Ardmore’s strategy: governance, sustainability and adaptability

But the intention is not to remove people from the process. “It is never with an intention to replace the human element — far from it. It is supposed to support and improve your judgement and your quality of decision making at every level of the business, by gaining speed or accuracy through digital augmentation.”

This approach reflects a broader effort to embed AI capability across the company. “We have been really focusing on how we can bring AI to the forefront of not just managing fuel efficiency — that is the low-hanging fruit — but to help all parts of the business,” he said. He cited examples from technical operations, commercial decision-making, and even HR.

Ardmore’s data-led approach to sustainability was built over years of telemetry investment. “We were one of the first to embrace onboard telemetry through an early partnership with Albis,” Mr Ruppelt said. “That gives us a very granular read on fuel consumption in different speed, weather and trim conditions,” he said. “We now have 15 years of high-frequency data, which means that when we run AI models, we do so on a very strong foundation.”

That culture of performance through data also extends to Ardmore’s inclusion and safety efforts. In 2024, Ardmore reported a lost time injury frequency (LTIF) of 0.25 and Total Recordable Case Frequency (TRCF) of 0.50. According to Mr Ruppelt, performance in these areas stems from the same mindset that governs fuel optimisation or commercial agility: “We believe that sustainability, safety and performance enable each other.”

The company’s approach to diversity, equity, inclusion and belonging (DEIB) is similarly embedded. “We do not just propagate — we live it,” he said. “You have to ask: what are we trying to achieve here? A good working environment, of course, but it must also lead to better business performance.”

In 2024, Ardmore reported 16 female officers on board and cited several leadership appointments that illustrate the company’s inclusive culture. These include Holly Cummings, global chartering director, and Robert Gaina, who will assume the chief operating officer role in 2026. Mr Gaina joined Ardmore at sea serving as master on the Ardmore fleet, he then progressed through multiple commercial leadership roles after coming ashore. “He took the leap, got himself additional leadership education through an executive MBA, and is now stepping into a key strategic role,” said Mr Ruppelt.

Looking ahead, Ardmore continues to view innovation and efficiency as an ongoing pursuit. “Just when you think you are done in terms of squeezing efficiency out of your ships, something new surfaces. Technology development, hardware or software, never stands still, he said. “As such, opportunities for incremental improvements are limitless,” he said.

“Sustainability, safety and performance enable each other”

The company does not plan to develop or fund new technologies directly. “We are not a programming company, we are not an engineering company, we are not a VC fund,” said Mr Ruppelt. “Our strength is in adopting the right technologies quickly. That is what makes us a better business.”

On the question of alternative fuels, Ardmore remains open but pragmatic. “We are probably still agnostic,” he said. “Through a method of reduction, we can say, a certain fuel type is probably not going to work for us, based on what we see today,” he said. “But if the facts change, we change our mind,” he added.

The challenge is operational as much as technical. “We are an MR and chemical operator that operates very much in the spot market. Any bunkering system that requires extended port stays or a lot of advance planning seems harder to achieve with our trading model,” he said. “Sometimes it pays to be the first mover. Other times, it is more sensible to be second or even third mover.”

Ultimately, Ardmore’s strategy remains one of adaptability — guided by purpose, not trend. “You have to ask: why are we doing this? It is not just to tick a box. It must have a positive impact on business performance and on people. That is what drives the difference,” he said.

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