How EDT Offshore creates a supportive environment where employees feel valued and engaged

Founded in 1980 as a family-run venture, EDT Offshore has since charted an ambitious course, transforming from a specialist in cargo, towage and salvage operations into a heavyweight maritime services provider in the Eastern Mediterranean.

“Our strategic diversification began with a focus on the oil and gas sector,” says Susan James, HR and Compliance Director. Today, the company’s portfolio spans specialised vessel support, shore-based infrastructure, ship agency logistics, ship repair and dry-dock facilities and even a unique aviation hangar in Paphos.

Driving this expansive operation is a team of 500 professionals, with 170 stationed onshore across Cyprus, Egypt, and Israel – Limassol is the mission control, where 114 employees coordinate in various operating sectors. Over the past three years, EDT has bulked up its workforce by 10% to meet growing project demands. “Our reputation as a stable and innovative employer enables us to attract and retain top talent,” James adds.

Employee growth and development are baked into the EDT’s DNA, a commitment evident in its comprehensive professional development programmes, which range from skill-focused workshops and leadership training to access to online learning platforms and mentorship initiatives. New hires are paired with seasoned colleagues during their probation period and career advancement is a focal point of regular performance reviews.

“Retaining employees and maintaining a work-life balance is critical for fostering a productive and engaged workforce,” James explains. “The key lies in creating a supportive environment where employees feel valued and heard.” For EDT, this ethos translates into tangible actions: offering competitive benefits, prioritising professional growth opportunities and cultivating a culture that recognises and rewards contributions. Work-life balance is highlighted through flexible work arrangements, wellness programmes and sensible workload management – tenure-based staggered holidays, birthday leave and early Friday departures are also key initiatives. “These programmes,” James says, “reflect our commitment to ensuring that employees feel valued and supported professionally and personally.”

For the company, addressing individual needs is seen as key to enhancing job satisfaction and fostering loyalty, ultimately driving long-term organisational success. This philosophy is woven into daily operations, starting with an open-door policy that allows employees direct access to leadership.

“It fosters transparency, trust and a sense of belonging,” she notes. The result is that employees feel comfortable sharing ideas, voicing concerns and offering feedback, contributing to an open communication culture that fuels both innovation and problem-solving. This dynamic doesn’t just keep the ideas flowing; it keeps leadership grounded in the real needs and challenges of the workforce, enabling it to make better-informed decisions. To reinforce these connections, the company prioritises regular team meetings and one-on-one check-ins. “These moments of connection,” James explains, “are vital for continuous learning, growth and improvement.”

EDT takes a hands-on approach to measuring employee engagement, relying on a mix of feedback channels, participation metrics and turnover rates to gauge how connected and satisfied the workforce feels. Inclusivity is a cornerstone of this strategy, with employees encouraged to self-assess their skills and openly discuss additional training needs with their department heads or the HR team.

According to James, this dialogue not only empowers employees but also boosts morale significantly. Backing this is a robust benefits package designed to support employees in every facet of their lives, including comprehensive health insurance and a provident fund for financial stability; recreational amenities are also a priority, with onboard facilities for seafarers and subsidies for onshore leisure activities.

In 2024, EDT introduced its HSE Monthly Incentive Programme, a new initiative aimed at strengthening its safety culture. Employees nominated by their peers for exceptional contributions to safety are publicly recognised and rewarded, a practice that not only reinforces a safety-first mindset but also positively affects morale while fostering a more engaged and cohesive workplace.

The company’s commitment to corporate social responsibility extends beyond its internal efforts, as it is actively engaged with the community through sponsorships, educational partnerships and environmental programmes. “Sustainability is a core focus,” explains James. “We are constantly striving to reinforce our role as a responsible and forward-thinking organisation.” This is perfectly captured in the company’s motto, “One Group, Diverse Services,” which reflects a dedication to providing seamless, unified solutions across all aspects of its operations.

James emphasises that people are at the heart of EDT’s success. “From our onboard crew to our shore-based staff, their talent, professionalism and dedication set us apart. Together, they create a culture of innovation, trust and collaboration that enables us to consistently deliver reliable, high-quality services.”

As EDT looks to the future, its focus remains steadfast on professionalism, innovation and the wellbeing of its people and the communities it serves. “We’re more than just a workplace,” James says. “We’re a partner in progress for our employees, our clients and the broader community.”

(Photos by Giorgos Charal)

This interview first appeared in the February edition of GOLD magazine. Click here to view it.