Maersk Sustainability Report 2012 PDF
Maersk Sustainability Report 2012 PDF
Sustainability
Report 2012
Going for Growth
Group performance
Provides an overview of 2012 performance
within our Group programmes which
involves all our businesses: efforts within
safety, climate and environment, diversity,
human rights, anticorruption and responsible procurement.
Sustainability
snapshots
Maersk Tankers
new carbon
reduction pact
Arctic
interests and
preparations
p.36
Read more
USD 12m
p.39
p.67
Read more
Read more
86%
p.71
Read more
Maersk fpsos
9%
p.66
Brazil impact
study
Building
more
sustainable
containers
p.60
Maersk tankers
Read more
100%
Maersk Drilling
investment in
drilling simulator
Read more
10%
p.61
Read more
Maersk
key 3 negative
impacts
container
industry
p.64
Fatalities:
Read more
17
p.12
p.28
Read more
p.14
Maersk line
p.78
Read more
Read more
CO2 eq.:
Forward-looking statements
The report contains forward looking statements
on expectations regarding the achievements and
performance of A.P. Mller - Mrsk A/S and the A.P.
Moller - Maersk Group. Such statements are subject
to risks and uncertainties, as various factors, many
of which are beyond A.P. Mller - Mrsk A/S and
the A.P. Moller - Maersk Groups control, may cause
actual results and development to differ materially
from expectations contained herein.
38.7
Framework
for responsible
business in
Myanmar
APM
Terminals invests
USD 992m
in Costa Rica port
infrastructure
p.59
Read more
p.41
Maersk line
72%
more containers
per vessel call in Brazil
with Maersk Lines
new SAMMAX vessels
p.16
Read more
Building
local skills and
expertise in
Angola
p.45 p.67 p.69
Read more
Read more
* The map shows selected snapshots from the report. It includes page references to case stories. The map is not exhaustive.
million tonnes
25%
p.34
p.78
Read more
Editor in Chief
Louise Kjaergaard, [email protected]
SOx:
623,000
tonnes
p.36
p.78
Read more
Editor
Susanne Nielsen, [email protected]
Contributing writer
Eva Harpth Skjoldborg
Design and layout
e-Types & India
Print
This publication is printed in Denmark 2013 by Cool Gray,
an environmentally certified printing agency
Sustainability
Report 2012
Going for Growth
Group performance
Provides an overview of 2012 performance
within our Group programmes which
involves all our businesses: efforts within
safety, climate and environment, diversity,
human rights, anticorruption and responsible procurement.
Contents
introduction
business units
performance
Company profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Container industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Maersk Line . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
assurance recommendations . . . . . . . . . . . . . . . 75
APM Terminals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Damco . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
group performance
Materiality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Maersk Drilling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Stakeholder engagement . . . . . . . . . . . . . . . . . . . . 23
Maersk Tankers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Svitzer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Piracy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Maersk FPSOs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Introduction
Company profile
The A.P. Moller - Maersk Group is a worldwide conglomerate with core focus on shipping and oil & gas.
We employ approximately 121,000 people, operate
in 130 countries and are headquartered in Copenhagen, Denmark.
Read more
maersk.com/
investorrelations
MAERSK
CONTAINER
INDUSTRY
APM
TERMINALS
MAERSK LINE
MAERSK OIL
Introduction
9%
5%
2012 Company
facts
6%
+121,000
12%
Employees
58%
10%
130
Countries
USD
59,036m
Revenue
USD 4,038m
Profit for the year
USD 3,303m
NETTO
DAMCO
MAERSK TANKERS
SVITZER
MAERSK FPSOs
MAERSK DRILLING
Dear reader,
The A.P. Moller - Maersk Group has set
its course on growth. Our investments
are targeted at quality services that can
enable growth and development for our
company, our customers and local communities. Our primary focus for new projects is
on the worlds growth markets.
Here, our terminals and shipping services
offer countries and businesses better
access to markets, efficient infrastructure
and reliable transport services. Globally,
our oil and gas businesses help provide the
energy needed to underpin the ambitions
of growing industries and economies.
Fuelling economic growth and trade
presents a number of sustainability challenges. We are committed to addressing
these as part of our signatory to the UN
Global Compact.
We must provide
a safer workplace
Our responsibility is to ensure that our
employees return safely to their homes
and families after work. But during 2012
seventeen people lost their lives in our operations. There is no excuse for this reality
we fundamentally believe that every
Nils S. Andersen
CEO of the A.P. Moller - Maersk Group
Introduction
2012 performance
Performance snapshots
We experienced 17 fatalities. This
is an unacceptable reality. We will
continue to focus on improving process safety and risk management to
reach our goal of zero fatalities.
Our fuel oil consumption decreased
and as a consequence so did our
absolute and relative CO2 emissions.
Consequently, the Group has adjusted its CO2 reduction target.
CO2 improvement
Decrease:
8%
2.3
6%
6.6%
7.3%
40,969
38,631
37,673
3.8%
Share of
total CO2 eq.
emissions
10,724
11,818
11,087
82.3%
Maersk Line
Maersk Oil
Maersk Tankers
Others
2010
2011
2012
2010
For the scope of each of the performance indicators, please refer to the respective pages in the report and our sustainability accounting principles on pages 8082.
2011
2012
Introduction
FATALITIES
EMPLOYEE ENGAGEMENT
WOMEN IN LEADERSHIP
17
76%
9%
17
12
2010
69%
75% 76%
13
2011
2012
2010
2011
2012
8%
8%
9%
2010
2011
2012
ANTI-CORRUPTION
LABOUR PRINCIPLES
RESPONSIBLE PROCUREMENT
25,356
483
1,431
25,356
20,221
1,985
483
Approached
1,431
Registered
93
800
2010
Assesed
02
2011
2012
2010
2011
2012
178
10
Introduction
Growing
our business
The A.P. Moller - Maersk Groups business and long-term plans
support economic growth and development. Our contribution
to sustainable economic growth lies first and foremost in our
ability to advance the benefits and address the challenges
intrinsic to global transport, infrastructure and energy.
Todays growth markets are forecast to account for
34% of the worlds wealth by 2025, compared to
20% in 20051. We focus on advancing our core businesses in these markets, where the needs of growing populations and rising affluence mean increased
demand for the goods transported by Maersk Line
and the infrastructure provided by APM Terminals.
At the same time we are investing to grow our oil
production and drilling services.
outlook
Todays growth markets
are forecast to account for
34%
of the worlds wealth in 2025,
compared to 20% in 2005.1
3040%
increase in the Groups
investments over the next
five years.
facts
The global challenge is to increase economic wellbeing for a growing population without incurring
corresponding increases in environmental pressure,
i.e. decoupling environmental degradation and
economic growth. The United Nations acknowledge
this as one of the biggest global challenges over the
coming decades2.
In the next pages, we describe the impacts of our
activities in transport, ports and energy, both good
and bad, and how we go about addressing them.
1 T he European Commission (2009): The World in 2025 Rising Asia and socio-ecological transition.
2 United Nations: Climate change and the development c hallenge, www.un.org.
14%
11%
Africa
44%
Europe &
Eurasia
Middle
East
17%
Americas
14%
Introduction
11
Tailor-making transport
to overcome trade barriers
Some parts of the world do not yet have the port
capacity, draft or equipment to take advantage of
the efficiencies stemming from the use of the largest
container ships. Maersk Lines 16 SAMMAX ships were
specifically designed to overcome these challenges in
Brazilian ports. In Brazils busiest port in Santos, Sao
Paolo, the vessels are now loading and discharging
50% more containers per call than the ports average.
The SAMMAX vessels are helping the port reduce the
waiting time and paving the way for increased trade of
potentially 39,000 containers (TEU) annually in Santos
(see our Brazil impact study on pages 1419).
outlook
A small recovery in
container traffic growth
is forecast for 2013:
4.9%
compared to 3.4%
growth in 2012.*
facts
600+
container vessels in
Maersk Line fleet.
8.5
million containers (FFE)
transported by Maersk
Line in 2012.
31.8
million tonnes of CO2 eq.
emitted by Maersk Line
in 2012.
sugar
12
Introduction
Port infrastructure
Ports, container terminals, roads, rail and depots represent some of the physical infrastructure needed for
the continuing development of the global economy.
Countries that invest in infrastructure are likely to
benefit from not only faster and safer transportation
of goods, but also increased business activities,
more efficient allocation of labour and overall improved national competitiveness4.
outlook
6%
global container port
demand growth forecast
per year from 2011 to
2017, but with significant
regional variations.*
5%
and trade by
15%
**
facts
Running a terminal involves carefully managing
stakeholder interests within the port community as
well as minimising any potential adverse impacts on
the local environment (see page 58).
Brazil is a prime example of a country that is investing in port infrastructure to support increasing ex-
63
ports and terminals
with 6 new terminals in
development and 160
inland services operations.
9%
APM Terminals global
average berth productivity
increase in 2012.
4W
orld Economic Forum (2010): Positive infrastructure A framework for revitalizing the global economy.
5 See Maersk Lines 2011 WAFMAX study on maersklineroute2.com.
Introduction
13
Energy
Global energy demand is expected to increase
by 40% between 2009 and 20356. Fossil energy
sources are currently making up more than 80% of
the worlds energy mix7.
resources can be produced in an efficient and economically sound manner. The pressure to maintain
such performance will only intensify as competition
for natural resources drives the industry to explore
and produce in increasingly harsher environments.
6 http://www.oecd.org/site/africapartnershipforum/50088908.pdf.
7 U.S. EIA International Energy Statistics: http://tonto.eia.doe.gov/cfapps/ipdbproject/IEDIndex3.cfm.
outlook
Global energy demand
forecast to be about
40%
higher in 2035 compared
to 2009.*
facts
Transportation is one of
the largest consumers
of energy in the world,
accounting for more than
50%
of liquid fuel consumption.**
Maersk Oil produces
257,000
barrels of oil equivalent per
day (boepd, entitlement
production).
Maersk Line consumed
9.9
million tonnes bunker
fuel oil in 2012.
* OECD: www.oecd.org.
** WWF: Plugged in. The end
of the oil age (2008).
14
Introduction
Our impacts
in Brazil
Socio-economic study puts numbers
on our impacts in Brazil.
In 2012, we set out to deepen our understanding of the Groups socio-economic impacts
within trade, infrastructure and energy in Brazil (see About the study on page 19).
Opportunities
USD 256bn
Exports
accounted for:
12%
of GDP in 2011
sugar
Challenges
Trade bottlenecks
and logistics costs
1518%
of GDP
1
2
3
4
Introduction
15
our companies
and brands
in Brazil
The Groups
contributions
to the Brazilian
economy7
48,000
jobs created in
the wider economy
USD
1.7bn
APM Terminals
Damco
Danbor
Maersk FPSOs*
Maersk Line
Maersk Oil
Maersk Supply Service
Maersk Training Centre
Mercosul Line
Safmarine
Svitzer
~ 0.1% of Brazilian
GDP in 2011
2,169
Employees (FTE)
USD 1.3bn
External revenue
USD 373m
Procurement spending
USD 135m
Direct and indirect taxes paid,
incl. 30 million payroll taxes
5 World Bank, How to decrease freight logistics costs in Brazil, Transport Papers, TP-39, April 2012.
6 OECD Economic Surveys Brazil, October 2011.
7 T he impact study estimates the contribution to GDP as the total value-added of the Groups direct, indirect and induced impacts: Indirect impacts are the turnover and value added created by businesses which
provide goods and services to our companies activities. Induced impacts are the result of spending of the wages and salaries of our and the suppliers employees on food, housing, transportation, medical services, etc.
* Operated the Maersk Peregrino a floating production storage and offloading vessel in the Peregrino oil field. The vessel was sold to Statoil in 2012.
16
Introduction
Case in point
In 2012, the 16 SAMMAX vessels loaded and discharged 940 containers per vessel call on average,
compared to the previous Maersk Line vessels
550 moves per call a 72% improvement. Also, the
SAMMAX berth productivity was on average 55
berth moves per call, compared to 40 for the previous Maersk Line vessels a 37% improvement. The
improvements have wider socio-economic impacts.
8,600
+72%
37%
improvement in average
berth productivity in 2012*
8 All data calculations, methods, models and scope used in this case study can be found in our Brazil impact study 2012.
* Compared to the previous 3,200 TEU Maersk Line vessels deployed on the same trade lane.
Introduction
17
MAXimising
fuel efficiency
The SAMMAX vessels
fuel efficiency is
10%
higher compared to other
new vessels of the same
size. Its waste-heat recovery
system uses the energy
in the hot exhaust gas to
produce extra energy for
propulsion.
SAMMAX effects on
Port of Santos*
2%
5%
up to
7%
39,000
18
Introduction
Upgrades to Brazils busiest port in Santos, Sao Paolo are being made to a
lleviate
congestion and delays. We have calculated the socio-economic i mpacts that can
be realised from a USD 1 billion joint venture container terminal project9.
Building tomorrows
terminal today
The growth in Brazilian export and import is putting
port capacity and productivity under pressure. With
a 30% market share, the Port of Santos is Brazils
most important port.
10%
12%
USD 100m
tax income (federal, state
and municipality).
BTP is expected to create:
3,000
jobs during the
construction phase.
1,500
jobs during the
operational phase.
9,000
indirect jobs once
operational.
USD 15.3bn
per year
Brasil Terminal Portuario
(BTP) in Port of Santos
9 A ll data calculations, methods, models and scope used in this case study can be found in our Brazil impact study 2012.
10 W
orld Bank (2012), How to decrease freight logistics costs in Brazil, Transport Papers, TP-39, April 2012.
Introduction
19
Brazil
modal split
4%
13%
Ship
2.7m
36,000
USD 125m
Train
58%
Truck
Reduce emissions by
25%
4.4m
tonnes of CO2
Group performance
Group performance
21
Materiality
Defining and communicating materiality helps us focus
our efforts on areas that deliver the greatest value to
our business and most important stakeholders.
Materiality matrix
Read more..
this with the deemed level of importance to employees, customers, regulators, media, investors,
local communities and NGOs.
Anti-corruption &
whistleblowing: pages 4849
Arctic: page 39
Arctic activities
Importance to stakeholders
Anti-corruption
Labour standards
Chemicals
Whistleblowing
Recycling
Natural resources
scarcity
Fatalities
Diversity &
inclusion
Energy consumption
CO2 emissions
Supply chain management
Process safety
Stakeholder engagement
Lobbying
Ocean sustainability
Carbon markets
NOx
Governance
Water use/management
Tax
Importance to business
Tax: page 52
Waste management: page 38
22
Group performance
Going forward
Similarly, issues such as process safety, energy
consumption and CO2 emissions represent critical
material issues in the Group. For example, our
CO2 emissions in shipping are significant in
absolute terms but also represent a major driver
for energy efficiency improvements and cost
reductions.
top 3 material
issues in the
businesses
In 2012, a workshop for our
businesses was conducted
providing guidance on how
to prepare materiality and
stakeholder assessments.
The materiality assessments by the businesses
helped provide a foundation for their reporting this
year by identifying their
top three material issues
(see pages 5573).
Defining
the criteria
Listing significant
business aspects and
rating their relative
importance.
Listing significant
stakeholders and
rating their relative
importance.
Selecting
the issues
Identifying environmental, social and
economic issues that
are, or might turn out to
be, relevant to the A.P.
Moller - Maersk Group
and its stakeholders,
and collecting the information needed to
assessing their impact.
Describing the
issues in detail
Defining the risks and
opportunities associated with the issues.
Describing the stakeholders relevant to or
concerned with the
issues.
Analysing
Determining the status,
importance and maturity of the issues using
the tools predefined
rating scheme.
Mapping
the issues
The results of the analysis are plotted by the
tool in a matrix with the
y-axis representing the
importance to stakeholders and the x-axis
representing the importance to business.
Group performance
Stakeholder
engagement
We want to build trust in our company by engaging
in transparent practices and open dialogue with
stakeholders.
Our ambition is to have a more structured and consistent approach to stakeholder engagement. We
are not there yet and this will be an important part of
our approach and governance going forward.
Key stakeholder engagement activities in 2012
include:
Shareholder and investor engagement
The A.P. Moller - Maersk Group held its first Capital
Markets Day to increase transparency on strategy
and financial performance. The companys performance, growth strategy and planned investments
were presented with a focus on the plans for Maersk
Oil and APM Terminals. More than 300 analysts and
investors participated.
Engaging external stakeholders
on sustainability
The UN Summit on Sustainable Development in Rio
de Janeiro, Brazil (Rio+20) was an important event
for us to engage with a wide group of stakeholders
on our role in contributing to a more sustainable
development. We engaged in panel discussions,
co-chaired a session on anti-corruption and spoke
on responsible procurement.
Engaging employees on sustainability
Our work with sustainability can be an engaging
Responsible lobbying
The Group engages in dialogue and lobbying on
issues that are relevant to our businesses. We
believe that rendering our experience and opinion
available to policy makers and other key opinion
leaders provides benefits for both our business
and society.
A large degree of our engagement at Group level
takes place through our membership and participation in industry organisations, primarily the Danish
1 T he sustainability dimension consists of two questions: My company is making a genuine effort to be socially and environmentally responsible and
My manager encourages me to consider social and environmental impacts of my decisions.
23
24
Group performance
2 Flammer, C. (2012) Corporate social responsibility and shareholder reaction: The environmental awareness of investors, Academy of Management Journal.
Group performance
25
Strategy
& governance
We aim to be a responsible and profitable enterprise
balancing economic, social and environmental concerns for
the benefit of A.P. Moller - Maersk and the global community.
Our strategy is to integrate sustainability systematically into all our business processes and
make sustainability a competitive advantage. Top
management at Group and business level are held
accountable for progress. The full governance framework can be seen on page 27.
2007
HSSE Manual
2008
nvironmental
E
strategy
First Group
HSE Report
2009
Member of UN
Global Compact
Anti-corruption
programme
Diversity
Programme
2010
irst Group
F
Sustainability Report
First Group
Sustainability
Strategy (20102013)
Global Labour
Principles
Whistleblower
Programme
Group Sustainability
Council
2011
Member of UN Global
Compact LEAD
Member of the
Logistics Emergency
Teams (LET)
Responsible
Procurement
Programme
Climate Change
Strategy
Group Health &
Safety Strategy
First Annual
Executive
Sustainability Day
1 Maersk Drilling, Dansk Supermarked Group, Maersk FPSOs, Danbor Service, Maersk Container Industry, Maersk Supply Service, APM Terminals, Maersk Tankers,
Svitzer, Maersk Oil, Damco and Maersk Liner Business (the latter including Maersk Line, Safmarine and other regional brands).
2012
I ntegration of
sustainability in
internal training
programmes
Human Rights
Framework
Sustainability
index in Employee
Engagement Survey
Sustainability
integrated in
enterprise risk
management
26
Group performance
Sustainability dashboard
The businesses are asked to score their progress
on a scale of 03 across 25 key measures of integration, considering each of the four focus areas
of the Groups sustainability strategy: health and
safety, social responsibility, e nvironment and
responsible business practices.
4. Anticipating change
1.1
4.1
1.2
4.2
1.3
4.3
1.4
4.4
1.5
4.5
2. Management
2.1
2.2
5. Culture
2.3
2.4
2.5
5.1
5.2
5.3
3. Stakeholder engagement
3.1
5.4
5.5
5.1Does top management communicate to employees about
sustainability?
5.2Is sustainability included in management training programmes?
5.3Is sustainability included in employee training programmes?
5.4Have the training programmes been rolled out to all relevant
employees?
5.5Is sustainability included in employee KPIs and incentive
programmes?
3.2
3.3
3.4
3.5
3.1 Have you identified your key stakeholders?
3.2Have you defined who is responsible for engaging with key
stakeholders?
3.3Do you engage with key stakeholders on an on-going basis?
3.4 Do you get feedback on your engagement?
3.5Do you share the feedback systematically with the organisation?
Completed (score 3)
Under implementation (score 2)
Planned (score 1)
Not started yet (score 0)
Group performance
Advancement tools
We provide management and employees with tools
to enhance their knowledge of sustainability. We have
integrated sustainability modules into our leadership
training in 2012. By the end of the year, 1,144 persons
had participated in these training programmes.
We also developed and rolled out an e-learning
based introduction course on sustainability in 2012.
It is designed to serve as a pre-work to the leadership courses, but the course is available to all employees through our Learning Management System.
Since the launch in September 2012, 233 people
have completed this training.
27
highlights
1,144
leaders completed
sustainability training
as part of their leadership
training in 2012.
is responsible overall.
oversees strategy
and coordination.
Performance management
Commitments
Our values
Constant care, humbleness,
uprightness, our employees
and our name.
Our Principles of Conduct,
policies and guidelines
Our established
commitments.
UN Global Compact
We are part of the LEAD
group of companies,
committed to showing
leadership in corporate
sustainability.
Sustainability
integration dashboard
Bi-annual self-assessments of the
businesses that feed into progress
reports for the Sustainability Council.
Employee engagement survey
Where a new question on sustainability leadership was added in 2012.
Read more on page 46.
Leadership training
Modules on sustainability in the
Groups mandatory leadership
training programmes.
E-learning programme on
sustainability.
Annual Executive Board sustainability day.
28
Group performance
Safety
Safety is at the core of the A.P. Moller - Maersk Groups
business. We believe that each and every accident can and
should be avoided. We must ensure that our employees
can return home unharmed at the end of every work day.
highlights
17
fatalities in 2012.
50%
reduction in fatalities
in APM Terminals.
7
businesses with an
LTIF below 1.
>80%
of all our accidents occur in
Dansk Supermarked Group
and APM Terminals.
Group performance
2012 Fatalities
Business unit
Location
Description
Employed by
APM Terminals
Callao, Peru
Contractor
Pipavav, India
Contractor
Callao, Peru
Contractor
Bien Hoa,
Vietnam
Contractor
Mobile, USA
Own
International
waters east of
South America
Own
Kobe, Japan
Own
Own
Maersk Container
Industry
Qingdao, China
Own
Svitzer
Qatar
Maersk Line
When we report on accidents leading to fatalities we include our own employees, those of our contractors and third
parties. The pivotal point in this is whether the people involved were working under the A.P. Moller - Maersk Groups
operational control. If so, they are included in this table. On the other hand, the level of influence we have on peoples
training differs depending on their employment status. For our own employees we can create compulsory training
programmes, and to a large extent this is true for recurring contractors. We have limited control, however, over third
party employees, except that we can demand certain levels of training from the supplying company.
29
30
Group performance
D
eveloping new performance parameters
While not pointing to specific precursors, we
learned from the external fatalities group that
we need a greater focus on process safety
parameters. Working with process safety implies
looking at risks inherent in the production processes and creating barriers to ensure that it is
not possible to cause a large-scale accident as a
result of a single or few actions. Process safety is
widely practised in the offshore industry, and we
will learn from the example of M
aersk Oil.
K
nowledge-sharing framework
The fatality review group is instrumental in sharing good practice for accident investigations. Furthermore, an online portal was launched in 2012
with the goal of creating an internal platform for
discussion of our approach to safety. Finally, to
gain insights and inspiration for use in our development of health and safety initiative.
Safety performance
Overall, our LTIF data from 2012 show a declining
or flattening trend over the last four years. Hidden
in this data is the fact that seven out of eleven
businesses have an LTIF below one. This equals one
accident per 550 employees during a year.
0.76 0.75
Maersk
Line
2.47
13.46
Maersk
APM
Maersk
Oil
Terminals Drilling
Maersk
Supply
Service
Maersk
Tankers
Damco
1.46
Svitzer
0.00
Dansk
Supermarked
1.47
Maersk Maersk
FPSOs Container
Industry
Group performance
APM Terminals and Dansk Supermarked Group account for the majority of all our LTIs in 2012. Dansk
Supermarked Group reported 616 LTIs and APM
Terminals 286. Comparatively, Maersk Oil had 17
and Maersk Drilling 11 LTIs.
The incident severity ranges from minor injuries resulting in a few sick days to permanent disability e.g. lost
limbs. In Dansk Supermarked Group, injuries cover employees in stores, warehouses and offices. The main
part of the injuries is of a psychological nature following
50
eople trained in
p
accident investigation
training, which makes it possible to deliver training to the remaining facilities. Those 15 people
also constitute a global response team which
will be dispatched in case another fatality occurs. They would use an updated investigation
procedure and report through a new incident
reporting system, which is due in early 2013.
T
he safety activist travelled to problematic
sites and made weekly phone calls to ports and
inland operations for updates on safety and to
offer high-level support on safety matters.
U
se of social media was increased as a means to
communicate with everyone in and outside the
organisation. Photos of threats to safety big
and small found at an APM Terminals location
were posted on Facebook, with people asking
questions and others answering them.
Sites across the world have already embraced
the escalation of safety by appointing their own
activists in Morocco, Peru, Costa Rica, Argentina
and Jordan.
50%
31
32
The safety-productivity
equation
Our work on safety is not driven by business case
considerations. Nevertheless, we are seeing still
more cases of a link between improved safety and
higher productivity.
Maersk Oil has compared the last ten years reductions in LTIF with production efficiency and while it
is likely that other factors contribute to the rise in
productivity, the comparison does give an indication
that improved safety is good for business.
Group performance
months between March and July 2012, APM Terminals invested USD 450,000 to limit man-machine
interface.
The port lost 25% of its berth productivity in the
first month of enacting the new policy. Workers
were confused, truck drivers were losing their way in
between stacks, cranes, stations, etc. But gradually
operations began to get back into rhythm and the
port ended September setting new records in terms
of container handling combined with a strong safety
performance.
The APM Terminals Port of Itajai in Brazil registered
327 days without lost time injuries a new record
for the terminal. At the same time, berth productivity rose by 64%. Again, there could be other factors
influencing the increase in productivity, but there
seems to be a clear pattern here and in other
terminals.
64%
USD 450,000
Group performance
33
Piracy
The cost of piracy is high. Lives are altered or lost due
to piracy, trade needs to re-route and shipping companies invest large sums to avoid attacks. In 2012,
the A.P. Moller - Maersk Group continued to invest in
securing our close to 3,000 transits through the Gulf
of Aden and past the Somali coast the main arena
for maritime piracy.
Fortunately, global societys investments began
to show a dividend. From a total of 173 in 2011,
there were 36 incidents in 2012. We experienced
two attempted hi-jackings, which were unsuccessful as our ships increased speed and left the area.
The main drivers behind this positive trend are
compliance with best management practices for
anti-piracy, including the use of armed guards in
selected cases, and still more efficient patrolling by
naval forces. Extensive risk assessments, training
and experience in sailing in these waters meant that
we could begin slow steaming off the coast of Somalia. As yet, no cases of accomplished attacks on
a ship compliant with best management practices
have been registered.
A long-term solution
Our position remains that only a concerted effort
from the global community can alleviate this threat
to global trade. In the meantime, we have joined
forces with Shell, BP, Stena Line and Japanese shipping companies (NYK, MOL and K Line) to support
community and job creation projects in the coastal
regions of Somalia. The companies will contribute
between them around USD 2.5 million over two
years (20132014). The basic premise of the initiative is that piracy may be a problem at sea but it
requires a long-term sustainable solution on land.
A moving target
Unfortunately, the more stable conditions in the
Gulf of Aden do not imply less risk of piracy for the
shipping industry in total. We are seeing a growing
number of attacks off the coast of West Africa. So
far, none of our ships have been attacked in this area.
Number of
attempted hi-jackings
In line with the total recorded number of
attempted hi-jackings in the area off the Somali
coast, we experienced a significant drop in pirates
circling in on our ships.
2011
2012
highlights
USD
500,000
earmarked by the A.P.
Moller - Maersk Group for
investing in an initiative
to combat root-causes of
piracy in Somalia.
34
Group performance
Climate
& environment
We recognise the risks climate change poses to society
and our business as well as the need to shift to a low
carbon economy. We support the position that adequate
efforts must be made to limit global warming.
The A.P. Moller - Maersk Groups activities carry
significant environmental risks as well as direct
and indirect impacts on the environment. The three
primary environmental risk categories across the
Our businesses measure their relative CO2 efficiency in different ways. For example, Maersk Line
operates with CO2 per container (TEU), Maersk
Tankers uses CO2 per cargo unit x nautical mile,
and APM Terminals CO2 per lifted container (TEU),
to mention just a few examples.
When we consolidate the annual CO2 efficiency of
each business to determine the Groups CO2 efficiency,
we first determine the change in performance by percentage for each business. The relative performance
for each business is collated into a Group index. In
this index each business contribution is weighted in
terms of their share of the total Group CO2 emissions.
This figure shows key businesses share of the
total Group CO2 emissions.
20%
new Group target for
relative reduction in C02
from 2010 to 2020.
highlights
6.6%
7.3%
8%
3.8%
82%
of the Groups CO2
emissions come
from Maersk Line.
Share of
total CO2 eq.
emissions
6%
reduction in SOx emissions.
82.3%
Maersk Line
Maersk Oil
Maersk Tankers
Others
* The definition of category 1 and 2 spills is explained in our sustainability accounting principles on pages 8082.
0
oil spills
(categories 1 and 2).*
Group performance
As a response, we focus on advancing energy efficiency across the industries in which we work, and
put the lions part of our efforts where we have the
largest impact: shipping. While our size in shipping
comes with a significant footprint, it is also through
our scale and position that we can drive significant
efficiencies and help raise industry standards.
25%
energy efficient way to transport cargo long distances, the contribution of CO2 to the atmosphere is
34% of the global annual total.
Maersk Line reached its target largely from a
combination of operational efficiency, network and
voyage optimisation, slow steaming and technical
innovation. More of the same will help Maersk Line
reach the 40% target. Also, continued cooperation
with vessel leasing partners to retrofit ships and
the arrival of the next generation Triple-E vessels
will contribute to future CO2 reductions.
40%
35
36
Group performance
10%
Maersk Tankers will engage with Statoil in technical, operational and commercial workshops to
optimise the shared benefits of the pact.
So far, the pact has paid off. The 15 vessels deployed on Statoils voyages have reduced their
carbon footprint by 37%, most of which is due to
speed awareness and on time arrivals in port.
Group performance
NOx
Combustion of all fuels releases NOx. New ships built
after 1 January 2016 will be required to reduce NOx emissions by 80% when operating within Emission Control
SOx
The global goal is to lower SOx emissions and the issue is
being regulated by the International Maritime Organisation (IMO). Known ways to reduce marine SOx emissions
are burning fuel with lower or no sulphur content, by
cleaning exhaust gas through the use of scrubbers, and
using onshore power while in port.
IMO regulations came into force in 2012, and further
limitations on allowed sulphur levels will come into
force in 2020. A number of Emission Control Areas
(ECA) are already in place, also regulated by IMO. When
a new SOx restriction within ECAs comes into force in
37
38
Group performance
continued
Biodiversity
In 2012, the A.P. Moller - Maersk Group partnered with
the UN Environment Programme World Conservation
Monitoring Centre, to undertake a study to assess our
global operating sites potential exposure to biodiversity
sensitivities, and to develop a common framework for
use across our operations. This Biodiversity Sensitivity
assessment included threatened species, protected
Waste
The most significant decrease of waste amounts in 2012 is related to the fact that the Group did not scrap any ships in 2012;
whereas in 2011 SL Integrity was scrapped for Maersk Line.
In Dansk Supermarked Group, waste amounts have
increased due to more stores, but the direct re-use has
increased even further due to an enlarged agreement on
pickup of surplus bread, which is resold for pork feed.
Ballast water
Discharge of untreated ballast water leads to potential
release of non-native or invasive species in marine
environments worldwide.
For this reason, the IMO will administer regulations that
will disallow emission of water when crossing from one
eco-zone to another. These zones are to be determined
by the individual countries. The regulations can be
expected to come into force in 2014/2015.
Group performance
39
40
Group performance
Human rights
We respect human rights and work to ensure that
we do not contribute to human rights violations.
Workstream
Extreme
risk countries
Operational level
grievance mechanism
Legal and
contracting practices
2012
progress
Analysis of human
rights effect on risk
and impact profiles of
business performed;
interpretation of results
in progress.
We participated in the
Global Business Initiatives working group on
mitigation of human
rights risks in contracts,
and provided input for
the State of Play report
launched during the
UNs annual Forum on
Business and Human
Rights.
2013
targets
11
workshops on business and
human rights with highlevel representatives from
our businesses.
3
of our businesses
participated in a factfinding mission to
Myanmar.
highlights
Group performance
separate chapters in this report. Beyond these programmes, human rights in business requires translation of universal principles into practical, relevant
guidelines for action in areas such as responsibility
in the value chain, responsibility by association with
business partners and customers and when operating in politically volatile regions.
In 2012, we carried out 11 high-level workshops
facilitated by the Danish Institute for Human Rights,
and with representatives from our businesses. This
resulted in a list of prioritised issues for us to investigate further, for example working conditions for
third party in-premise staff. We will work further with
these issues in 2013.
Opening markets
Our business is strongly dependent on emerging
economies. On many occasions, the markets we
focus on may also be highly volatile and corruptionplagued. When we work with human rights we also
mitigate our risks in growth markets.
41
42
Group performance
Global labour
principles
The A.P. Moller - Maersk Groups global labour principles are key to documenting fair labour conditions
for the people who work for us. This helps maintain
our reputation as an attractive and trusted employer,
as we are convinced that globally implemented
labour principles maintain a stable, engaged workforce and reduce the risk of workplace disputes.
Dilemma-based training
Managers and human resources leaders from all
businesses are eligible for training in accordance
with nominations by the businesses human
resources departments. The training is provided
through an online, dilemma-based programme,
which to the best of our knowledge represents best
practice. The implementation of the third and final
module in the programme has unfortunately been
delayed until the beginning of 2013, but with that in
place, all of our eight global labour principles will be
covered.
highlights
Performance 2012
483
55%
of the nominated managers
were in compliance with
training requirements by
the end of 2012.
8
principles make up the our
global labour principles,
covering health, safety
and security as well
as diversity and equal
opportunities, child labour,
forced labour, freedom of
association and collective
bargaining, working hours,
compensation and fair
procedures.
Group performance
Diversity
& inclusion
The A.P. Moller - Maersk Group is a global company and
we aim to reflect the communities in which we operate
and attract talent from the broadest pool possible.
Gender diversity
% representation
of women
Level
Denmark
Headquarters
General Manager
Global*
2010
2011
2012
Target
17.6%
19.5%
20.5%
20% (2014)
Director
7.2%
6.8%
9.5%
15% (2014)
Vice President
4.0%
4.0%
4.7%
10% (2014)
20.6%
20.5%
20.3%
under review**
Director
8.4%
8.5%
9.9%
under review**
Vice President
4.0%
4.0%
5.0%
under review**
General Manager
* Figures are based on headcount, and the global figures do not include Dansk Supermarked Group, blue collars, Lind Industry Yard and some joint ventures.
**The global long-term targets are being reviewed by the senior management and will be finalised in Q1 2013, hence missing from this report.
43
44
Group performance
A valuable opportunity
Three priority areas were in focus in 2012: supporting leaders in leading diverse teams, developing and
enabling female talent, and growth market talent.
Within each of these, a number of specific activities
was completed (see the table below).
In 2013, we will continue to work on the three priority areas. The analysis of the employee engagement
surveys diversity and inclusion dimension will lead
us to address the issues in order to improve for next
year. We will also engage our businesses further in
driving diversity and inclusion forward in their organisations. Each business will develop a three year
diversity and inclusion strategy.
Priority 1:
Support leaders
in leading
diverse teams
Priority 2:
Develop and
enable female
talent
A Strategies for Success Programme for middle level female managers was launched
globally with sessions in Singapore, Mumbai, Copenhagen and
Panama with 96 participants.
We sponsored 13 seats at
the global conference, One
Young World, which focuses
on inspiring and empowering
young leaders.
83%
of respondents in the employee engagement survey
think that My company
treats people equally with
respect to gender, race, nationality, religion and other
differences.
88%
favourable score on the
question In my current job,
I am being treated with
respect.
70%
Priority 3:
Develop and
enable growth
market talent
highlights
Group performance
4,000
Brazilians to be trained
each year by 2016
Maersk Training has set up a training centre in Brazil. As of December 2012, the numbers for Maersk
Training Brazil were 14 instructors, six office staff
and one Managing Director. In three years, the number of instructors is set to reach 60, and by 2016, the
organisation plans to train 4,000 Brazilians annually
from the offshore maritime oil and gas industries
in Brazil on board ships as well as in the training
centre in Rio de Janeiro.
In Angola for the long term
In Angola, the story is the same yet different. The
country is believed to have one of the largest deep
water oil reserves in the world, and Maersk Drilling
has already entered Angolan waters. Here, the national government requires that 70% of the rig crew
has to be local employees within a few years after
start-up. So far, 3540% of the Maersk Drilling rigs
crew are locals.
Language can be a huge barrier to effective training.
To help out, Maersk Drilling has two Portuguesespeaking interpreters onboard and all safety officers are fully bilingual. Another way forward is to
place bilingual Angolan staff amongst the crews to
overcome communication problems on the spot.
Maersk Drilling has found that what matters is the
candidates attitude are they committed and eager
to learn and work for an international company?
If so, the investment in training will be worthwhile.
The company is in Angola for the long term and
wants to invest in people with a clear potential.
45
46
Group performance
Employee
engagement
The A.P. Moller - Maersk Groups ambitions for growth and
strengthening of our performance demand an engaged
and motivated workforce.
Progress potential in
leadership development
One issue which continues to be a challenge for
the Group is that we see great variance in how
employees score their leaders. Leaders who are
91%
1N
early 59,000 of the A.P. Moller - Maersk Groups 121,000 employees were invited to participate in the survey and 53,575 employees completed
the survey. The engagement survey does not include Dansk Supermarked Group and most joint venture companies. Blue-collar workers are only
partially included. Maersk Line and APM Terminals conduct separate employee surveys for seafarers and blue collar workers.
highlights
83%
favourable score on the
question Overall, I am
extremely satisfied with
my company as a place to
work.
76%
find that My manager
helps me develop and use
my potential.
Group performance
69%
75%
76%
2011
2012
47
highlights
80%
employee engagement in
growth markets.*
84%
manager effectiveness in
growth markets.
86%
values index in growth
markets.
48
Group performance
Anti-corruption
& whistleblowing
Our policies leave no doubt about our position on corruption:
we work against all forms of corrupt practices, including
bribery and facilitation payments.
Our approach
Implementation of the A.P. Moller - Maersk Groups
anti-corruption policy takes place in the businesses
through training of employees by in-person training
and e-learning, integration of anti-corruption clauses
in contracts, the use of risk assessments and due
diligence, and not least, making tough, upright decisions. We are also active in industry collaborative
actions and international working groups, notably
the UN Global Compacts anti-corruption working
groups.
Performance 2012
All businesses have developed anti-corruption
programmes and have made solid progress in
implementing these, including mandatory in-person
training. The categories of employees trained include
primarily managers, procurement staff, finance,
operations, commercial and compliance/legal
staff, as well as vessels officers. In late 2011, we
began implementing our e-learning course on anticorruption throughout the Group, and three businesses have begun mandatory e-learning. Looking
ahead, e-learning will continue and we will increase
partnership activities, including those concerned
with combating facilitation payments.
341
625
Svitzer
Dansk
Maersk Maersk
Group
Super- FPSOs Container Procumarked
Industry rement
244
191
335
465
84
68
highlights
4,335
25,356
Group performance
Targeting ports
Facilitation payments cannot be eliminated by
individual companies actions. In 2010, Maersk Line
Going forward
Anti-corruption training for relevant employees will
continue. Each year, the number of employees to be
trained will be determined on an as-needed basis.
339
187
reports dealing with fraud
whistleblower reports
44
reports dealing with non-fraud
(e.g. IT security, health & safety
issues, potential discrimination
or competition law)
108
reports were void as they
were e.g. job applications
using the wrong reporting
channel
49
50
Group performance
Responsible
procurement
The A.P. Moller - Maersk Group is working on mainstreaming
responsible business practices in our supply chains.
As a conglomerate with global operations, we recognise that our corporate responsibility extends to the
more than 100,000 suppliers in our supply chain.
Our commitment
Since roll-out in 2011, the Groups Third Party
Code of Conduct has been the main framework
for supplier engagement. The document reflects
international standards and soft law governing
sustainable supply chain management, i.e. the
ILO fundamental conventions and the UN Global
Compact principles.
highlights
1,431
suppliers registered in our
responsible procurement
system.
23
supplier audits conducted.
10
supplier improvement
plans implemented.
1,023
employees introduced to
responsible procurement
through e-learning course.
Group performance
Assessing suppliers
Performance
17%
33%
26% 1%
35%
28% 5%
35%
23%
50%
38%
32%
35%
Anti-corruption
Environment
In compliance
42%
51
52
Group performance
Tax
Tax is an important element of companies impact on
society. The A.P. Moller - Maersk Group pursues competitive
tax levels in accordance with applicable rules and the
requirements of responsible business conduct.
In 2012, A.P. Moller - Maersks tax expense comprising actual and deferred tax was USD 3,303 million,
equal to an effective tax percentage of 45% compared to the profits before tax of USD 7,338 million.
Tax in context
Tax is one of the areas in which we interact with
society. Along with investments, revenues, jobs created, the beneficial effects for suppliers, training and
education of people, etc., tax payments contribute
to societies in which we are active. Furthermore, tax
regulations are a tool used by governments to direct
the activities of corporations towards job creation or
investment in sectors which the government finds
beneficial to the nation.
In Brazil, one of our many growth areas, we have invested a total of USD 3.4 billion in shipping, port operations and oil production activities since commencement of operations in 1977. In 2011, t he Groups
Responsible conduct
We comply with the tax regulations in the countries
in which we operate and pay tax as required by law.
2009
2010
2011
2012
2,781
9,672
9,422
7,338
Tax
3,805
4,655
6,060
3,303
137%
48%
64%
45%
1 Total value-added of the Groups direct, indirect and induced impacts (see page 17).
Relates to all direct tax costs for the Group. For full understanding, please refer to the Groups Annual Report 2012, available on maersk.com.
Group performance
renewed for a further five years in 2012. The agreement between the authorities on an appropriate
transfer pricing methodology enhances the certainty
and predictability of tax treatment of international
transactions. It is beneficial for both countries and our
company as it eliminates double taxation, ensures
that all profits are correctly allocated and taxed and
reduces administration costs for the tax authorities.
USD 10,154m
revenue
USD 5,328m
profit before tax
USD 2,884m
tax
53
Container industry
55
Container industry
Facilitating global
containerised
trade
Active in the global
transportation supply chain
The A.P. Moller - Maersk Group is active in the global
transportation supply chain from the production
of containers, inland transport and storage, to ocean
freight and port operations.
facts
Maersk Line
600+
Container vessels
32,500
Employees (FTE)
USD 27,118m
44%
11%
38%
19%
Revenue
USD 461m
2%
27%
Net profit
APM Terminals
63
82%
of external revenue
of invested capital
of employees (FTE)
of CO2
23,150
Employees (FTE)
USD 4,780m
Revenue
Maersk Line*
APM Terminals
USD 723m
Net profit
56
Container industry
Material issues
Safety
Air emissions
Anti-corruption
performance 2012
safety*
Safety
Air emissions
Container shipping is the most energy efficient way
of mass-moving goods across long distances, but in
absolute terms, the environmental impacts of CO2
and SOx emissions are significant.
In early 2012, Maersk Line launched a strategy aimed
at turning the company back to profitability. Fuel and
capacity optimisation was a key part of the strategy.
The optimisation drive helped Maersk Line reduce
CO2 emissions by 11% per container (TEU) in 20121.
The increased use of slow steaming is the main contributor to the positive result. The average speed has
been reduced by 2 knots over the course of the year.
Capacity was also optimised as vessels were taken
out on the Europe-Asia trade lane.
As a result, absolute CO2 and SOx emissions decreased by 2.4 million tonnes and 42,000 tonnes
respectively. Also, the new Emission Control Area
(ECA) in North America has lowered SOx emissions in
the region, as shipping lines switch to cleaner fuels.
Technical upgrades and the delivery of new and
more efficient vessels (i.e. SAMMAX, WAFMAX and
Triple-E) are expected to lead to further reductions in
fuel and CO2 in the near future.
Anti-corruption
Corruption remains on the international agenda as
a concrete issue to be addressed by governments
Off-shore personnel: The e-learning course needs to be taken by all deck and engine officers onboard, whether employed permanently or on voyage employment.
Performance:
Zero 4
fatalities
fatalities
TRCF reduction**
Target:
Performance:
5%
23%
anti-corruption
training***
Target:
Performance:
75% 83%
Target 2013: >90%
co2 emissions****
Reduction per container
(20072020)
Target:
Target:
Performance:
25% 11%
from 2011
25%
from 2007
* Operational scope.
** 2011 baseline: 3.43. 2012 result:
2.81. Operational scope.
*** Performance: 77% of employees
completed the online anticorruption course; 110 senior
officers have been trained
face to face.2
**** Verification of 2012 data
not yet final.
Container industry
Some of the companys challenges concern reporting as increased transparency may be seen as a risk
in some countries. Maersk Line is currently working
on a strategy to further strengthen the efforts to
combat corruption.
57
Chartered vessels
the next big wave of energy savings3
Almost half of Maersk Lines fuel consumption comes from vessels chartered from third parties.
By the end of 2012, Maersk Lines ship performance system was installed on approximately
90% of the chartered fleet. The new improved energy efficiency tracking on the charter fleet has
saved approximately 142,000 tonnes of fuel and 442,000 tonnes of CO2 in 2012.
In 2012 and 2013, Maersk Line is investing USD 10 million in technical upgrades of 52 ships
owned by external vessel suppliers. The investment will be used to cut out the ships turbo chargers to improve the efficiency of sailing at low speeds. The investment is expected to save 31,000
tonnes of fuel and 96,000 tonnes of CO2 already within the first year after installation.
USD 10m
in technical upgrades of
52 ships to improve the
efficiency of sailing at
low speeds
142,000
90%
442,000
tonnes of CO2
58
Container industry
Material issues
Safety
Community impact
Diversity and
inclusion
performance 2012
safety*
Target:
Safety
Although the number of accidents was reduced, fatalities remain an issue of concern. Two fatal accidents
occurred last year in Callao, Peru. The first happened
at an inland facility where a contractor was struck by
a cargo load during lifting operations, and the second
occurred when a stevedore fell into an open hatch
while onboard a vessel being worked at the terminal.
In Pipavav, India a contractor was crushed by a truck
during a container loading process. At Cai Mep, Vietnam, a third-party contractor was fatally injured while
changing a tire on a reach-stacker, and most recently,
a mechanic was fatally injured while repairing a reefer
container in Mobile, USA. These causalities have
been fully investigated by both internal and external
experts, and the conclusions and lessons have been
shared throughout the company.
Any fatalities are unacceptable and APM Terminals
has made a strong commitment to constantly improve safety performance in every location. The commitment entails aggressive safety activism, increased
on-site visits and a new approach to communication,
among other initiatives. The companys global safety
activist, a representative from the senior management team, along with other safety personnel, have
travelled extensively to port facilities and inland facilities to explore safety issues and discuss action plans
with local managers. Resulting safety reviews and
updates, including analysis of near-miss cases, injury
incidents and best practices were then shared. One
of the challenges APM Terminals is confronting is to
become better at communicating safety issues and
best practices to all personnel across the portfolio.
APM Terminals introduced new global minimum
safety requirements in 2012 which are now mandatory for all operations. Facilities which are not yet
in compliance have been charged with preparing
an action plan to meet these standards. The senior
management has instituted four basic safety principles which include the option of reevaluating the
companys participation in any business or operation
which does not live up to the global safety standards.
Selected staff has been trained in incident investigation to increase the efficacy of risk assessment, prevention procedures and information dissemination.
Community impact
APM Terminals is an integral part of many local
communities. Understanding and managing local
social, environmental and economic impacts is a key
component of APM Terminals license to operate.
As the operator becomes more engaged particularly
1 A PM Terminals has decided to focus on leading indicators on safety performance and concrete action plans and will therefore no longer use
lost time injury frequency (LTIF) as an explicit target to drive and measure performance.
2 Top quartile is against external comparable industries. The questions and feedback are from our yearly global Employee Engagement Survey.
Performance:
Zero 5
fatalities
fatalities
LTIF reduction**
Target:
Performance:
15% 37%
NO LTIF TARGET 20131
DIVERSITY
AND INCLUSION
Top quartile employee
feedback 2
Leadership in my company
is genuinely committed to
attracting, developing and
keeping a diverse workforce.
No 2011
data
Performance:
72%
co2 emissions***
Reduce CO2 intensity per
TEU (20102020)
Target:
Performance:
25% 4%
from 2011
* Operational scope.
** 2013 target: Completion of action
plans for high severity incidents.
Completion of action plans on
global minimum requirements.
*** Financial scope.
Container industry
59
400
Indirect effects
Many more jobs are expected to be created
locally as a knock on effect of the investment.
Foreign investments
APM Terminals Moin has co-founded the
Limon Development Agency to support
the effort of attracting foreign investors
for industrial growth.
7.5%
USD 992m
investment over 33 years
Inland infrastructure
The terminal will be the property of the
Costa Rican government. The government
has committed to invest in roads, an oil
refinery plant, electricity and water services.
60
Container industry
Material issues
Specialising in customised
freight forwarding and
supply chain solutions
Anti-corruption
Employee
development
Green logistics
Anti-corruption
With a high degree of interactions with public officials in activities such as customs clearance in high
risk countries, Damco is exposed to corruption risks
every day. In 2011, the company began implementing a comprehensive anti-corruption programme.
The main elements are leadership commitment and
communication, training, risk assessments, standards & controls, monitoring and auditing.
performance 2012
co2 emissions
Reduce CO2 intensity
(20092014)
anti-corruption
training*
Target:
Further
implement
programme
1M
ost of Damcos employees work in office environments. In 2012, there were no severe injuries to personnel or assets and the year was concluded
with a record low lost time injury frequency (LTIF). Focus is on improving investigations of incidents and learning from those. Damcos year on year
LTIF reduction target is 10%. In 2012, the LTIF was reduced to 37% (operational scope).
90%
Target:
Performance:
30% 5.5%
from 2011
15%
from 2009
ltif1
Year-on-year reduction
Target:
Performance:
Performance:
10% 37%
* Performance: employees in
high risk Asia Pacific and Africa
regions trained.
2013 target: 90% of employees
in high risk job functions to
receive on-line and in person
anti-corruption training. 90% of
employees in medium risk job
functions to receive on-line anticorruption training.
Container industry
61
Material issues
Investigations conducted by MCI, the Chinese authorities and third party experts found the cause to be a
chain of events that became dangerous when combined. A safety assessment of the whole MCI group was
carried out and corrective action was taken on the findings. Among other actions were a complete redesign
and renewal of the involved equipment. Also, the work
relevant process has to a large extent been automated.
Environmental performance
Safety
Sustainable
products
Environmental
performance
performance 2012
safety*
Target:
Zero 1
fatalities
fatality
ltif reduction**
Target:
Performance:
10% 1%
reduction
increase
co2 emissions***
Reduction from production
Target:
Performance:
5%
4%
reduction
increase
Target 2013: 5%
hazardous waste
reduction****
Target:
Performance:
8%
13%
reduction
Sustainable products
Performance:
increase
Target 2013: 8%
* Operational scope.
** 2011 baseline: 1.46. 2012 result:
1.46. This target is based on
operational scope (year on year).
*** 2011 baseline (0.099 CO2 e/ USD).
**** 2011 baseline (3.4 kg/ USD).
63
Supporting the
global demand for
energy
Active in the extraction and
supply of oil and gas
facts
Maersk Oil
257,000
Entitlement production of
barrels of oil equivalent per
day (boepd)
3,830
Employees (FTE)
USD 10,154m
Revenue
USD 2,444m
3%
8% 16%
16%
5% 3%
0% 7%
Net profit
Maersk Drilling
26
6,305
Employees (FTE)
of external revenue
of invested capital
of employees (FTE)
of CO2
USD 1,889m
Revenue
Maersk Oil
Maersk Drilling
USD 359m
Net profit
In 2012, as a result of conducting a materiality analysis, each business has defined its top three material issues. The performance summaries on the following pages are
based on that. Targets do not exist for all material issues but many of them are under development in 2013. Full data sets are available for each business on maersk.com.
64
An international
oil and gas company
A strategic growth business
Maersk Oil produces oil and gas in Denmark, the UK,
Qatar, Kazakhstan, Brazil and Algeria. Exploration activities are on-going in Angola, Norway, the US Gulf of
Mexico, Greenland, Iraqi Kurdistan and in the producing countries. In the coming years Maersk Oil will invest
significantly in the development of discoveries. The
goal is to increase the entitlement production by 50%
to 400,000 barrels of oil equivalent per day (boepd)
by 2020 from a current level of 265,000 boepd.
Environmental stewardship
Safety
The ambition of Maersk Oil is to be incident free. The
focus on process safety continued in 2012 together
with on-going activities in Occupational Health and
Safety. In 2012, process safety integrity reviews
were conducted in Denmark and the UK and the
outcomes will be used to form the plans in 2013.
Global training in incident investigation was continued, including management of change, safety
inductions for new hires and safety workshops with
contractors. The management participated in a review of the 2011 process safety incidents to better
understand the risks that need to be managed.
The preventative shut down on the Janice installation in the UK North Sea is one example of Maersk
Oils commitment to safety. In 2012, an emergency
shutdown valve failed a routine inspection. As a consequence, Maersk Oil decided to shut down production until spare parts arrived and a safe procedure
for replacement was in place. Production was shut
down for approximately three months.
1 The Global Gas Flaring Reduction public-private partnership (GGFR), a World Bank-led initiative, facilitates and supports national efforts to use flared gas.
Material issues
Safety
Environmental
stewardship
Responsible
business practices
performance 2012
LTIF*
Target:
Performance:
Zero 0.75
Target 2013: zero
co2 emissions**
Reduction from flaring by
2012 (2007 baseline)
Target:
Performance:
50% 86%
Target 2013:
to be decided
tailored to local socio-economic needs and that leverage business capabilities. The aim is to ensure
that social investments have a sustainable benefit
and address key social, environmental and economic
development issues of local communities.
Acoustic receivers
Sound waves
Soil layers
Sound reflection surface
65
66
Material issues
Providing
drilling services
to oil c ompanies
Safety
Environment and
climate change
Local content
performance 2012
LTIF*
Target:
Safety
The major risk involved in offshore drilling is that of
an operational blow-out which can have severe consequences for the safety of employees and the environment. Process safety and hazard management
is therefore top priority. In 2012, Maersk D
rilling
held over 20 Management of Change workshops
with employees, customers and suppliers to further
reduce process safety risks.
In addition to the Dropped Objects Campaign from
2011, Maersk Drilling set up a new task force to
prevent objects from being dropped. The HSSE
e-learning induction course was updated. Despite
these efforts, Maersk Drilling was unfortunately
not able to keep up its record-low lost time injury
frequency (LTIF) of 0.21. The causes appear to be
human errors, insufficient risk assessments and a
lack of adherence to processes and procedures. As a
1M
aersk Drilling: Operational scope, volume of all spills to the external environment, regardless of how significant or minor a spill is.
The A.P. Moller - Maersk Group: Operational scope, volume of significant spills to the external environment, which are more than 1,000 m3.
Performance:
1.00 0.53
Target 2013: 0.6
TRCF*
Target:
Performance:
2.50 2.51
Target 2013: 3.0
significant spills*
Target:
Performance:
Target 2013: 0
co2 emissions**
Relative CO2 reduction
(2008 baseline)
Target:
Performance:
10% 3%
reduction
* Operational scope.
Target: IADC Scope.
** Operational scope and includes
scope 1 and 2 emissions and one
element of scope 3 emissions
which is diesel consumed by
customers.
Local content
Local content is an integral part of most tender processes and contractual agreements. It includes community investments such as education and training,
living standards, local staffing and local procurement.
As Maersk Drilling is expanding its business into
new areas of the world, including growth markets,
local content rules pose both critical challenges as
well as opportunities for creating shared value and
position Maersk Drilling as a responsible partner. For
example, a total of 70% of a rigs crew is required to
67
3,000
The Maersk Drilling Post Macondo Task Force identified two focus areas for improvement: the need for a broader approach to well control training, and the need
for better communication and interaction between crew members in various
functions on the rig.
The simulator links together the drillers cabin, the central control room, the crane
operation and the engine room to provide a more comprehensive well control
scenario. It allows for both team-based and individual training.
USD 12m
invested in a new drilling
simulator
MOSAIC II
is the worlds most advanced drilling simulator and training facility. It will be in high
demand as Maersk Drilling is in the process
of hiring 3,000 new employees and doubling
its fleet by 2018.
68
Material issues
Today, all vessels as well as employees in the technical, operational and commercial departments have
energy efficiency in their performance scorecards.
performance 2012
Anti-corruption
ltif*
Target:
Maersk Tankers is stepping up reporting of facilitation payments. About 100 of the 170 vessels
have been reporting facilitation payment requests
in 2012. There is still some way to go in making
sure that all ships report on this systematically. A
quarterly report on the issue has been launched
to identify the focus areas for reducing these payments. The analysis is helping Maersk Tankers map
the ports where this problem is most dominant. In
that way a constructive dialogue can be initiated
with those ports on measures to combat the issue
in the specific location. Maersk Tankers has seen
improvements in 2012 but also experienced a
push-back in certain areas resulting in increased and
unwarranted port state control deficiencies, delays
and illegitimate fines being imposed.
As a trial, Maersk Tankers had dummy security cameras installed on 16 vessels in 2012. The feedback
from the captains indicates that they have been
effective in reducing facilitation payments. The port
officials seem to be more hesitant to demand facilitation payments when they spot the camera in the
room, or when they are being made aware of it.
Performance:
0.80 0.89
Target 2013: 0.80
TRCF
Target:
Performance:
3.00 2.43
Target 2013: 2.50
spills*
Target:
Performance:
m3
Target 2013: 0
1 The base load project aims to reduce the electrical consumption used onboard at sea.
2 20072015 ( operational scope). 20102020 (financial scope).
co2 emissions2
Reduction per cargo unit x
nautical mile (20072015)
Target:
Performance:
15% 8.5%
from 2011
5.4%
from 2007
* Operational scope.
69
Material issues
Safety
Spills prevention
Energy efficiency
performance 2012
ltif
Target:
Energy efficiency
In 2012, Maersk Supply Service implemented a new
vessel performance system that enables benchmarking of vessels energy efficiency. The initiative is
part of the efforts to reduce fuel consumption, cost
and CO2 emissions. With these benchmarks in place,
crews are becoming more focused on optimising
fuel efficiency. For example, Maersk Supply Service
is now in dialogue with charterers to reduce transit
speed. Using two engines, instead of all four, when
approaching an oil platform can also help save large
quantities of fuel. But it must be done with a proper
risk assessment and close coordination with the
customers.
The increased focus on energy efficiency has
resulted in a 10% CO2 reduction per vessel in 2012
compared to last year. The customer satisfaction
score (CSS) on Health, Safety and Environment
increased to 5.9 in 2012, from 5.8 in 2011 (the maximum score is 7.0). The total CSS1 remained at the
same high level of 6.0 in 2012.
1 Total score is the average of four questions related to the customers overall satisfaction and loyalty. Maximum score is 7.0.
Performance:
0.55 0.74
Target 2013: 0.75
TRCF
Target:
Performance:
2.50 1.93
Target 2013: 1.74
spills*
Reduction per year
(20112017)
Target:
Performance:
20% 40%
co2 emissions
Reduction per vessel
(20102020)
Target:
Performance:
30% 10%
from 2011
17%
from 2010
70
Material issues1
Safety
performance 20121
safety*
Target:
Performance:
Zero 7
fatalities
fatalities
TRCF
Target:
Performance:
5.8
6.0
ltif**
Reduce lost time injuries
by 2015
Target:
Performance:
1.46
from 2011
safety programme***
Employees to complete our
one day safety programme
by 2015
Target:
Performance:
100% 40%
from 2011
* Operational scope.
** This target is operational scope.
*** Performance: 1,800 employees.
1 A number of changes to targets and priorities have been made as a consequence of a severe accident in April 2012. Safety is now one of the two main pillars of
Svitzers company strategy. It is the most material sustainability issue for the organisation which is why Svitzer has chosen to focus their efforts in this area.
71
Material issues
Safety
Environment
Occupational health
Safety
Environment
In 2012, Maersk FPSOs had a number of unfortunate spills to the external environment. All spills were
registered and notified to the relevant authorities.
The goal of having all units certified as ISO 14001
compliant was achieved. The global management
system has also obtained ISO 14001 certification.
performance 2012
Target 2013: 0
Occupational health
In 2011, it was decided to create a working group
on occupational health and working environment to
prepare a set of procedures and tools to better manage and understand the issues linked to the working
environment. The first step in implementing the
newly created procedures was the roll-out of a survey to collect data on the working environment on all
units and offices. The survey considers a variety of
factors, from the level of noise and the ergonomics
of the work stations to psychological well-being
matters e.g. stress. The results will be ready in 2013.
In 2012, Maersk FPSOs divested FPSO Maersk Peregrino and transferred Maersk Inspirer/Volve back to Maersk Drilling.
2 F PSO LTIF performance (excl. LNG): 0.00 (2009), 2.83 (2010) and 0.00 (2011).
ltif
Target:
Performance:
TRCF*
Target:
Performance:
4.00 1.59
Target 2013: 3.00
external spills**
Target:
Performance:
Target 2013: 0
iso 14001
certification of
fleet and offices***
Target:
Performance:
100% 100%
Target 2013: 100%
72
Retail
Retail
One of Denmarks
leading retail groups
Dansk Supermarked Group operates 1,319 stores in
Denmark, Germany, Poland and Sweden. The company runs the Ftex, Netto and Bilka supermarket
chains as well as the Salling department stores.
Netto is the only chain which operates abroad.
Dansk Supermarked Group takes a decentralised
approach to sustainability as material issues may
vary in each chain and country. The countries have
different control and measuring systems that are not
readily comparable. Therefore, units performances
are described in relation to the Danish authorities
governance systems. The following descriptions are
therefore not adequate for the entire group across
national borders. We are working on expanding the
focus and scope of our sustainability governance and
reporting to include our businesses outside Denmark.
Working environment
A good working environment means more engaged
employees who are motivated to provide customers
with better service. Good working conditions reduce
illness, accidents and absence. Fixed procedures
and tools include training for employees, i.e. on lifting
techniques, conflict management, workplace assessments, accidents investigations and employee
satisfaction surveys.
To improve the working environment, the organisation
began to focus on lifting in 2011, because heavy lifting may lead to injuries. The authorities had increased
their focus on the issue as well. In 2012, Dansk
Supermarked Group only received eight notices from
Material issues
Food safety
and control
Working
environment
Community engagement and diversity
Retail
73
performance 2012
positive food safety
reviews by the
authorities*
Target:
Performance:
100% 93.7%
Target 2013: 100%
ltif reduction
Target:
Performance:
10% 3.5%
Target 2013: 10%
healthy working
environment**
Target:
netto
20%
Performance:
95% 97%
Target 2013: 95%
Steps taken
Read more
Recommendation 1
The A.P. Moller - Maersk Group has begun
implementing stakeholder engagement
and materiality assessment at Group level
and in the businesses. The assurors recommended extending the materiality assessment at Group level to include other sources
of information, including input from the
Groups strategic sustainability partners and
stakeholder engagement. They also recommended improving the consistency of the
approach to both stakeholder engagement
and materiality assessment in the businesses to further ensure the comprehensiveness of the material issues reported upon.
Pages 2122
Recommendation 2
The Group uses the Sustainability Group
Accounting Principles (GAP) for reporting
on environmental and safety performance. The assurors recommended an
in-depth review of these guidelines covering, in particular, the current threshold for
spills reporting, extending reporting to
cover oil in water, and the use, where feasible, of differentiated emission factors
per business rather than generic group
factors for key emissions such as CO2, SOx
and NOx.
Furthermore, a workshop for our businesses was conducted providing guidance on how to prepare a materiality
assessment. We will include our Group
materiality analysis in consultations
with internal and external stakeholders
in 2013 and, where necessary, adjust the
process and outputs going forward.
Harbour:
spill with a volume of more than 1 m3
Coastal areas:
spill with a volume of more than 10 m3
On open sea:
spill with a volume of more than 100 m3
Group-converters: the Group is a
conglomerate and to ensure the Groups
sustainability report is consistently consolidated, it has been decided to use the same
converters across all entities and activities.
Page 36
75
76
Independent
assurance report
To the readers of the
Sustainability Report 2012
We were engaged by the Management of A.P.
Mller - Mrsk A/S to provide assurance on the
Sustainability Report 2012 (further The Report) of
the A.P. Moller - Maersk Group (further the Group).
The Management is responsible for the preparation
of The Report, including the identification of material
issues and the determination of the GRI Application
Level. Our responsibility is to issue an assurance
report based on the engagement outlined below.
Scope
Our assurance engagement was designed to provide
limited assurance on whether:
T
he Report is fairly presented, in all material
respects, in accordance with the G3 Sustainability
Reporting Guidelines (G3) of the Global Reporting
Initiative;
T
he Group has applied the AA1000 Accountability
Principles Standard (2008) as set out on page 80.
In addition we were asked to check whether the
companys GRI Application Level, as disclosed on
page 80, is consistent with the GRI criteria for the
disclosed Application Level. We do not provide any
assurance on the achievability of the objectives,
targets and expectations of the Group.
Assurance Standards
We conducted our engagement in accordance
with the International Standard for Assurance
Engagement (ISAE 3000): Assurance Engagement
other than Audits or Reviews of Historical Financial
Information, issued by the International Auditing
and Assurance Standards Board and a Type 2 assurance engagement under the AccountAbility AA1000
Assurance Standard (2008). Limited assurance in
ISAE3000 is consistent with a moderate level of
assurance as defined by AA1000AS (2008). These
standards require, among others, that the assurance
team possesses the specific knowledge, skills and
professional competencies needed to provide assurance on sustainability information. We also comply
with the requirements of the Code of Ethics for Professional Accountants of the International Federation of Accountants to ensure our independence. We
used a multidisciplinary team including specialists in
AA1000APS/AS, stakeholder engagement, environmental, social and financial aspects, with experience
in similar engagements.
Work undertaken
Procedures performed to obtain a limited level of
assurance are aimed at determining the plausibility
of information and are less extensive than those for
a reasonable level of assurance.
A
risk analysis, including a media search, to
identify relevant environmental, safety and social
issues for the Group in the reporting period.
Conclusions
In relation to the report:
Based on the procedures performed, as described
above, nothing has come to our attention to indicate
that The Report is not fairly presented, in all material
respects, in accordance with the G3 Sustainability
Reporting Guidelines (G3) of the Global Reporting
Initiative.
In relation to the AA1000APS principles of
inclusiveness, materiality and responsiveness
Based on our procedures, as described above, nothing has come to our attention to indicate that the
Group has not applied the AA1000APS principles
to the extent described on page 80 and in the sections on stakeholder engagement, materiality and
strategy & governance on pages 2127. As disclosed
by the Group, further work is in progress to develop
guidance and tools for stakeholder engagement,
while progress in all three areas varies across the
business units.
W
ith respect to our work on the disclosed GRI
Application Level, our procedures were limited
to checking whether the GRI Content Index is
consistent with the criteria for the disclosed
Application Level and that the relevant information is publicly reported.
KPMG Sustainability
Part of KPMG Advisory N.V.
KPMG
Statsautoriseret Revisionspartnerselskab
Wim Bartels
Partner
77
78
FTEs
%
%
%
number
Environmental performance
Energy consumption
2010
2011 2012
1,000 tonnes
10,724
11,818 *
11,087
Fuel oil
Diesel
1,000 tonnes
184
182 *
176
Natural gas
1,000 tonnes
607
653 *
660
Electricity
1,000 MWh 1,232
*
1,311 *
1,321
Energy consumption
GJ 475,884,213
*
522,611,251 *
493,162,161
Greenhouse gas (GHG) emissions
GHG emissions
1,000 tonnes CO2 eq
37,673 *
40,969 *
38,631
Direct GHG emissions (Scope 1 GHG Protocol)
CO2
1,000 tonnes 36,469
*
39,745 *
37,421
CH4
1,000 tonnes CO2 eq 236
*
229 *
215
N2O
1,000 tonnes CO2 eq 202
*
216 *
204
HFC
1,000 tonnes CO2 eq 81 65 98
PFC
1,000 tonnes CO2 eq 0 0 5
SF6
1,000 tonnes CO2 eq
0 0 0
HCFC
1,000 tonnes CO2 eq
32 *
29 *
5
Indirect GHG emissions (Scope 2 GHG Protocol)
CO2
1,000 tonnes 650
*
681 *
679
CH4
1,000 tonnes CO2 eq 0 0 0
N2O
1,000 tonnes CO2 eq
3
4 *
4
Other emissions
SOx
1,000 tonnes
610
664 *
623
NOx
1,000 tonnes
866
948 *
890
VOCs
1,000 tonnes 18
*
18 *
17
1,000 tonnes
79 77 72
Particulate matter
Other resource consumption
Waste total
1,000 tonnes 629
*
569 *
547
recycled (composting, reused, recycled)
1,000 tonnes
271
175 *
130
solid (landfill, on-site storage, incineration)
1,000 tonnes 338
*
384 *
398
hazardous (controlled deposit)
1,000 tonnes
20 10 19
Water consumption
1,000 m3
2,841 *
3,314 *
3,655
surface water
1,000 m3
45 80 59
ground water
1,000 m3 235
* 353 352
rainwater
1,000 m3
0 2 0
municipal water supplies/water utilities
1,000 m3
2,561
2,879 *
3,244
Economic performance
2010
2011 2012
Revenue
USD million
56,090 60,230 59,036
Profit for the year
USD million
5,018 3,377 4,038
Tax for the year
USD million
4,655 6,060 3,303
Electricity cost
USD million
183
190 *
192
constant.
in their staff.
businesses.
Environmental performance
Economic performance
the USA.
79
80
Sustainability
accounting principles
Reporting frameworks and commitments
at www.unglobalcompactorg.com.
Controls
and responsibilities. A controlling guideline has been distributed to help secure business units own assurance of
Scope
directly or indirectly via third party contractual arrangements. This approach excludes data from assets which
Consolidation
For operational control, 100% of the data from the operated
mental elements
Data categories
The Group has defined two categories of data: docu-
mented and probable data. The reason for this split is that
however, these data are not part of the assured data set.
Comparability
The sustainability accounting principles for 2012 have
Emission conversions
from Svitzer to M
aersk Supply Services. Furthermore,
ers for 2012, and has updated some of the 2010 and
efficiencies.
81
82
include all types of gas used as fuel like LNG, LPG, and
Definitions:
Number of employees measures average number of
oil spills:
Oil Harbour
<1 mile (m)
Oil Coastal
Oil Open Sea
<12 miles (m) >12 miles (m)
Category > 10
1
> 100
> 1,000
Category > 1
2
> 10
> 100
Sustainability
snapshots
Maersk Tankers
new carbon
reduction pact
Arctic
interests and
preparations
p.36
Read more
USD 12m
p.39
p.67
Read more
Read more
86%
p.71
Read more
Maersk fpsos
9%
p.66
Brazil impact
study
Building
more
sustainable
containers
p.60
Maersk tankers
Read more
100%
Maersk Drilling
investment in
drilling simulator
Read more
10%
p.61
Read more
Maersk
key 3 negative
impacts
container
industry
p.64
Fatalities:
Read more
17
p.12
p.28
Read more
p.14
Maersk line
p.78
Read more
Read more
CO2 eq.:
Forward-looking statements
The report contains forward looking statements
on expectations regarding the achievements and
performance of A.P. Mller - Mrsk A/S and the A.P.
Moller - Maersk Group. Such statements are subject
to risks and uncertainties, as various factors, many
of which are beyond A.P. Mller - Mrsk A/S and
the A.P. Moller - Maersk Groups control, may cause
actual results and development to differ materially
from expectations contained herein.
38.7
Framework
for responsible
business in
Myanmar
APM
Terminals invests
USD 992m
in Costa Rica port
infrastructure
p.59
Read more
p.41
Maersk line
72%
more containers
per vessel call in Brazil
with Maersk Lines
new SAMMAX vessels
p.16
Read more
Building
local skills and
expertise in
Angola
p.45 p.67 p.69
Read more
Read more
* The map shows selected snapshots from the report. It includes page references to case stories. The map is not exhaustive.
million tonnes
25%
p.34
p.78
Read more
Editor in Chief
Louise Kjaergaard, [email protected]
SOx:
623,000
tonnes
p.36
p.78
Read more
Editor
Susanne Nielsen, [email protected]
Contributing writer
Eva Harpth Skjoldborg
Design and layout
e-Types & India
Print
This publication is printed in Denmark 2013 by Cool Gray,
an environmentally certified printing agency
Sustainability
Report 2012
Going for Growth
Group performance
Provides an overview of 2012 performance
within our Group programmes which
involves all our businesses: efforts within
safety, climate and environment, diversity,
human rights, anticorruption and responsible procurement.