company were
measured at fair value at
the acquisition date. The
difference between net
assets and the
consideration was recorded as
goodwill.
Valuation of assets and liabilities in the purchase
price analysis required subjective assessments that
have a significant impact on the Group's assets,
liabilities, and future earnings. A business
combination
can be complex, and the reporting of
the
transaction depends on both the structure of
the
acquisition agreement and management’s
exercise
of judgment. Therefore, the accounting for
the
business combinations has been a key focus
area in this
year's audit.
In note
6, management describes the accounting
treatment of the business
combination and the
recognition
of goodwill.
We obtained and reviewed the
acquisition
agreements
, assessed the terms, and held
discussions with
management to understand the
details of the
transactions. We reconciled key
elements of the
transactions
against the underlying
agreement.
We reviewed the purchase price analysis and
challenged management on how assets were
identified
and valued for the allocation of the
purchase price,
including the calculation of
goodwill.
We found that the purchase price analysis used
recognized methods and that the estimated values
were based on appropriate data and reasonable
assumptions.
We read note
6 and found that the information
regarding the business
combinations was in
accordance
with the financial reporting
requirements
.
4 / 6
Other Information
The Board of Directors (management) are responsible for the information in the Board of Directors’ report
and the other information accompanying the financial statements. The other information comprises
information in the annual report, but does not include the financial statements and our auditor’s report
thereon. Our opinion on the financial statements does not cover the information in the Board of Directors’
report nor the other information accompanying the financial statements.
In connection with our audit of the financial statements, our responsibility is to read the Board of Directors’
report and the other information accompanying the financial statements. The purpose is to consider if there
is material inconsistency between the Board of Directors’ report and the other information accompanying
the financial statements and the financial statements or our knowledge obtained in the audit, or whether the
Board of Directors’ report and the other information accompanying the financial statements otherwise
appears to be materially misstated. We are required to report if there is a material misstatement in the
Board of Directors’ report or the other information accompanying the financial statements. We have nothing
to report in this regard.
Based on our knowledge obtained in the audit, it is our opinion that the Board of Directors’ report
is consistent with the financial statements and
contains the information required by applicable statutory requirements.
Our opinion on the Board of Directors' report applies correspondingly to the statement on Corporate
Governance.
Our opinion on whether the Board of Directors’ report contains the information required by applicable
statutory requirements, does not cover the Sustainability Statement, on which a separate assurance report
is issued.
Responsibilities of Management for the Financial Statements
Management is responsible for the preparation of financial statements that give a fair presentation in
accordance with the accounting principles generally accepted in the United States of America, and for such
internal control as management determines is necessary to enable the preparation of financial statements
that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Group’s ability to
continue as a going concern, disclosing, as applicable, matters related to going concern and using the
going concern basis of accounting unless liquidation of the Group becomes imminent.
Auditor’s Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about 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 will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they
could reasonably be expected to influence the economic decisions of users taken on the basis of these
financial statements.
As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional
scepticism throughout the audit. We also:
identify and assess the risks of material misstatement of the financial statements, whether due to
fraud or error. We 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.
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5 / 6
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 internal control.
evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by management.
conclude on the appropriateness of management’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events
or conditions that may cast substantial doubt on the Group’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 to cease to
continue as a going concern.
evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events
in a manner that achieves fair presentation.
obtain sufficient appropriate audit evidence regarding the financial information 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
We communicate with the Board of Directors 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.
We also provide the Audit Committee 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.
From the matters communicated with the Board of Directors, we determine those matters that were of most
significance in the audit of the financial 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 or when, in extremely rare circumstances, we determine that a matter should
not be communicated in our report because the adverse consequences of doing so would reasonably be
expected to outweigh the public interest benefits of such communication.
Report on Other Legal and Regulatory Requirements
Report on Compliance with Requirement on European Single Electronic Format (ESEF)
Opinion
As part of the audit of the financial statements of Archer Limited , we have performed an assurance
engagement to obtain reasonable assurance about whether the financial statements included in the annual
report, with the file name archerlimited-2024-12-31-en, have been prepared, in all material respects, in
compliance with the requirements of the Commission Delegated Regulation (EU) 2019/815 on the
European Single Electronic Format (ESEF Regulation) and regulation pursuant to Section 5-5 of the
Norwegian Securities Trading Act, which includes requirements related to the preparation of the annual
report in XHTML format.
In our opinion, the financial statements, included in the annual report, have been prepared, in all material
respects, in compliance with the ESEF regulation.
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Management’s Responsibilities
Management is responsible for the preparation of the annual report in compliance with the ESEF regulation.
This responsibility comprises an adequate process and such internal control as management determines is
necessary.
Auditor’s Responsibilities
Our responsibility, based on audit evidence obtained, is to express an opinion on whether, in all material
respects, the financial statements included in the annual report have been prepared in compliance with
ESEF. We conduct our work in compliance with the International Standard for Assurance Engagements
(ISAE) 3000 “Assurance engagements other than audits or reviews of historical financial information”. The
standard requires us to plan and perform procedures to obtain reasonable assurance about whether the
financial statements included in the annual report have been prepared in compliance with the ESEF
Regulation.
As part of our work, we have performed procedures to obtain an understanding of the Group’s processes
for preparing the financial statements in compliance with the ESEF Regulation. We examine whether the
financial statements are presented in XHTML-format. We believe that the evidence we have obtained is
sufficient and appropriate to provide a basis for our opinion.
Stavanger, 30 April 2025
PricewaterhouseCoopers AS
Gunnar Slettebø
State Authorised Public Accountant
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PricewaterhouseCoopers AS, Kanalsletta 8, Postboks 8017, NO-4068 Stavanger
T: 02316, org. no.: 987 009 713 MVA, www.pwc.no
Statsautoriserte revisorer, medlemmer av Den norske Revisorforening og autorisert regnskapsførerselskap
To the General Meeting of Archer Limited
Independent Sustainability Auditor’s Limited Assurance Report
Limited Assurance Conclusion
We have conducted a limited assurance engagement on the consolidated sustainability statement of Archer
Limited (the «Company») included in the Sustainability Statement of the Board of Directors’ report (the
«Sustainability Statement»), as at 31 December 2024 and for the year then ended.
Based on the procedures we have performed and the evidence we have obtained, nothing has come to our
attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects,
in accordance with the Norwegian Accounting Act section 2-3, including:
compliance with the European Sustainability Reporting Standards (ESRS), including that the
process carried out by the Company to identify the information reported in the Sustainability
Statement (the «Process») is in accordance with the description set out in section IRO-1
Description of the process to identify and assess material impacts, risks and opportunities within
the General chapter; and
compliance of the disclosures in section Taxonomy and section Taxonomy activity of the
Sustainability Statement with Article 8 of EU Regulation 2020/852 (the «Taxonomy Regulation»).
Basis for Conclusion
We conducted our limited assurance engagement in accordance with International Standard on Assurance
Engagements (ISAE) 3000 (Revised), Assurance engagements other than audits or reviews of historical
financial information («ISAE 3000 (Revised)»), issued by the International Auditing and Assurance
Standards Board.
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our
conclusion. Our responsibilities under this standard are further described in the Sustainability Auditor’s
Responsibilities section of our report.
Our Independence and Quality Management
We have complied with the independence and other ethical requirements as required by relevant laws and
regulations in Norway and the International Code of Ethics for Professional Accountants (including
International Independence Standards) issued by the International Ethics Standards Board for Accountants
(IESBA Code), which is founded on fundamental principles of integrity, objectivity, professional competence
and due care, confidentiality and professional behaviour.
The firm applies International Standard on Quality Management 1, which requires the firm to design,
implement and operate a system of quality management including policies or procedures regarding
compliance with ethical requirements, professional standards and applicable legal and regulatory
requirements.
Other Matter
The comparative information included in the Sustainability Statement was not subject to an assurance
engagement. Our conclusion is not modified in respect of this matter.
Responsibilities for the Sustainability Statement
The Board of Directors and the Managing Director (Management) are responsible for designing and
implementing a process to identify the information reported in the Sustainability Statement in accordance
with the ESRS and for disclosing this Process in section IRO-1 Description of the process to identify and
2 / 4
assess material impacts, risks and opportunities within the General Information of the Sustainability
Statement. This responsibility includes:
understanding the context in which the Group's activities and business relationships take place and
developing an understanding of its affected stakeholders;
the identification of the actual and potential impacts (both negative and positive) related to
sustainability matters, as well as risks and opportunities that affect, or could reasonably be
expected to affect, the Group’s financial position, financial performance, cash flows, access to
finance or cost of capital over the short-, medium-, or long-term;
the assessment of the materiality of the identified impacts, risks and opportunities related to
sustainability matters by selecting and applying appropriate thresholds; and
making assumptions that are reasonable in the circumstances.
Management is further responsible for the preparation of the Sustainability Statement, in accordance with
the Norwegian Accounting Act section 2-3, including:
compliance with the ESRS;
preparing the disclosures in section Taxonomy and section Taxonomy activity of the Sustainability
Statement, in compliance with the Taxonomy Regulation;
designing, implementing and maintaining such internal control that Management determines is
necessary to enable the preparation of the Sustainability Statement that is free from material
misstatement, whether due to fraud or error; and
the selection and application of appropriate sustainability reporting methods and making
assumptions and estimates that are reasonable in the circumstances.
Inherent limitations in preparing the Sustainability Statement
In reporting forward-looking information in accordance with ESRS, Management is required to prepare the
forward-looking information on the basis of disclosed assumptions about events that may occur in the future
and possible future actions by the Group. Actual outcomes are likely to be different since anticipated events
frequently do not occur as expected.
Sustainability Auditor’s Responsibilities
Our responsibility is to plan and perform the assurance engagement to obtain limited assurance about
whether the Sustainability Statement is free from material misstatement, whether due to fraud or error, and
to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or error
and are considered material if, individually or in the aggregate, they could reasonably be expected to
influence decisions of users taken on the basis of the Sustainability Statement as a whole.
As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise
professional judgement and maintain professional scepticism throughout the engagement.
Our responsibilities in respect of the Sustainability Statement, in relation to the Process, include:
Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the
effectiveness of the Process, including the outcome of the Process;
Considering whether the information identified addresses the applicable disclosure requirements of
the ESRS; and
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Designing and performing procedures to evaluate whether the Process is consistent with the
Company’s description of its Process set out in section IRO-1 Description of the process to identify
and assess material impacts, risks and opportunities within the General Information.
Our other responsibilities in respect of the Sustainability Statement include:
Identifying where material misstatements are likely to arise, whether due to fraud or error; and
Designing and performing procedures responsive to where material misstatements are likely to
arise in the Sustainability Statement. 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.
Summary of the Work Performed
A limited assurance engagement involves performing procedures to obtain evidence about the
Sustainability Statement. The procedures in a limited assurance engagement vary in nature and timing
from, and are less in extent than for, a reasonable assurance engagement. Consequently, the level of
assurance obtained in a limited assurance engagement is substantially lower than the assurance that would
have been obtained had a reasonable assurance engagement been performed.
The nature, timing and extent of procedures selected depend on professional judgement, including the
identification of disclosures where material misstatements are likely to arise in the Sustainability Statement,
whether due to fraud or error.
In conducting our limited assurance engagement, with respect to the Process, we:
Obtained an understanding of the Process by:
o performing inquiries to understand the sources of the information used by management
(e.g., stakeholder engagement, business plans and strategy documents); and
o reviewing the Company’s internal documentation of its Process; and
Evaluated whether the evidence obtained from our procedures with respect to the Process
implemented by the Company was consistent with the description of the Process set out in section
IRO-1 Description of the process to identify and assess material impacts, risks and opportunities
within the General Information.
In conducting our limited assurance engagement, with respect to the Sustainability Statement, we:
Obtained an understanding of the Group’s reporting processes relevant to the preparation of its
Sustainability Statement by:
o Obtaining an understanding of the Group’s control environment, processes and
information system relevant to the preparation of the Sustainability Statement, but not for
the purpose of providing a conclusion on the effectiveness of the Group’s internal control;
and
o Obtaining an understanding of the Group’s risk assessment process;
Evaluated whether the information identified by the Process is included in the Sustainability
Statement;
Evaluated whether the structure and the presentation of the Sustainability Statement is in
accordance with the ESRS;
4 / 4
Performed inquiries of relevant personnel on selected information in the Sustainability Statement;
Performed substantive assurance procedures on selected information in the Sustainability
Statement;
Where applicable, compared disclosures in the Sustainability Statement with the corresponding
disclosures in the financial statements and other sections of the Board of Directors’ report;
Evaluated the methods, assumptions and data for developing estimates and forward-looking
information;
Obtained an understanding of the Company’s process to identify taxonomy-eligible and taxonomy-
aligned economic activities and the corresponding disclosures in the Sustainability Statement;
Evaluated whether information about the identified taxonomy-eligible and taxonomy-aligned
economic activities is included in the Sustainability Statement; and
Performed inquiries of relevant personnel and substantive procedures on selected taxonomy
disclosures included in the Sustainability Statement.
Stavanger, 30 April 2025
PricewaterhouseCoopers AS
Gunnar Slettebø
State Authorised Public Accountant Sustainability Auditor
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A Corporate Governance
As used herein, unless otherwise required by the context, the terms “Archer”, “Company”, “we”,
our” and “us” refer to Archer Limited and its consolidated subsidiaries. The Norwegian Code
of Practice for Corporate Governance, as in force 1 October 2021 (the “Code”) applies to us to
the extent that the provisions of this Code do not conflict with the legislation of our national
jurisdiction. The Code is a “comply or explain” guideline, and we generally aim at complying
with the recommendations of the Code. However, we will, to some extent, deviate from certain
recommendations of the Code, partly due to different practice and principles under which
Bermuda companies operate. The status of noncompliance and the explanations therefore is
set out below.
The Code is available in its entirety at the Oslo Stock Exchange website (www.euronext.com/nb/
markets/oslo) and the website of The Norwegian Corporate Governance Board (www.nues.no).
Section 1 Implementation and reporting on corporate governance
Archer Limited is a limited liability company registered in Bermuda and listed on the Oslo Stock
Exchange (Oslo Børs). The foundation for Archers governance structure is Bermuda law as
well as regulations for foreign companies listed on the Oslo Stock Exchange. In line with the
directions given by the Board of Directors of Archer Limited, (the “Board”), Archer conducts its
business on the basis of three fundamental values:
Safety: We are committed to protecting the environment, and the health and safety of our
employees, customers and communities.
Integrity: We are committed to maintaining an environment of trust, ethical behaviour and
respect for each other.
Performance: We are committed to meeting our customers’ expectations, pursue leading
performance and continuous improvement.
The Board reviews Archers performance for all the values mentioned above and where
applicable compares the key performance indicators against the plan regularly. With regard to
integrity, Archer has implemented a Code of Conduct, which is available on our website (www.
archerwell.com). It is Archer’s policy that employees who become aware of a possible violation
of the Company’s policies must report the violation. This includes the Code of Conduct, or other
policies, manuals, or guides distributed by the Company in addition to all applicable laws. On
a quarterly basis the Audit Committee reviews reported potential violations of the Company’s
Code of Conduct and discusses required actions, if any.
The Board has defined clear objectives, strategies, and risk profiles for our business activities
and integrates considerations related to our stakeholders to create value and deliver results. The
Board evaluates these objectives, strategies, and risk profiles at regular intervals.
The Board has reviewed the overall performance of the Company compared to its values and
its corporate governance for the financial year 2024 in line with the Code and confirms it is in
compliance with the Code, except where highlighted and described below:
Section 2 Business
In accordance with normal practice for Bermuda companies, our by-laws do not include a
specific description of our business. According to Archer’s memorandum of association, no
restrictions apply as to the purpose of the Company and the reasons for its incorporation. As
a Bermuda incorporated company, we have chosen to establish the constitutional framework
in compliance with the normal practice of Bermuda and accordingly deviate from section 2 of
the Code.
The Company sustainability statement is prepared in accordance with the EU`s Corporate
sustainability, Reporting Directive(CSRD) and is included as part of the annual report. Our annual
statement outlines our activities, performance, and strategy in relation to the environment, social
issues, working environment, equality and nondiscrimination, human rights, and anti-corruption.
Section 3 Equity and dividends
In accordance with Bermuda law, the Board is authorised to repurchase treasury shares, and
to issue any unissued shares within the limits of the authorised share capital. These authorities
are neither limited to specific purposes nor to a specific period as recommended in section 3
of the Code. While we aim at providing competitive long-term return on the investments of our
shareholders, we do not currently have a formal dividend policy.
The Board ensures that the Company has a capital structure that is appropriate to the Company’s
objective, strategy, and risk profile.
Archer Limited and subsidiaries
Appendix 1 – Corporate Governance
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Section 4 Equal treatment of shareholders
In accordance with the company laws of Bermuda, the shareholders can resolve an amount
of authorised capital within which the Board may decide to increase the issued capital at its
discretion without further shareholder approval. There is no legal framework providing for
specific time-limited or purpose-limited authorizations to increase the share capital. The Board
will propose to the shareholders that they consider and, if necessary, resolve to increase the
authorised capital of the Company that will allow the Board some flexibility to increase the
number of issued shares without further shareholder approval. As such, we may deviate from
the Code’s recommendation in section 4. Any increase of the authorised capital is, however,
subject to approval by the shareholders by 2/3 majority of the votes cast. Neither our by-laws nor
Bermuda company laws include regulation of pre-emptive rights for shareholders in connection
with share capital increases. Our by-laws provide for the Board in its sole discretion to direct a
share issue to existing shareholders at par value or at a premium price. We are subject to the
general principle of equal treatment of shareholders under the Norwegian Securities Trading
Act section 5-14. The Board will, in connection with any future share issues, on a case-by-case
basis, evaluate whether a deviation from the principle of equal treatment is justified.
Section 5 Shares and negotiability
We do not limit any partys ability to own, trade or vote for shares in the Company. As such, we
are in compliance with Section 5 of the Code.
Section 6 General meetings
As a Bermuda registered company, the general meetings of the Company can be conducted
through proxy voting. The VPS registered shareholders are holders of interests in the shares
and thus represented by the VPS Registrar in the general meetings and not through their own
physical presence. This is in line with the general practice of other non-Norwegian companies
listed on Oslo Børs. We believe we comply in all other respects with the recommendations for
general meetings as set out in the Code.
Section 7 Nomination committee
We have not established a nomination committee as recommended by the Code section 7
and our bye-laws do not include the requirement for one. In lieu of a nomination committee
comprised of independent directors, the Board is responsible for identifying and recommending
potential candidates to become Board members and recommending directors for appointment
to board committees.
Section 8 Board of directors: composition and independence
The Chairman of our Board is elected by the Board and not by the shareholders as recommended
in the Code. We are not in compliance with the requirement to have female directors on our
Board.
Section 9 The work of the board of directors
The Board sets an annual plan for the upcoming year in December which includes a review of
strategy, objectives and their implementation, the review and approval of the annual budget and
review and monitoring of our current year financial performance. The Board meets at least four
times a year, with further meetings held as required to react to operational or strategic changes
in the market and Company circumstances. The Board receives frequent and relevant
information to carry out its duties. It has delegated authority to the Company’s executive
management by the means of a delegation of authority matrix.
The Board has established an Audit Committee, which has a formal charter and terms of
reference approved by the Board. The Audit Committee is responsible for ensuring Archer has
an independent and effective external audit system. The Audit Committee supports the Board
in the administration and exercise of its responsibility for supervisory oversight of financial
reporting , sustainability-related matters in external reporting, including discussions on Archer’s
CSRD double materiality assessment and internal control matters and to maintain appropriate
relationships with our auditors. Appointment of the auditor for audit services is approved at our
annual general meeting and the Board is given authority to approve the fees to be paid to the
auditor. Our auditor meets with the Audit Committee annually regarding the preparation of the
annual financial statements and also to present their report on the internal control procedures.
The Audit Committee holds separate discussions with our external auditor on a quarterly basis
without the presence of executive management. The scope, resources, and the level of fees
proposed by the external auditor in relation to our audit are approved by the Audit Committee.
The Board ensures through an internal check that members of the Board and executive
personnel advise the Company of any material interests that they may have in items to be
considered by the Board.
The Board and executive management will consider and determine on a case-by-case basis
whether independent third-party evaluations are required if entering into agreements with
related parties in accordance with the Code section 9. The Board may decide, however, due
to the specific agreement or transaction, to deviate from this recommendation if the interests
of the shareholders in general are believed to be maintained in a satisfactory manner through
other measures.
Other than related party transactions disclosed in note 24, the Company did not enter into any
transactions with its shareholders or closely associated entities.
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Section 10 Risk management and internal control
The Board ensures that Archer follows guidelines to minimise the overall risk to the Company
and its shareholders and implements and complies with an adequate internal control framework.
Archers system of internal control is designed to manage rather than eliminate the risk of failure to
achieve business objectives and can only provide reasonable but not absolute assurance against
material misstatement or loss.
We have implemented clear lines of responsibility and limits of delegated authority. Comprehensive
procedures provide for the appraisal, approval, control and review of expenditures. The senior
management team meets with its geographic and divisional leadership on a regular basis to
discuss particular issues affecting each region and business unit, including their key risks, health
and safety statistics and legal and financial matters. We have also implemented a process to assess
the Company’s projected financing needs and compliance with covenants under its financing
arrangements. The results are presented to and discussed with the Board on a regular basis, so
adequate corrective measures can be taken if and when necessary.
Integrity is a core value and high ethical standards are paramount to achieve our business
objectives. Our Code of Conduct describes Archer’s commitment to ethics for both personal and
business matters. We comply with applicable laws and regulations and act in an ethical and socially
responsible manner. Our Code of Conduct applies to everyone working for Archer, including the
members of the Board. The Code of Conduct is available at www.archerwell.com. Archer has
implemented a dedicated ethics helpline that can be used by any person who wishes to express
concerns or seek advice regarding the legal and ethical conduct of our business.
We comply with the Code related to this section.
Section 11 Remuneration of the board of directors
There is no obligation to present the guidelines for remuneration of the Board of Directors
to the shareholders of a Bermuda incorporated company. We will provide information to
our shareholders regarding remuneration of the Board in compliance with the United States
generally accepted accounting principles (“US GAAP”) but will not implement procedures that
are not generally applied under Bermuda law. We therefore deviate from this part of section 11
of the Code. There are no service contracts between the Company and any of our directors
providing for benefits upon termination of their service.
Section 12 Salary and other remuneration for executive personnel
There is no obligation to present the guidelines for remuneration of the executive management
to the shareholders of a Bermuda incorporated company. We provide information to our
shareholders regarding remuneration of the executive management in compliance with US
GAAP, but will not implement procedures that are not generally applied under Bermuda law.
In the view of the Company there is sufficient transparency and simplicity in the remuneration
structure, and information provided through the annual report and financial statements are
sufficient to keep shareholders adequately informed. We therefore deviate from this part of
section 12 of the Code.
Section 13 Information and communications
The Board has established guidelines requiring interim financial reporting on a quarterly basis
according to a financial calendar that is publicly available. We hold a quarterly financial results
conference call, which is accessible to all participants in the securities market. Timing and venue
for such events are announced through public press releases. For specific events the Board
requests that the Company hold investor meetings allowing for more detailed information. The
information shared in such meetings is published on our website.
Section 14 Take-overs
The Board of Directors has adopted all recommendations in the Code related to takeovers, which
requires that all shareholders are given sufficient information and time to form an independent
view of a potential takeover offer.
We comply with the Code related to this section.
Section 15 Auditor
The Board’s Audit Committee is responsible for ensuring that the Group is subject to
an independent and effective audit. Our independent registered public accounting firm
(independent auditor) is independent in relation to Archer and is appointed by the general
meeting of shareholders. The independent auditor’s fee must be approved by the general
meeting of shareholders.
The Audit Committee is approved by the Board and is responsible for ensuring that the Company
is subject to an independent and effective external audit. On an annual basis the independent
auditor presents a plan to the Audit Committee for the execution of the independent auditor’s
work.
The independent auditor participates in all meetings of the Audit Committee which concern
financial statement filings, and participates in reviewing the Company’s internal control
procedures, including identified weaknesses and proposals for improvement.
When evaluating the independent auditor, emphasis is placed on the firm’s competence,
capacity, local and international availability, and the size of its fee. The Audit Committee evaluates
and makes a recommendation to the Board, the corporate assembly, and the general meeting
of shareholders regarding the choice of independent auditor, and it is responsible for ensuring
that the independent auditor meets the requirements in Norway.
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The Audit Committee considers all reports from the independent auditor before they are
considered by the Board. The Audit Committee holds regular meetings with the independent
auditor without the Company’s management being present.
We comply with the Code related to this section.
Norwegian Accounting Act Section 3-3 b
In addition to the Norwegian Code of Practice for Corporate Governance, the Norwegian
Accounting Act has set out additional requirements for corporate governance. We have
established a set of guidelines related to internal control and corporate governance.
Risk Oversight
It is management’s responsibility to manage risk and bring our most material risks to the attention
of the Board. The Board has delegated to the Audit Committee the responsibility to discuss
with management our major financial risk exposures and the steps management has taken
to monitor and control those exposures, including our risk assessment and risk management.
The Audit Committee reports as appropriate to the full Board. Each operational division head is
responsible to report risks related to each segment to the Chief Executive Officer, who in turn
reports to the Board.
Internal control
Our management is responsible for establishing and maintaining adequate internal control over
financial reporting. Our internal control over financial reporting is a process designed to provide
reasonable assurance regarding the reliability of our financial reporting and the preparation
of our financial statements for external purposes in accordance with US GAAP. Our control
environment is the foundation for our system of internal control over financial reporting and is
an integral part of our Code of Conduct and Business Ethics for the Chief Executive Officer, Chief
Financial Officer, and Chief Accounting Officer, which sets the tone of our Company. Our internal
control over financial reporting includes those policies and procedures that (i) pertain to the
maintenance of records that, in reasonable detail, accurately and fairly reflect our transactions
and dispositions of our assets; (ii) provide reasonable assurance that transactions are recorded
as necessary to permit preparation of our financial statements in accordance with US GAAP,
and that receipts and expenditures are being made only in accordance with authorizations of
our management and directors; and (iii) provide reasonable assurance regarding prevention or
timely detection of unauthorised acquisition, use or disposition of our assets that could have a
material effect on our financial statements.
Audit committee
The Audit Committee currently consists of Directors James O’Shaughnessy and Richard Stables.
The Audit Committee assists our Board in fulfilling its oversight responsibility by overseeing and
evaluating (i) the conduct of our accounting and financial reporting process and the integrity
of our financial statements; (ii) the functioning of our systems of internal accounting and
financial controls; (iii) the performance of our internal audit function and (iv) the engagement,
compensation, performance, qualifications and independence of our independent auditors.
The independent auditors have unrestricted access and report directly to the Audit Committee.
The Audit Committee meets privately with, and has unrestricted access to, the independent
auditors and all of our personnel.
Compensation committee
The Compensation Committee currently consists of the Directors Peter J. Sharpe and Jan
Erik Klepsland. The Compensation Committee formulates and oversees the execution of our
compensation strategies, including making recommendations with respect to compensation
arrangements for senior management, directors and other key employees. The Compensation
Committee also administers our stock compensation plans.
Communications with the Board
Shareholders and other interested parties wishing to communicate with the Board or any
individual director, including the Chairman, should send any communication to the Corporate
Secretary, Archer Limited, Par-la-Ville Place 14 Par-la-Ville Road, Hamilton HM 08, Bermuda. Any
such communication must state the number of shares beneficially owned by the shareholder
making the communication. The Corporate Secretary will forward such communication to the
director or directors to whom the communication is directed, unless the Corporate Secretary
determines that the communication does not relate to the business or affairs of the Company
or the functioning or constitution of the Board or any of its committees, or it relates to routine
or insignificant matters that do not warrant the attention of the Board, or is an advertisement or
other commercial solicitation or communication, or is frivolous or offensive, or is otherwise not
appropriate for delivery to directors.
Communication from the company
Information of relevance to our share price is communicated through our website and includes
information relating to results and economic development. Our policy is to comply with all
applicable standards aimed at securing a good information flow.
We publish annual and quarterly reports, as well as our annual ESG report, on our website. We
acknowledge the importance of providing shareholders, and the equity market in general, with
correct and relevant information about us and our activities.
Other than the items mentioned above, we have not established any further guidelines
regulating the work of the Board and its committees.
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Archer Limited and subsidiaries
Appendix 2 – Material Subsidiaries
Archer group companies and ownership interests
Company
Country of
Incorporation
Direct and indirect
shareholding and
voting rights
DLS Ada S.A. ARGENTINA 100%
DLS-Archer Ltd. S.A. ARGENTINA 100%
DLS Argentina Ltd. Argentina (Branch) ARGENTINA 100%
DLA Argentina Fluidos S.A. ARGENTINA 100%
Archer Well Company (Australia) Pty Ltd AUSTRALIA 100%
Archer Well Company International Azerbaijan (Branch) AZERBAIJAN 100%
Archer (UK) Ltd (Branch) AZERBAIJAN 100%
Archer Emerald (Bermuda) Limited BERMUDA 100%
Archer Topaz Limited BERMUDA 100%
Archer DLS Corporation Bolivia (Branch) BOLIVIA 100%
Archer do Brasil Ltda BRAZIL 100%
Archer DLS Corporation BVI 100%
DLS Argentina Limited BVI 100%
DLS Argentina Holding Ltd BVI 100%
Archer BCH (Canada) Ltd CANADA 100%
Archer BCH (Canada) Branch GUYANA 100%
Archer Oil Tools AS Congo (Branch) CONGO 100%
Archer Offshore Denmark AS DENMARK 100%
Archer (UK) Limited France (Branch) FRANCE 100%
Archer Services Limited HONG KONG 100%
Jarðboranir hf.(“Iceland Drilling”)* ICELAND 60%
PT Archer INDONESIA 95%
Archer Well Company (M) SDN BHD MALAYSIA 100%
Archer Well Solutions Sdn Bhd MALAYSIA 49%
Archer Well Company International Ltd MOZAMBIQUE 100%
Archer Oil Tools AS (Branch) NETHERLANDS 100%
Archer Well Services Nigeria Limited NIGERIA 100%
Archer AS NORWAY 100%
Archer Consulting AS NORWAY 100%
Archer Norge AS NORWAY 100%
Company
Country of
Incorporation
Direct and indirect
shareholding and
voting rights
Archer Oil Tools AS Norway 100%
Archer Wind AS Norway 100%
Comtrac AS Norway 100%
Vertikal Service AS Norway 65%
Archer Poland Sp. Z.O.O. Poland 100%
Rawabi Archer Company Saudi Arabia 10%
Archer (UK) Limited Abu Dhabi (Branch) UAE 100%
Archer (UK) Limited Jebel Ali Free Zone (Branch) UAE 100%
Archer (UK) Limited UK 100%
Archer Assets UK Limited UK 100%
Archer Elemental UK Ltd. UK 60%
Archer Consulting Resources Limited UK 100%
Archer Well Company International Ltd UK 100%
Archer Well Services (Saudi Arabia) Ltd UK 100%
Romar International Ltd. UK 100%
Romar Topco Ltd. UK 100%
Ziebel UK Ltd. UK 100%
Abrado Inc. USA 100%
Archer Holdco LLC USA 100%
Archer Oiltools LLC USA 100%
Archer Well Company Inc USA 100%
Wellbore Fishing & Rental Tools LLC USA 100%
Ziebel US Inc. USA 100%
*subsidiaries of Iceland Drilling has not been included in this overview
Graphics
Global Offices
Main Office
Sandnesveien 358
4312 Sandnes
Norway
Tel: +47 5130 8000
Argentina
Carlos Pellegrini 1023 Piso 7º
C1009ABU – Ciudad Autónoma
de Buenos Aires
Argentina
Australia
17 Truganina Road
Malaga
Western Australia 6090
Brazil
Av. Presidente Wilson n 231
– Sala 1601M
Rio de Janeiro – RJ
CEP: 20030-905
Brazil
Bolivia
Centro Empresarial
Gardenia II – El Cubo – Piso 6 “B
Av. Beni esq. calle 3
Santa Cruz – Bolivia
Malaysia
Level 11, Tower 1, Etiqa Twins
No.11, Jalan Pinang
50450 Kuala Lumpur
Malaysia
Norway
Kokstadflaten 5
5257 Bergen
Norway
Midtunhaugen 13
5224 Nesttun
Norway
Sandnesvegen 358
4312 Sandnes
Norway
Bryggegata 3
0250 Oslo
Norway
UK
Archer House
Main Road
Blackburn
Aberdeen AB21 0BP
United Kingdom
USA
5510 Clara Road
Houston, TX 77041
United States of America
archerwell.com