NON-FINANCIAL PERFORMANCE - CMA CGM
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CE
FORMAN
CIAL PER
N
-FINA
NON T
R
REPO
02.
2020 — OUR ACTIONS
01.
AND COMMITMENTS
2020, a year like no other 48
COVID-19: How we protected,
03.
adapted, contributed 50
Table of
STR ATEGY
content
ACTING FOR PEOPLE
Our employees 56
Optimal protection 62
Caring for local communities 66
Our partnerships and collaborations 69
OUR GROUP
Key Figures 10 ACTING FOR PLANET ANNEXES
Our brands & activities 12
Climate change 72
Our business model 14
Air quality 80
Biodiversity 82
OUR SUSTAINABILITY Our partnerships and collaborations 85
Key performance indicators 102
STRATEGY Methodology 108
A new ambition 18 ACTING FOR Third party’s report 118
Our journey toward carbon neutrality 22 Glossary 124
Three pillars to address the united RESPONSIBLE TRADE
global compact SDGs 24 Ethics & compliance 88
- Acting for people Stakeholders dialogue & Sustainable
- Acting for planet performance 92
- Acting for a responsible trade Sustainable procurement 94
Material issues and non-financiel risks 38 Sustainable added value
Sustainability governance 40 products & Services 96
A rewarded strategy 44 Our partnerships and collaborations 98
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 3 -
FOREWORD
“I WOULD LIKE TO EXPRESS MY PRIDE TO ALL OUR STAFF
MEMBERS AND SALUTE THEIR EXCEPTIONAL COMMITMENT.”
The Covid-19 pandemic marked the year 2020 and continues to disrupt everyone’s daily life.
During this crisis, our priority has been to ensure the safety of our staff members.
They have shown flawless mobilization for the Group and its customers. And they put all their expertise
to transport the essential medical equipment. I would like to express my pride to all our staff
members and salute their exceptional commitment.
The crisis we are going through has also strengthened a conviction that is already deep and rooted
in our values: that other economic exchanges, more responsible and respectful of people
and the planet, are needed. This conviction is reflected in our strategy and is built around three
inseparable pillars: Acting For People, Acting For Planet and Acting For Responsible Trade.
It inspires each of our actions.
In terms of environment, our objective is to achieve carbon neutrality by 2050. To this end,
we have made concrete commitments, choosing to act now by implementing all available solutions.
2020 witnessed the entry into the fleet of the very first 23,000 TEU containership powered by liquefied
natural gas. A world premiere which constitutes a major step. By 2022, this pioneering fleet will consist
of 32 LNG-powered vessels. At the same time, our Research & Development engineers are already
working on other modes of propulsion, such as hydrogen.
In order to accelerate this energy transition, we must mobilize the entire value chain. We have initiated
an international coalition made up of 14 committed companies. We are working together on seven
ambitious projects which will materialize in the next few months and which will mark a decisive phase
in the construction of new sustainable mobility.
I also wished that the CMA CGM Group customers could be associated to these efforts.
We have built a specific program for them, ACT +, which enables them to reduce their environmental
footprint and offset their carbon emissions. The year 2020 has finally reinforced our desire to develop
solidarity initiatives all over the world with the most weakened communities by the crisis. Our corporate
Foundation, which has been working on these themes for more than 15 years, has made this its main
mission and has been provided with additional resources.
The challenge is huge, but we are ready to meet it. I know that I can count on the unconditional
mobilization of the Group’s staff members and on the trust of our customers and partners to build
an ever more balanced globalization that respects people and the planet.
RODOLPHE SAADÉ
Chairman and CEO of the CMA CGM Group
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 5 -
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 7 -
Our
Group
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 9 -
OUR GROUP
80,780 285
Key EMPLOYEES
WORLDWIDE
with CEVA Logistics
(contractors excluded)
Shipping lines
figures >750
WHAREHOUSES
420
AROUND THE WORLD
representing 8.5 million m2 Ports of calls in 136 countries
USD
21
MILLION TEUS
363,300
TONS
31.4
Million in revenue
755
shipping of air fret transported
Offices
566 1.08
OPER ATED VESSELS MILLION TEUS
handled by CEVA Logistics 3
MILLION TEUS
Total fleet capacity of
45
Managed terminals
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 11 -
OUR GROUP
Brands and Activities
Our Group
MARITIME ACTIVITIES
INL AND & LOGICTICS ACTIVITIES
PORTS & SUPPORT
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 13 -
OUR GROUP
Our MACRO TRENDS
ENERGY
TR ANSITI ON
DI G ITALISATI ON
CHANGE I N
CONSUMP TI ON
PAT TER NS
business
model
END -TO - END
B USI NESS TRENDS REG I ONALISATI ON
LOG IS TI C S
OUR ACTIVITIES OUR ADVANTAGES AND RESSOURCES
PRESENT FLEET AND GLOBAL AND HUMAN CAPITAL INTELLECTUAL
THROUGHOUT INFRASTRUCTURE REGIONAL 80,780 employees CAPACITY AND
THE LOGISTICS 566 vessels ORGANISATION 4,952 seafarers INNOVATION
CHAIN 45 terminals Worldwide network 178 nationalities Digital factory
Multimodal 750 warehouses Present in 136 35% women Zebox
Customer centricity
Port terminals 755 offices countries CMA CGM Ventures
Sea/plane 3 million TEU capacity Block Chain
Customs
Data
MAR ITIME AC TIVITIES
INL AND & LOGIS TIC S
SOLUTIONS
Profitability
Maritime,
inland & logistics
Six stategic pillars underpinning our mission
solutions Contributing through maritime transport and logistics globalisation that is more balanced
and respectful of people and the planet.
Human expertise & Innovation VALUE CREATION
agile organisation & digitalisation
USD 31.4 million in revenue, of which 23.3% relating to logistics.
FOR OUR CUSTOMERS FOR OUR EMPLOYEES FOR THE PLANET AND Increasingly addressing
Worldwide specialised 318,132 training hours LOCAL COMMUNITIES biodiversity issues in
coverage 31% women managers -4% CO2 emissions from Group activities;
End-to-end services 86% of employees with access maritime activities; Speeding up research
Transparent information to medical insurance - 49% CO2 emissions per TEU/ & innovation;
One-stop shopping Maritime LTIFR down 43% km versus 2008; 12% green electricity
Sustainability Combined solutions Skills-based volunteering Delivery of 12 LNG vessels that at warehouse;
Vertical market business emit 20% less CO2 than vessels 8,500 tons of humanitarian
powered by conventional fuel; aid shipped by the CMA CGM
SUPPOR T AC TIVITIES POR T AC TIVITIES
IMO 2020 implemented; Foundation since 2012;
Low sulphur emissions; 200 local initiatives
Improving air quality in 47 countries.
in coastal areas;
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 15 -
Our
sustainability
strategy
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 17 -
OUR SUSTAINABILITY STRATEGY
A new The health and economic
crisis that has been affecting
all societies and economies
This role comes with a
responsibility: guiding our
company and our sector into the
CONVICTIONS
ANCHORED IN THE
GROUP’S VALUES
the following year to avoid the
Northern route.
At COP 25 at the end of 2019,
ambition
worldwide since 2020 has future, while ensuring its positive CMA CGM joined the United
reinforced global awareness impact on people and the planet. A family-owned, international Nations Global Compact,
about companies having a Group, CMA CGM draws from endorsing the ten principles
major role to play in its values the conviction that its related to respect for human
addressing the main social and economic strategy is inseparable rights, international labor
environmental challenges. from strong commitments to standards, environmental
Through its shipping and logistics society and the environment. regulations and the fight
activities, CMA CGM plays a In 2018, the Group aligned its against corruption.
key role in the transportation of sustainability approach with the
essential goods, the continuity UN’s Sustainable Development
of international trade and the Goals. Going further than the
preservation of ecosystems. regulations in force, it decided
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 19 -OUR SUSTAINABILITY STRATEGY
A REASSERTED numerous associations to help
AND STR ATEGIC the most vulnerable populations,
AMBITION notably through its Foundation.
Today, CMA CGM reaffirms its These initiatives demonstrate
commitment to placing social CMA CGM’s determination,
and environmental responsibility shared by its teams and partners,
at the heart of its actions, with to accelerate the transformation
a clear mission: “to contribute of its activities so that they keep
to sustainable globalization creating greater value for its
through more balanced economic customers, its employees
exchanges, enabling both and the planet.
economic and social development,
while respecting the integrity of all
people and the planet”.
This mission is supported by
the structuring of the Group’s
sustainable development
approach around three pillars
and the acceleration of its
commitments, particularly to
reduce the environmental impact
of shipping.
In June 2020, the Group
announced its goal of achieving
carbon neutrality by 2050. From
today, the Group starts an
unprecedented energy transition
of its fleet by choosing LNG
(liquefied natural gas) propulsion.
CMA CGM is committed to
its employees to ensure their
protection and professional
development, and to support
them in the transformation of
their skills. Involved in local
communities, CMA CGM supports
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 21 -OUR SUSTAINABILITY STRATEGY
2050
NOTRE PARCOURS VERS
Our journey toward
IMO
LA NEUTRALITÉ
2030
-50% GHG in tons vs 2008
IMO AND EU GREEN DEAL
Energy efficicy
CARBONE
carbon neutrality 2019
START BURNING 2ND GENERATION BIOFUEL
2030
ENERGY
2019
COALITION FOR THE ENERGY OF THE FUTURE
A mix of alternatives solutions
Initiated by Rodolphe Saadé,
CEO and Chairman of the CMA CGM Group
2020
2025 100 COMMITMENT TOWARD CARBON NEUTRALITY BY 2050
100 % COMMITTED TO RENEWABLE ENERGY Announced by Rodolphe Saadé
For CEVA Logistics CEO and Chairman of the CMA CGM Group
2025 2020
INTERMODAL STRENGTHENED REGIONAL NETWORKS
At least 70 % of carrier haulage Conversion truck to vessel
transported by Rail or Barge
2023 2050 2020
CARBON
IMO SWITCH TO RAIL OFFER
Energy Efficiency Existing Index More units converted from truck to rail
Carbon Intensity Indicator
NEUTRALITY
2020
PULLING R&D EFFORTS AND
2022 PROMOTE CROSS-INDUSTRIES COOPERATION
26 LNG POWERED VESSELS 7 projects with low carbon solutions being
into fleet studied within the coalition
2020
2022 BIOFUEL COLLABORATIVE
EU GREEN DEAL Scaling a real & significant biofuel market
Inclusion of shipping in the EU ETS
2020
2021 LAUNCH OF ACT WITH CMA CGM+
ROADMAP 2023 Value added services designed to analyze,
Alternative Energy Mix/Operational reduce and offset our customers environmental footprint
Excellence/Energy Efficiency and Retrofits/New Design
2020
LNG POWERED VESSELS ENTRY INTO FLEET
First 23,000 TEUs ships propelled by LNG
up to -20 % CO 2
2020
PAVING THE WAY FOR BIOMETHANE
CMA CGM Jacques Saade at Rotterdam 2020
Introduction of biomethane (13 %) through WORLD’S LARGEST LNG BUNKERING OPERATION
the Guarantee of Origin (GO) certificates mechanism CMA CGM Jacques Saade at Rotterdam
with Total’s LNG bunker vessel, the Gas Agility
CMA CGM GROUP’S INITIATIVE
REGULATION MILESTONES
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 23 -OUR SUSTAINABILITY STRATEGY
3 pillards to address By making progress in these areas, CMA CGM intends to respond to the global challenges
set out in the UN’s 17 Sustainable Development Goals, in 2015.
the United Nations Acting for humanity
1 Our Employees
Sustainable
Working conditions p. 57
Diversity p. 58
Talent Development p. 59
2 Optimal protection p. 62
Development Goals
3 Caring for local communities
Local communities & Emergency reliefs p. 66
CMA CGM Foundation p. 67
Acting for planet
4 Climate change p. 72
5 Air quality p. 80
6 Biodiversity p. 82
CMA CGM’s sustainable development approach
is structured around 3 pillars: Acting for People, Acting for
Acting for Planet, Acting for Responsible Trade. responsible trade
7 Ethics & Compliance p. 88
These pillars cover 10 areas of improvement, 8 Stakeholder dialogue & Sustainable performance p. 92
9 Sustainable procurement p. 94
corresponding to the Group’s 13 sustainable 10 Sustainable added value products & services p. 96
priorities.
Our impact on SDGs’ achievement
We are actively working on:
We are contributing to:
We are promoting:
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 25 -OUR SUSTAINABILITY STRATEGY
Acting for
and performance, the Group is SUPPORTING During the pandemic, the
committed to offering everyone
LOCAL Foundation mobilized the
COMMUNITIES
the same chances of success. logistical expertise and
We implement all actions to international networks of the
raise the proportion of women In a world where proximity and CMA CGM Group to ship medical
in management and we want commitment are more necessary equipment to the most
people
to accelerate this dynamic than ever, we encourage solidarity fragile populations.
even further, up to the top initiatives around the world.
management levels. In 2020, more than 200 actions
In an ever-changing context, were carried out spontaneously
we work to foster an agile, equal by our employees, with a positive
and inclusive work environment, environmental or societal impact
where our teams can flourish on local communities.
and develop their full potential. All are strongly inspired by the
CMA CGM Foundation, which,
after 14 years of supporting
children in need, has made equal
access to education its new
priority.
See our actions and commitments p. 48-49
PROTEC TI NG dedicated to the safety
OUR PEOPLE of our employees.
The CMA CGM Group has built DEVELOPING
its lasting success on strong and TALENT,
human values. In a year when the
PROMOTING
Covid-19 pandemic affected all
industries, we mobilized all our
EQUALIT Y AND
energy to ensure, above all, the DIVERSIT Y
protection of our employees. Despite the difficult conditions in
We demonstrated agility to give 2020, we have committed to the
them the best possible working professional development of our
conditions, whether they were employees. New programs have
at sea, in our offices, terminals been set up to adapt their working
or warehouses, or working from methods, strengthen their skills
home. and boost their career paths.
Because our teams are our Because diversity - in terms of
primary asset, we are continually gender, nationality, age - is a
strengthening the resources source of inspiration, innovation
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 27 -OUR SUSTAINABILITY STRATEGY
Acting for
planet
See our actions and commitments p. 48-49
ACCELER ATE the shipping industry. CMA CGM ETS system as a critical long-term
THE ENERGY intends to provide an active goal. It involves an enhanced
TR ANSITION TO contribution to the design and consistency between agendas and
FIGHT CLIMATE delivery of the climate agenda and European regional standards IMO
CHANGE
resulting regulations under these international standards.
frameworks. CMA CGM already has a strong
CMA CGM supports public Overall, the Group calls for track record in proactively
authorities’ willingness to measures to reduce the negative addressing climate change.
accelerate the agenda towards externalities through market- Wishing to play its part in
a low carbon economy, in order based instruments. This would addressing this challenge, the
to meet the 1.5C ° target. In this enable the shipping industry Group has strongly committed
context, the International Maritime to continue ability to drive to reduce its carbon footprint for
Organization’s (IMO) strategy global trade flow, according several years.
to reduce ships greenhouse gas to responsible criteria. In this
emissions, as well as the European perspective, CMA CGM views
Union “Green Deal” are critical for the adoption of a global shipping
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 29 -OUR SUSTAINABILITY STRATEGY
By improving the energy efficiency LNG, FIRST LNG propulsion also makes environmental performance. zero-carbon energy; and the posing a greater threat to the fragile
of our vessels, through their OPER ATIONAL it possible to achieve major By 2023, alternative fuels will development of a supply chain Arctic environment, we decided as
for new zero-carbon energies.
hydrodynamic performance or by SOLUTION reductions in terms of account for at least 10%
In order to make adequate
early as 2019 that none of
optimizing routes and speeds, we
TOWARD THE atmospheric pollutants, enabling of our energy mix.
technology available to carriers,
our vessels would use the
have reduced CO2 emissions per a 99% reduction in sulfur dioxide.
TR ANSITION
Northern Sea Route.
teu-km by 49% between 2008 By 2022, 26 vessels equipped with KEEP INVESTING we call ongoing discussions to By joining the Global Compact, we
design the EU taxonomy enabling
and 2020. With the entry into our fleet of this state-of-the-art technology IN RESEARCHING more efficient funding flows for
have also joined the Sustainable
Further to this, during a UN Global the CMA CGM JACQUES SAADE will have joined our fleet. In the
THE ENERGIES OF the development of less emitting
Ocean Business Action Platform,
Compact conference of the in September 2020, first LNG- meantime, we continue to work
THE FUTURE
its technical network dedicated to
United Nations in June 2020, powered container ship with a with our industrial partners to energy sources. marine issues, as well as committed
CMA CGM is deploying an
Rodolphe Saadé announced an capacity of 23,000 TEUs, we have reduce the methane slip with an to the Sustainable Ocean Principles.
ambitious new goal for the Group: taken a major step forward and action plan in order to minimize its
ambitious R&D program to move
PRESERVING In partnership with the Reef
MARINE
towards “zero emission” solutions
to achieve carbon neutrality demonstrated our determination impact in the short term. Restoration Foundation in Australia,
for transport and logistics.
by 2050. to find immediately operational In parallel with the development of
Our roadmap includes four BIODIVERSIT Y we launched a program in 2021
solutions to accelerate the energy LNG, in 2019 we initiated the use to help coral regeneration and
main areas: energy efficiency;
transition in our sector. of second-generation biofuels. The oceans are as much a part of support the Great Barrier Reef.
optimization of our network, in
An LNG-powered vessel emits up Produced from used cooking our lives as they are essential to
particular through data mining
to 20% less CO2 than a regular oil, this is the most promising our activity. We are continually
and artificial intelligence; a
oil-powered system. source of biofuels in terms of working to reduce the impact of
new concept of container ships
our activities on the oceans and
operating progressively with
preserve biodiversity. To avoid
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 31 -OUR SUSTAINABILITY STRATEGY
FAVORING A Over the next two years,
PARTNERSHIP CMA CGM will continue to improve
APPROACH the energy efficiency of all its
operations. We will have opened
The energy transition is a common our new Fleet Center, equipped
challenge for all our customers with the best technologies and
and partners, including major artificial intelligence, we will have
fossil fuel suppliers. In this context increased the number of LNG
where innovation, scalability vessels in our fleet and continued
and accessibility are crucial, the modernization of our vessels,
collaboration is the key. we will have increased the
At the end of 2019, CMA CGM proportion of alternative fuels in
established a “Coalition for the our mix energy and developed our
Energy of the Future”, composed green services offers through our
of 14 clients and partner partnerships.
companies, committed together
to accelerate the energy transition
of transportation and of the entire
supply chain. 2021 will be a crucial
year for the coalition, with the
deployment of seven concrete
projects about green hydrogen,
biofuels, carbon-neutral LNG,
green electricity, zero-emission
vehicles, an eco-calculator of the
transport chain and intermodal
green hubs.
C M A CCGMMA DCÉGVM
E L SOUPSPTEAMI N
EANB
T LD
E UDREAVBELLEO, PLM
’ EESNS TE N T I E L - 33 -OUR SUSTAINABILITY STRATEGY
Acting for
BE EXEMPL ARY DELIVERING In November 2020, we also
IN OUR BUSINESS RESILIENT, launched ACT with CMA CGM+
INNOVATIVE AND
to provide our customers
The CMA CGM Group is with immediate solutions to
committed to set the standards SUSTAINABLE decarbonize part of their transport
SERVICES
responsible
in ethics and compliance. We flows, through the purchase of
are committed to promote In the context of the pandemic, LNG and/or Biofuel solutions,
responsible international trade CMA CGM has demonstrated combined with
through strict compliance with its front-line role in the delivery carbon offsetting offers.
applicable laws and regulations of goods, both essential and By capitalizing on the range of
and by encouraging our suppliers everyday ones, around the world. our activities, from shipping to
and customers to adopt best With our Continuity Pack, we have logistics thanks to CEVA Logistics,
trade
practices with us. adapted our offer, in conditions we want to enable our customers
In order to ensure the integrity strongly impacted by the health to manage their supply chain from
of behavior at all levels of our crisis, and enabled our customers end to end, while supporting them
organization, an Ethics Charter to maintain their activities. New in reducing their carbon footprint.
serves as a reference document digital functionalities have been
for all our employees and an Ethics implemented to optimize the
hotline was launched in 2019, customer experience while
available 24/7 in maintaining a continuous
different languages. transport flow.
See our actions and commitments p. 48-49
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 35 -OUR SUSTAINABILITY STRATEGY
Among the possible ways to
accelerate the decarbonization
of transport and logistics, we are
studying the potential of modal
conversion, either from truck to
rail and/or barge, or from truck to
ship. In the second half of 2020,
we launched new intraregional
services on the European market
and in South America.
CONTRIBUTING TO
A RESPONSIBLE
VALUE CHAIN
Our commitments can only be
sustainable if we involve our
stakeholders, starting with our
suppliers and partners.
We are extending our
commitment to the ten principles
of the United Nations Global
Compact to our entire value chain,
which we want to see progress
towards the highest standards.
In addition to the recognition
of our clients, which commits
us to continue our efforts and
to improve further year after
year, our approach in terms
of social and environmental
responsibility, human rights, ethics
and sustainable purchasing was
awarded in 2020 with the EcoVadis
Platinum Medal.
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 37 -OUR SUSTAINABILITY STRATEGY
Material issues and
non-financial risks
The Group’s Sustainability priorities, subsidiaries, including They are in line with CMA CGM With support from the Group Risk TO DATE, THE A Sustainable Development
which were adapted to the Covid-19 CEVA Logistics. Group’s contribution towards Management department,
FOLLOWING risk map will be consolidated in
Pandemic in 2020, determine the These priorities have been achieving the 17 United Nations a Sustainability risk mapping 2021 in order to enhance the risk
Group Sustainability risks and identified with our business entities, Sustainable Development Goals was initiated.
SUSTAINABLE- assessment activity mentioned
opportunities They directly reflect subsidiaries & external and and our commitment to REL ATED RISKS above and to ensure full coverage
the activities of CMA CGM & its internal stakeholders. continuous improvement. In 2020, identified risks in both HAVE BEEN at a Group level.
the Top Group Risk Map and IDENTIFIED: The following pages detail
across all focused-risk mappings strategies, objectives & actions
were scanned to assess their - Risk of non-compliance with implemented in 2020, on the
relation with the 13 priorities 13 sustainable priorities
SUSTAINABILIT Y MATERIALIT Y MATRIX listed in the materiality matrix.
“ethics and compliance”
of the Group.
in a pandemic year regulations, particularly
regarding competition,
This enabled us to determine: corruption, economic sanctions
TOP - Any discrepancies between and personal data protection
SUSTAINABLE
PRIORITIES the risk level in the risk - Human rights and working
FOR CMA CGM
mappings and the evaluation conditions
Working conditions
performed at materiality matrix - Health, Safety & Security
Optimal protection
level. Differences have been - Climate change and air quality
explained & formalized. - Pollution and harm to
Air quality
PRIORITIES
- The existence of any challenges biodiversity
Climate change
for which no risks had been - Talent development
identified. An evaluation of the
1
Ethics & Compliance - Partnerships with our suppliers
Stakeholder missing risks is to be performed. and subcontractors
dialogue & sustainable
Sustainable
performance
PRIORITIES
added value
products & services
Biodiversity
2
CMA CGM
Foundation
PRIORITIES
Local communities
& emergency relief
Diversity
3
Talent
Development
Sustainable TOP
procurement SUSTAINABLE
TOP PRIORITIES
PRIORITIES FOR STAKEHOLDERS
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 39 -OUR SUSTAINABILITY STRATEGY
Sustainability
governance
CMA CGM Group’s CEO “THE RECENT ECONOMIC, HEALTH AND
and chairman, Rodolphe ENVIRONMENTAL CRISES HAVE DEMONSTR ATED
Saadé, is fully committed to HOW THE FR AGILE OUR WORLD IS AND HOW
embedding sustainability in ESSENTIAL IT IS TO RETHINK CURRENT MODEL S.
all operations and activities. WHILE PROFITABILIT Y IS VITAL TO SUSTAINABLE
GROW TH, COMPANIES AL SO NEED TO CREATE
VALUE WITH A POSITIVE IMPACT ON PEOPLE,
SOCIET Y AND THE ENVIRONMENT. IT IS FIRM
CONVICTION THAT SUSTAINABLE DEVELOPMENT
MUST BE AN INTEGR AL PART OF EVERY
COMPANY’S STR ATEGY. FOR OUR GROUP IT IS
KEY REFLECTING OUR FAMILY DIMENSION AND
STRONG AT TACHMENT TO HUMAN VALUES.”
RODOLPHE SAADÉ
Chairman and CEO of the CMA CGM Group
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 41 -OUR SUSTAINABILITY STRATEGY
GENERAL MANAGEMENT defines the Group’s Sustainability strategy and objectives
THE BOARD OF DIRECTORS monitors sustainable achievements and orientations
SUSTAINABILITY ADVISORY COMMITTEE establishes Group Sustainable
BOARD OF DIRECTORS Development strategy based on best practices
SUSTAINABILITY
ADVISORY COMMITTEE
SUSTAINABILITY EXECUTIVE COMMITTEE defines ESG challenges implement
strategy and monitors objectives and action plans
COMEX
SUSTAINABILITY
EXECUTIVE COMMITTEE
SUSTAINABILITY STREERING COMMITTEE implements action plans
and reports on them.
GROUP
SUSTAINABILITY DEPT.
LOCAL SUSTAINABILITY staff in each region and subsidiary ensure the dynamic
deployment of strategy throughout the network and business.
WW SUSTAINABILITY
SUSTAINABILITY NETWORK STEERING COMMITTEE THE GROUP’S SUSTAINABLE DEVELOPMENT DEPARTMENT ensures company-
wide implementation of strategy and action by all Group entities. The department
guides the business units and offices through sustainability roadmaps. These entail
monitoring measures and progress on ESG issues, reporting quarterly to the Executive
HO
RO SUBSIDIARIES Committee on the Group’s ESG performance, and ensuring compliance with regulatory
DEPARTMENTS
developments and obligations.
SUSTAINABLE PROGRESS is monitored through 20 Key Performance Indicators,
defined with ambitious targets in line with our 13 main priorities. The KPIs are presented
quarterly to the Sustainability Executive Committee, whose members are responsible for
monitoring progress.
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 43 -OUR SUSTAINABILITY STRATEGY
A rewarded
strategy
During 2020, the CMA CGM Group received ECOVADIS PLATINUM CDP RATING B DHL’S GOGREEN CARRIER LABEL
TOP 1% CMA CGM BEST SCORE OF 4/4
numerous awards and certifications recognizing CMA CGM CMA CGM
quality and reliability of service, customer
relationship, operational excellence in shipping LABEL HAPPY INDEX®/ LABEL HAPPY TRAINEES RANK 2ND
CANDIDATES CMA CGM HAPPY CANDIDATES
and logistics, innovative dynamism CMA CGM TOP 40 COMPANIES
CMA CGM
and sustainability actions.
SHIPPING COMPANY BEST SHIPPING LINE THE CLIPPER LOGISTICS
OF THE YEAR - ASIA-EUROPE CEVA LOGISTICS
CMA CGM CMA CGM
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 45 -C M A C G M D É V E L O P P E M E N T D U R A B L E , L’ E S S E N T I E L
2020 A year like no others
ACTING
SUPPORT TO OUR STAFF MEMBERS DURING THE COVID-19 CRISIS
A HUMANITARIAN SHIP FOR LEBANON
FOR PEOPLE
WORLD CLEAN UP DAY
PARTNERSHIPS WITH UNICEF
COVID-19 — SOLIDARITY ACTIONS ALL AROUND THE WORLD
110,000 TREES PLANTING, ONE FOR EACH STAFF MEMBER
ACTING
COMMITMENT TOWARD CARBON NEUTRALITY BY 2050
COALITION FOR THE ENERGY OF THE FUTURE
FOR PLANET
BIOFUEL COLLABORATIVE GROUP
PARTNERSHIPS WITH ENERGY OBSERVER
LNG POWERED VESSELS FLEET
REEF RECOVERY PROGRAM
ACTING FOR FIGHT AGAINST ILLICIT TRAFFICKING OF TIMBER SPECIES
RESPONSIBLE
CMA CGM + RANGE OF ADDED VALUE SERVICES
BUSINESS CONTINUITY PACK
THIRD-PARTY CODE OF CONDUCT UPDATE
TR ADE
ECOVADIS PLATINUM MEDAL
ACT WITH CMA CGM+
* providers included
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 49 -COVID-19: The cleaning process has been
enhanced during the calls at port
with a disinfection plan every four
hours, at the end of each shift, and
WE SHOWED AGILIT Y
TO ENSURE SERVICE CONTINUIT Y
How we protected, in areas with the highest traffic.
The monthly internet allowance
has been doubled at sea to enable
seafarers to contact close friends
The exceptional mobilisation
of our employees allowed us
to ensure the continuity of the
as manage shipments online with
My CMA CGM.
One of the new services is
adapted, contributed
and family more frequently. logistics chain. DELAY IN TRANSIT, which allows
An exceptional bonus was also Throughout the crisis, Group customers to temporarily store
guaranteed to seafarers who employees have demonstrated containers in a dedicated hub
had to stay at sea on unusually an exemplary commitment to until they are ready to be received
long rotations. And the Group continuing to supply the world at the final point of destination
has created a solidarity fund to with essential products, especially indicated on the B/L. With this
support Covid-19 victims among foodstuffs, medical equipment new solution, customers can
Group employees. and pharmaceutical products. control and reduce costs related
Despite the lockdown, through to warehousing and storage.
WE TOOK CARE OF OUR PEOPLE WORLDWIDE Throughout 2020, the Group’s effective online solutions, office
Chairman and CEO spoke staff ensured continuity of service
regularly with employees through while working from home.
videos, expressing his support,
Throughout the unprecedented For many years ago already, closures, lack of flights and the informing them of the economic The CMA CGM GROUP launched
crisis, the protection and well- CMA CGM set up a psychological risk of contamination. With the situation and outlining the the BUSINESS CONTINUITY
being of our employees, both counselling hotline for employees support of the French and other conditions for recovery. These PACK, a new global range
seafarers and sedentary teams, in France, which will be extended international governments, messages were highly appreciated of adapted solutions for our
was the Group’s priority. worldwide in 2021. The service, protocols were found to make and helped teams to stay united customers to adjust the pace
which is accessed through a crew rotation possible. and to rapidly adapt to the of shipments, support business
With proactive communications toll-free number, enables A quarantine of eight days exceptional circumstances. activity and protect cargo as well
throughout the crisis, the Group employees and their close following PCR tests is in place
ensured that employees were family members to speak with before boarding for each seafarer.
regularly updated on operational experienced psychologists in On board, barrier measures are
developments and were given complete confidentiality. implemented: access to the ship
support and encouragement to is restricted, and non-essential
maintain their motivation and well- CMA CGM took several measures technical work postponed.
being when working from home. in order to protect the seafarer’s
Initiatives included health and limit the spread of the
Team-based development pandemic on board ships, while
workshops (on resilience, ensuring the continuity of our
time management, effective services. Shipping operations have
communication and social continued with strict measures to
connecting), daily engagement ensure the safety and protection
activities, sports classes and of seafarers. Crew rotations had
nutrition tips. been suspended due to border
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 51 -WE TOOK OUR PART IN THE FIGHT AGAINST THE PANDEMIC
In France and around the world, needed it most. Over 1 million and Ecole de la 2ème Chance,
supplying emergency medical masks and other personal the CMA CGM Foundation
equipment. protective equipment provided computer equipment
The CMA CGM Group and its were donated: and internet connections to more
subsidiary CEVA Logistics set - in France, to the Regional than 500 schoolchildren and
up a logistics bridge between Healthcare Agencies of the students from underprivileged
China and France in record time Provence-Alpes-Côte d’Azur backgrounds in Marseilles to
to ensure the supply of medical (PACA) and Ile-de-France enable them to continue their
equipment to France. regions, the Assistance Publique schooling and studies during the
Through several charter flights des Hôpitaux de Marseille lockdown.
each week, hundreds of millions (APHM) and the Institut Teaming up with Action Against
of face masks were delivered Hospitalo-Universitaire (IHU) Hunger ACF and UNICEF, the
to France in response to the de Marseille. Foundation distributed hygiene
health emergency and to supply - in Lebanon, to several Lebanese kits to 5,000 homeless people.
hospitals, nursing homes, hospitals and the Supporting the Bouches-du-
local authorities and companies Lebanese Red Cross Rhône department food bank,
considered as essential, such as - in Africa, to the Algerian Red the Foundation also distributed
supermarkets and hypermarkets. Crescent and healthcare 40,000 meals to the poor.
This air bridge worked thanks to organisations in the Ivory Coast, In Lebanon, the Foundation
the mobilization of our employees Nigeria, Mauritania, Senegal provided funding for 23 local
throughout the logistics chain, and Cameroon. organizations to distribute
from loading merchandise - in the USA, to the city of Los emergency food assistance.
at factory outlets to delivering it to Angeles to support the resilient More than 50,000 families located
end users. As a result, the Group men and women working at the throughout the country benefited
ensured that essential medical port to keep supply from this aid.
supplies were delivered extremely chains running.
rapidly, which making
a significant contribution Around the world, helping
to the French government’s crisis the most vulnerable.
management strategy. The CMA CGM Group has created
an exceptional solidarity response
The CMA CGM Foundation fund to support initiatives to
has also mobilized the Group’s combat the Covid-19 pandemic
logistical expertise and and help the most vulnerable
international networks to actively communities impacted by the
combat the Covid-19 pandemic health crisis in Marseilles, in
by shipping medical equipment Lebanon and internationally.
and providing it to those that Alongside Emmaus Connect
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 53 -Acting for
people
C M A CCGMMA DCÉGVM
E L SOUPSPTEAMI N
EANB
T LD
E UDREAVBELLEO, PLM
’ EESNS TE N T I E L - 55 -ACTING FOR PEOPLE
01 Our WORKING TO ENSURE THAT We want to facilitate our employees’ daily
OUR EMPLOYEES ENJOY THE life and help them strike the best work-life
BEST POSSIBLE WORKING
2020
balance possible.
CONDITIONS.
employees
2 019
TA R G E T S
PROTEC TING OUR EMPLOYEES AND THEIR FAMILIES
Access to health
cover for our
Our employees are our most precious asset. We are committed to At the start of the COVID-19 crisis,
CMA CGM Group implemented a num-
due to border closures, lack of flights
and the risk of contamination. sedentary employees
ensuring their professional development and personal fulfilment ber of measures to protect employees and • Enabling our seafarers to communicate Employee with access to an
tackle the spread of the epidemic. more frequently with their loved ones in the health cover:
under the best conditions. current context, by doubling the monthly
The COVID-19 crisis has catalysed changes internet allowance at sea. 8 6%
in the Group’s benefits roadmap in line with • Ensuring that our sedentary employees 8 4%
our principles and values. Protecting our have access to major medical treatments
by 2022.
employees and their families is of utmost
OUR AMBITIONS AND GOALS importance to the Group. Consequently, we
• Providing our sedentary employees with
financial protection in the event of an unex-
10 0 % b y 2 0 2 2
have committed to: pected life event through the creation
• Ensuring our seafarers’ safety and protec- of a Special Provident Fund.
Promote diversity within teams, improve quality of life at work and enable
tion: crew rotations have been suspended
employees to grow their talent and develop throughout their careers
PREVENTING PS YCHO -SOCIAL RISK S
20% 3 days 100% > 10 % The Group’s policy on psycho-social risks gram to measure, analyse and monitor
of women and 50% of of training per of employees with of remote work worldwide, is covered by an agreement signed in 2010 psycho-social risks.
non-French Nationals employee per year an access to health per employee in 2021 including milestones for a preventive pro-
among TOP 100 by 2022 cover by 2022
by 2025
ENCOUR AGING SOCIAL DIALOGUE
Social dialogue is a vital part of company are addressed in a range of committees
CMA CGM Group’s global reach, wide range of business lines and numerous business As at 31 December 2020, the Group
life. It mainly involves providing employees attended by personnel and management
activities foster employees’ career development on shore and at sea. had a total of 80,780 employees:
with information. Strategic, economic, finan- representatives.
The Group’s workforce is divided into three large categories with varied, complementary cial, social and organisational questions
activities and jobs. These are:
76,373 ENHANCING WORK-LIFE BALANCE
employees (scope: CMA CGM,
CEVA Logistics and French seafarers) Working time is systematically organised of customers. A remote work agreement was
in line with the prevailing local legislation. signed in 2020 and implemented in France.
6% 4,407 Special working time arrangements have In 2021, the global remote work policy will
15% international seafarers
been instituted in some areas to enhance be deployed in all countries for eligible jobs
work-life balance and best meet the needs and staff.
Maritime activities
Inland and Logistics activities
Office-Based activities In 2020, there were 19,625 new ENHANCING OUR SEAFARERS’ QUALIT Y OF LIFE AT WORK
hires and 18,691 departures (scope:
Our partnership with HumanFab, a com- is aimed at optimising the health of our sea-
CMA CGM, CEVA Logistics and
pany specialised in sports and performance, farers and reducing the number of accidents.
French seafarers). In 2019, for a scope
excluding CEVA, the number of hires
79 % was 6,702 and the number of depar-
tures was 7,161 people.
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 57 -ACTING FOR PEOPLE
LEVER AGING OUR DIVERSIT Y • Among the 80,780 employees,
The strength of the CMA CGM Group 35% are women. DISAB ILIT Y
lies in the diversity of its staff members. • More than 178 nationalities are repre- 2020
sented in over 136 countries. 2 019 T h e C M A C G M Group supports their stories with other employees, publi- PAR TNERSHIP WITH
This diversity is a source of inspiration and • The average age of employees is 38 and people with special needs during their shing them in CEVA’s newsletter, and AI MICROSOF T BY
innovation that results in mutual enrich- the average number of years of service is 6. TA R G E T S professional career. on the Intranet. SIMPLON SCHOOL
ment. It is reflected in gender equality, In 2019, the CMA CGM Head Office CMA CGM has decided to support and
launched the “All Different” program and CEVA LOGISTIC S AND L’OREAL join this initiative by becoming one of the
interculturality, intergenerationality and
UNITED FOR DISAB ILIT Y Marseille school’s partners.
disability management. took concrete action to ensure more effective
Women in the communication on the topic: appointment of
CEVA Logistics in Malaysia is promoting An inclusive school aimed at integra-
management a Company Disability Officer, creation of a
access to employment for the hearing ting people who are unemployed and
C- BOX DIVERSIT Y Share of Women/Men in dedicated email address and a specific page
impaired within the L’Oreal Solidarity under-represented in the data and AI profes-
management position sourcing program.
on the Group Intranet. In 2020, a disabilities sions: jobseekers, people from high priority
C-Box Diversity was launched to identify A C-Box is a facilitation kit which empowers 3 1 / 69 % Since June 2020, hearing impairment districts, people with disabilities and women.
workshop was organised with unions orga-
possible forms of discrimination and to plan teams in resolving a specific issue. Thanks 3 7 / 63 % employees have been allocated to suitable
nisations to identify new actions.
actions within teams to promote diversity to the material contained in the box, On December 3rd, CEVA Logistics pro- tasks in the value-added service area
and inclusion. any employee can facilitate a workshop moted the International Day of Persons where minimum communication
(3 hours max.) in total autonomy with Disabilities with a global perspec- is required. So far, six employees have
Share of Women among TOP 100 been hired and CEVA is looking to increase
tive and communicated with employee
13% stories. this figure in the future as the quality of
GENDER EQUALIT Y 14% In Europe, several employees with disa- work has met the expected standards.
bilities were courageous enough to share
For many years, the CMA CGM Group • Head office and the unions have signed 20% by 2025
has been committed to promoting gen- an agreement on gender equality (France
der equality in the workplace. scope), with four priorities for the next NUR TURING OUR TALENTS
four years: Share of Women
on Board of Directtion
• “We Are Shipping” is a program designed TR AINING & TALENT DEVELOPMENT
to help women with their career advance- 1. Increase the recruitment of women in 42% 2020
ment through training workshops. Since it senior management positions. 45% The number of training days per employee • The CMA CGM Academy has launched 2 019
was launched, more than 80 women have 2. Increase internal promotion for women in in 2020 compared with 2019 decreased new leadership programmes and a series
benefited from the program, which was TA R G E T S
senior management positions. by 26% due to COVID-19: the lockdown of soft skills solutions to help managers and
deployed internationally in 2020. 3. Reduce the salary gap between men Cultural diversity and remote working requiring deep trans- team members improve their skills in com-
• CMA CGM has reaffirmed its commitment and women for identical positions across Share of non-French Nationals formations to train CMA CGM collabora- munication, stress management, conflict
to gender equality through a professional the organisation. among TOP 100 tors have been engaged, accelerated by management, giving and receiving feedback
gender equality agreement with BPW France. 4. Promote a work-life balance for the digital transformation. and adapting to change.
Training
49% Number of Training days
This agreement confirms the Group’s ambi- all employees.
50% per employees
tion to ensure equal opportunities for men In 2020, the CMA CGM Group provided • CEVA Academy has been totally reshaped.
and women in their careers and to work 318,132 hours of training, an increase of The Ethics & Compliance training course was 1 .2 3
towards equal representation in all functions 50% by 2025
27% over the previous year thanks to CEVA designed using a new content builder and 1 .6 7
and at all levels of the organisation. integration and to increase of the e-learning the leadership programmes continued to be
Breakdown of the workforce
share. The percentage of e-learning training deployed. The Contract Logistics business 3 days by 2022
by geographical area
increase in the total training and a virtual line rolled out 14 training courses to improve
Europe/France 30.7%
These topics will be discussed in 2021, - Pay rise for female employees returning class replaced classroom trainings. required skill sets and prepare employees for
Africa/Middle East 15.6%
to encourage similar initiatives within the from maternity leave. new roles through a set of mandatory and
Americas 27.7% Training courses have been developed E-learning: Number of total hours
CMA CGM Group’s agency network. - Number of women within the top ten optional training courses.
Asia/Oceania 26%
and expanded:
employees with the highest remuneration. 2 0 4 ,3 2 9
Professional equality index • Courses for seafarers focused on qua-
Intergenerationality 9 9 ,2 7 0
The index assesses difference in pay between lity of work, safety & security on board.
Breakdown of the workforce
males and females using several indicators: In 2020, the Group obtained a score of by age category With the arrival of our new fleet in the par-
- Eliminating the gender pay gap. 82/100 for France. The Group will continue ticular context of COVID, LNG training
Under 20 1% courses were maintained but adapted with
- Gaps in the percentage of pay rise and to promote professional equality through Classroom: Number of total hours
number of promotions. many programmes that encourage female 20 to 29 25% virtual classes. More than 250 seafarers
access top company position. 30 to 39 32% have begun LNG cursus training. A mento- 1 1 3 ,8 0 3
40 to 49 23% ring programme has also been developed. 1 5 0 ,6 3 8
50 to 59 14%
60 and above 4%
Not reported 1%
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 59 -ACTING FOR PEOPLE
• The innovative Junior Upwards Mobility in one of the Group’s agencies, to expand
CMA CGM AC ADEMY/ TR AINING FL AGSHIP OF CMA CGM GROUP
Programme (JUMP) gives our young talents their knowledge, acquire new interpersonal 2020
a chance to work abroad for six months to skills and help standardise practices and
discover new jobs. procedures within the Group. 2 019
• A €33 million investment in a campus which • Creating an Internship Centre (CFA) to deli- • New authoring tools and potentially the
• The VIE Programme (Volontariat TA R G E T S
will accommodate up to 300 learners per day ver a state-recognised diploma on technical development of a Digital Learning Factory
International en Entreprise), an interna- Some JUMP and VIE Programmes could not
by 2023. skills that cannot be found on the market. to internalise the creation of our content and
tional French program, offers our young be set up because of the health crisis; border
increase responsiveness.
graduates a 24-month assignment abroad, and immigration closures outside Europe.
• Creation of new state-recognized diplomas • Reorganising all learning solutions around
on transportation and logistics skills, including the Group’s business reference system to • Developing new teaching methods such Number of
tailored diplomas. improve employees’ experience. as virtual reality, webinars, etc.
young talents
CMA CGM ACADEMY MAIN ENHANCEMENT OF A NEW DIGITAL LAND-SEA-LAND facilitate the transition from land to sea
ACHIEVEMENTS 2020 PLATFORM CAREER MANAGEMENT and back again by creating opportunities JUMP
This career management system for for land-based careers. The system has 5
• Recruiting five internal business experts to • Investing €1 million for a Training fleet officers has been strengthened to been fully implemented since June 2020.
15 i n 2 0 21
provide in-depth expertise in the solutions Management System tool to organise and
delivered by the Academy. streamline learning, enabling monitoring at VIE
a global level with a high level of precision. WAGE POLICY
24
• Structuring an evaluation, feedback and
monitoring process for the 109 external • A new Learning Management System plat- In order to attract, retain and motivate • Internal equity 3 2 i n 2 0 21
trainers and 331 internal trainers to improve form to facilitate access to the offer, develop talent, CMA CGM relies on a wage policy • External competitiveness
quality. community functionalities for managing the with three priorities: • Performance-based remuneration CFA
curricula, thereby facilitating adoption. 16
ENGAGEMENT SURVEY
Payroll
C AREER MANAGEMENT CMA CGM Group has entered into a stronger engagement. CEVA Logistics U S D 4 ,1 3 3 M
partnership with a company that has an launched an engagement survey in 2020. U S D 4 ,0 6 3 M
innovative survey platform. The survey plat- A more global engagement survey is already
The Group HR Department rolled out • My Future Job Program is aimed at C-Mobility is based on the skills identified by
form helps the organisation measure, analyse planned for 2021 and will concern all Group
projects to provide employees with better preparing staff to meet changes in job and staff members. It helps them to shape their
and improve employee engagement in real employees worldwide.
assistance with their mobility projects, skills requirements and face the challenges career path by enhancing visibility regarding
time. The aim is to create greater transpa-
meet their needs for information on the of tomorrow through two tools: a job opportunities available in the CMA CGM
rency and frequent and relevant conversa-
Group’s businesses, and provide optimal development review and career paths. My network.
tions between managers, thereby building
support throughout their career: Future Job Program reflects the vision of the
Group’s employees regarding job prospects
• C-Careers: HR global initiative for a and skills development.
CEVA UK R ANK S IN THE As a result of the UK Talent team’s conti-
better support of our collaborators into
TOP 10 0 APPRENTICESHIP nued focus on utilizing apprenticeships
their mobility project. In 2020, the first • The Job&Me application, informative EMPLOYERS 2020 for development and promoting the
C-Careers forum has been launched and accessible to all, is aimed at improving
benefits across their sites, we are thrilled
Masse salariale
welcoming commercial and agency networks visibility on the diversity of jobs within the T h e To p 1 0 0 A p p r e n t i c e s h i p and extremely proud to announce that in 4 1 3 3 Mds U S D
jobs through conferences, career forums, Group. Employers 2020 recognizes England’s October 2020, CEVA Logistics UK is ranked
testimonies and HR workshops. very best employers of apprentices from 4 0 6 3 Mds U S D
45th in the Top 100 list.
• C-Mobility pilot project, a 100% digital a wide range of industries and employ-
During the year 2021, CMA CGM Group will solution, “matches” staff members’ profiles ment sectors.
organize virtual events for all its collaborators and positions open to internal mobility
dedicated to shipping lines jobs. thanks to a powerful algorithm.
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 61 -ACTING FOR PEOPLE
02 Optimal
protection
The Group has implemented a global safety policy (Safety First)
MAKING SAFET Y OUR PRIMARY CONCERN
GENER AL POLICY
• The CMA CGM Group mapping of security
risks worldwide has been totally amended,
with five risk levels, compared with four pre-
viously, and dedicated security measures to
be implemented in each country.
• A new QHSSE audit checklist has been
implemented to get a better overview of ves-
sel condition by area and to assess vessel cri-
ticality (Low/Normal/Medium/High). Based
on this criticality, a priority level is defined
and sent to top management. This priority
2020
2 019
TA R G E T S
Ba s e l i n e 31.12 . 2 019
aimed at reducing the exposure to security, health, environmental and • The SSF LOCATOR platform aimed at level is reviewed every week in cooperation
Lost time injury
frequency rate (LTIFR)
technological risks of the Group’s business activities and personnel
monitoring business trips worldwide will with the fleet department.
been extended to both CMA CGM and • In addition, an Inland and terminals QHSSE Maritime
internationally. CEVA employees (previously only CMA CGM
& CEVA HO and CMA CGM USA).
policy was issued to implement common
processes through QHSSE guidelines on all
1.0 8
1. 8 8
terminal and inland platforms. This action is
• Modern technological resources are deve- based on the “Top 10 risks”. - 4 0% by 2025
loped in-house by the expert captains of
Fleet Centers in order to mitigate naviga- Terminals
OUR AMBITIONS AND GOALS tion-related risks, such as those related to
the weather. These resources are then provi- 7. 2 0
ded to captains and officers on board Group 13.18
The Group has implemented a global safety policy (Safety First) aimed at reducing vessels and include navigation aid systems
- 4 0% by 2025
the exposure to security, health, environmental and technological risks of the Group’s or decision-making systems for navigation
business activities and personnel internationally. during bad weather.
Inland CMA CGM
9.10
No fatal -40% FATAL ACCIDENTS
Inland CEVA Logistics
accident decrease in the frequency of
maritime and terminal accidents We reported 2 fatal accidents, with sadness • 1 fatal accident due to a container fal- 7.71
with sick leave by 2025 during the year despite all the safety mea- ling onto the cabin driver of a CHE (Empty
sures put in place. Container Handler).
• 1 death on board a ship.
Injury severity rate
Maritime
Certifications Maritime Terminals Inland 0.13
NEAR MISSES In 2020, CMA CGM recorded 2,344 near 0. 2 0
A near miss (or dangerous situation) is a misses (terminals: 63; maritime: 2,281), a mar-
100% 21.4% 100%
Terminals
sequence of events and/or circumstances ginally higher number than those recorded
ISO 9001 which could have caused damage or harm. in 2019 (2,134). 0. 32
QUALITE 1.0 6
Near misses must be examined and
ISO 14,001
ENVIRONMENT 100% 28.6% 48% recorded, and experiences shared, to reduce
the probability of similar incidents occurring
in the future. Most industrial accidents are
preceded by near misses which should have
Number of fatal
accidents
OHSAS 18,001 & ISO 45,001
HEALTH & SECURITY 38% 45% served as a warning. 2
0
No loss of life
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 63 -ACTING FOR PEOPLE
MA JOR INCIDENTS REL ATING TO GROUP A SSETS
2020
2 019
The severity of maritime events is classi- - APL ESPLANADE: Ship detained for
fied on a scale of A to D, with D being the several weeks by the Mexican authorities TA R G E T S
most serious event. The scale considers following the discovery of drugs in the
four major categories of impacts: seawater intakes. The crew was not at all
• Health and safety involved in the drug traffic.
• Environmental The QHSE department carried out Number of major
• Security investigations following each of these incidents relating to
• Financial events to determine the causes and group assets
recommended corrective actions to
avoid their re-occurrence. Maritime
In 2020, CMA CGM recorded three major 3
maritime incidents and one major terminal 1 major incident on terminals 3
incident. - 1 collision between 2 STS (Ship-To-Shore)
cranes due to a windstorm inland. Terminals
3 major maritime incidents:
- APL ENGLAND: 50 containers lost off 1
Australia in bad weather. These contai-
ners are reported in the container loss
section.
- CC JAKARTA: serious damage to the
motor reducer leading to prolonged
unavailability of the vessel (not repaired
and sold).
SEARCH AND RESCUE OPERATIONS Number of search &
As the oceans are so vast, shipping industry In 2020, nine such operations were carried rescue operations
players have to work together to rescue out by CMA CGM Group’s vessels. 9
individuals in danger. At any time, ships may 5
have to be diverted to assist another ship
in distress.
MANAGEMENT OF HA Z ARDOUS GOODS
CMA CGM Group transports a wide variety The application electronically incorporates
of cargo, ranging from general cargo and international regulations, making it pos-
manufactured goods to consumer products sible to control the way dangerous goods
and dangerous goods. As some cargo can are declared, packaged and stowed in the
represent a danger during transport, the container. In 2020, the Group was able to
Group has set up a dedicated organisation respond in almost real time to more than
to inspect, analyse and prevent risks related 60% of requests.
to the carriage of goods. CMA CGM Group uses its best endeavors to
To manage dangerous goods, the Group has prevent unlawful carriage of goods in accor-
a dedicated enhanced computer application dance with regulations and the Group’s Code
connected to the overall computer booking of Ethics.
system.
C M A C G M S U S TA I N A B L E D E V E L O P M E N T - 65 -You can also read
