Sustainability Strategy 2014-2018 - Unlocking growth for society and Maersk A.P. Moller - Maersk Group
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A.P. Moller - Maersk Group Sustainability Strategy 2014–2018 I A.P. Moller - Maersk Group Sustainability Strategy 2014–2018 Unlocking growth for society and Maersk Last updated March 6, 2015
A.P. Moller - Maersk Group Sustainability Strategy 2014–2018 1 Contents Introduction .. .............................................................................................................................................. 2 Strategy overview ................................................................................................................................... 3 Our approach . . ......................................................................................................................... 4 Enabling trade.......................................................................................................................... 5 Investing in education .. ........................................................................................................... 6 Energy efficiency and climate change .................................................................................. 7 Maintaining compliance and risk management ........................................................................ 8
A.P. Moller - Maersk Group Sustainability Strategy 2014–2018 2
Introduction
Maersk has made considerable progress integrating
sustainability into business processes and systems.
We are now ready for the next step: addressing
sustainability challenges in a way that creates growth
for society and Maersk.
Ready for the next step
A.P. Moller - Maersk is a global company with great strength
and vast outreach. We have the ability – and the responsibility
– to do things right and to contribute to a more sustainable
future.
We do this by taking responsibility for the adverse impacts
of our business and by seeking to enhance the positive as-
pects. With our last Group sustainability strategy, adopted
in 2010, we have taken a systematic approach to sustaina-
bility, focusing on integrating sustainability into business
processes and systems. The aim was two-fold: to mitigate
and manage sustainability risks, and to strengthen Maersk’s
position as a responsible and trusted business partner.
By now, we have achieved the overall ambition of integrating “We will never stop working to
sustainability at corporate level. We must continue to inte-
grate sustainability in our operations mitigating risks and be transparent and responsible,
raising performance levels. but we must now add to this and
At the same time, we are well placed to reap the benefits
take sustainability a step further,
of the progress made so far, and are ready to take the next focusing on how we can create
step.
more value.”
Nils S. Andersen, CEO, A.P. Moller - MaerskA.P. Moller - Maersk Group Sustainability Strategy 2014–2018 3
Strategy SUSTAINABILITY VISION
We aspire to unlock growth – for society and Maersk. We
overview will achieve this through the core strengths of our busi-
nesses and by being a responsible business partner.
The Group Sustainability Strategy 2014–2018 aims at
unlocking growth for Maersk and society by focusing
on three sweet spots for growth.
Unlocking growth for Maersk and society However, there are different barriers hampering the growth
Since 2009, we have carried out impact studies and worked potential of our sectors as well as the countries we operate
with relevant stakeholders to identify areas where we can in. We have identified and chosen three key priority areas
address sustainability challenges in a way that creates that, on one side, will help us address barriers to our growth
growth for Maersk and society. The knowledge derived from strategy and, at the same time, help address substantial
this work has helped us determine key ‘sweet spots’ where sustainability challenges in society.
focusing our efforts will help us unlock growth.
Three sweet spots for growth
Energy and transportation are important for economic
development. The sectors support the development of
industries and the ability of countries to export goods.
Sweet spots for unlocking
growth for Maersk and society
ECONOMIC
Enabling trade
Volume
Economic
growth
ENVIRONMENTAL SOCIAL
Energy efficiency Unlocking Education
growth
Skilled
Cost savings workers
CO2 reduction JobsA.P. Moller - Maersk Group Sustainability Strategy 2014–2018 4
Our approach SUSTAINABILITY STRATEGY
Through efforts to reduce barriers to trade, invest in
education and improve the energy efficiency of supply
chains, we aim to grow our industries while addressing
significant sustainability challenges in society.
We will reach further outside our operational sphere to
unlock opportunities for growth.
Achieving long-term benefits
The new strategic direction addresses systemic challenges
Addressing systemic
outside our own sphere. The approach demands a longer barriers to growth in society
term horizon but we believe that when industry-wide and
social challenges affecting all of us are addressed, the value WHAT
creation can be exponential.
Society
The first two years of the strategy will focus on designing
and implementing relevant projects that can be scaled up
across growth markets where feasible.
Coalitions
Industry
Partnerships
Operations
Performance HOW
A phased approach
2014–2015 2016–2017 2018–
Develop Focus and Adoption
effective models selection and impact
Action plan, design and start-up of Best practices are selected and Best practices adopted in the
projects. extended to other geographies businesses supporting long-term
and sectors. growth.A.P. Moller - Maersk Group Sustainability Strategy 2014–2018 5
Enabling trade ENABLING TRADE
We will unlock growth for society and Maersk by
improving conditions for businesses and industries to
participate in global trade.
Benefits for society Our approach
Continuous trade expansion and access to global markets Maersk can be a force for positive change in framework con-
can help generate economic development, stimulate job cre- ditions for trade by collaborating with other stakeholders.
ation, increase people’s income and raise living standards. We have the opportunity to engage proactively and help
This is beneficial especially in growth markets where the shape the agenda by sharing our knowledge on trade and
cost of logistics may be twice as high compared to mature the potential trade holds in creating economic growth and
markets. development opportunities for society.
The rapid growth of the global middle class (from 1.8 billion We will focus on three pathways:
people in 2009 to 4.9 billion by 2030) highlights the impor-
tant role of trade in terms of enabling consumer choice, • Improving the business environment
business opportunities and employment (OECD, 2010). We will support the development of more efficient trade
Providing the most efficient global transport for trade is procedures and documentation processes, shorter trans-
essential in order to meet the needs of current and future port times and other relevant initiatives. We will engage
generations. with government bodies, public institutions and industry
associations.
According to the World Economic Forum (WEF), global
improvements in border administration and transport and • Improving local ability to access global markets
communications infrastructure could see global GDP increase Businesses and sectors in different countries may
by USD 2.6 trillion (4.7%) and global exports by USD 1.6 trillion be unable to access international supply chains and
(14.5%). Gains could be even higher in Sub-Saharan Africa, global markets due to a lack of scale, export and market
with a potential GDP increase of 12% (WEF Global Enabling knowledge, investment capacity or lack of transport, cold
Trade Report 2012). Transport and logistics can play a signifi- chains and logistics services. Maersk will support selected
cant role in realising this potential. training initiatives to help optimise transportation and
logistics expertise, disseminate knowledge and facilitate
Benefits for Maersk networking, thereby enabling these sectors to raise their
level of competitiveness.
Maersk offers cost-efficient transportation and operates
throughout the global transportation supply chain. Maersk • Influencing governmental infrastructure investments
Line, APM Terminals and Damco contribute more than 50% The absence of quality transport and infrastructure such
of the Group revenues. Maersk can achieve growth by: as road and rail networks can undermine the ability of
businesses to participate in global trade. Maersk will
• Taking a high share of new trade growth engage in and influence discussions at national level on
• Improving procedures and cost efficiency inland infrastructure, modal solutions and technologies
• Developing profitable niche markets to help countries overcome their bottlenecks and help
businesses achieve their potential.A.P. Moller - Maersk Group Sustainability Strategy 2014–2018 6
Investing in EDUCATION
We will unlock growth for society and Maersk by invest-
education ing in relevant training and education, contributing to
building the skills base in growth markets.
Benefits for society Our approach
There is a major imbalance between supply and demand in Maersk can be a force for positive change by supplementing
global employment markets. By 2060, 600 million jobs must our short-term talent recruitment and training programmes
be created in developing countries to meet the growing with initiatives to expand pools of talent in at least five
number of young people entering the employment market growth markets to support our long-term presence. We have
(IFC, 2013). Unemployment leads to economic deprivation, initially identified Brazil and Angola as strategic locations
social unrest and marginalisation. The same countries face where we are in a strong position to expand on existing train-
growth constraints due to lack of available talent within ing infrastructure.
key employment areas. Overall, investments in education,
training and employment provide opportunities for people We will focus on three pathways:
and communities to develop and prosper.
• Investing in training and education in high-growth
Benefits for Maersk markets
This will involve setting up or expanding Maersk Training
Investing proactively in training and education is in our inter- centres or joint ventures, expanding education collabo-
est. Our growth ambitions depend on our ability to attract and rations with secondary schools, colleges and academies,
retain competent and highly qualified staff in highly competi- developing curricula and designing new programmes.
tive talent markets. Companies in emerging economies, in par- We will ensure that Maersk employees are involved in the
ticular, are likely to face shortages in skilled labour (IFC, 2013). programmes as instructors and consultants.
Through strategic investments in training and education, we • Improving social inclusion
will be able to contribute to the development of our work- We aim to encourage gender and social inclusion by attract-
force, provide our employees with learning opportunities and ing women and low-income young people on to the training
tap into a larger pool of talent. This will benefit our key growth programmes or by providing internship opportunities.
markets in particular and support our growth strategy and the
long-term stability of our operations. • Upgrading local suppliers
We will provide training and tools to improve the skills and
Furthermore, building and bringing on board local talent capacity of local suppliers, particularly in the oil industry
creates stronger ties to the local community and enables and new terminal projects. This will help us to meet gov-
Maersk to engage positively with customers and host ernment requirements and increase our attractiveness as
nations. This applies especially to host nations (i.e. An- a responsible partner.
gola, Brazil, Kazakhstan and Qatar) where companies are
required to recruit a specific quota of their nationals or pur-
chase from local suppliers, despite shortcomings in skills,
expertise and capacity to meet international quality and
safety standards. Increased local sourcing will in the longer
term also help Maersk to reduce costs by avoiding opera-
tional disturbances, minimising import costs or averting the
imposition of fines for failing to meet quotas – which may
ultimately put our licences at risk.A.P. Moller - Maersk Group Sustainability Strategy 2014–2018 7
Energy efficiency ENERGY EFFICIENCY
We will unlock growth for society and Maersk by enhan
and climate change cing our CO2 efficiency and promoting efficient supply
chains.
Benefits for society
Trade and economic growth may help raise living standards, We strive to promote energy efficiency across the industries
but economic growth also comes with a negative impact on in which we work, and focus our efforts on where we can
the climate and environment. The global challenge is both reap the greatest benefits, namely within shipping. The
to increase trade and economic well-being for a growing Group-wide target is a 30% relative CO2 reduction by 2020
population and mitigate the impacts of climate change and (2010 baseline).
environmental damage at the same time.
Our approach
How or whether nations decide to respond to climate
change remains uncertain. Presently global warming is on We are in a strong position to expand on our efforts and pro-
a pathway to rise more than 4 degrees (PWC, Low Carbon mote low carbon transportation as a solution within national
Economy index 2013). The demand for solutions to climate planning and infrastructure investments.
change will intensify. If they can be realised, the key benefit
for society would naturally be to avoid dangerous climate We will focus on two pathways:
change by keeping the rise to below 2 degrees. Maersk sup-
ports the position that adequate efforts must be made to • Further increase energy efficiency
ensure that global warming is stabilised below 2 degrees. We will continue to reduce CO2 emissions across the
Group through our Group-wide target, and we will remain
By reducing the CO2 footprint of containerised transport and at the forefront of energy efficient shipping. Having
optimising the energy efficiency of global transport supply already made great advancements in energy efficiency,
chains, Maersk can help ensure that global trade can take Maersk Line is well on its way to achieving its 40% CO2
place in ways that are increasingly energy-efficient. This will reduction target by 2020. In this way Maersk can help
also increase the likelihood of food and goods being sourced facilitate the increasing global trade in goods at continu-
from locations where they are produced more efficiently – in ously lower carbon intensity.
terms of both CO2 emissions and costs.
• Support the development of efficient supply chains
Benefits for Maersk and infrastructure planning
With the goal of optimising global transport supply chains
Significant motivating factors include fuel cost reductions, and ensuring energy and cost-efficient trade, we will ad-
improved margins and competitiveness. I.e., since 2007, vocate the low carbon potential of waterborne transport
Maersk Line has achieved a 25% reduction in CO2 per con- for national infrastructure investments and government
tainer. If Maersk Line had not improved its energy efficiency planning solutions.
and CO2 performance, the fuel cost in 2012 would have been
USD 1.6 billion higher.
Furthermore, stakeholder expectations, the need to miti-
gate any statutory regulation and the desire to reduce our
negative impact on the environment make energy efficiency
a priority across the Group.A.P. Moller - Maersk Group Sustainability Strategy 2014–2018 8
Maintaining compliance
and risk management
We will continue to integrate sustainability into our
operations, mitigating risks and raising performance.
Integrating sustainability: an ongoing journey The Group Sustainability function will continue to capture
We will continue to integrate sustainability in our opera- relevant developments in society and their impacts on
tions, mitigating risks and raising performance levels. our business, draw up recommendations for appropriate
action, develop relevant Group programmes, provide yearly
The Group programmes will carry on ensuring compliance materiality assessments and tools, support internal risk
with our policies and standards on anti-corruption, responsi- assessment processes, and communicate and report on the
ble procurement and global labour principles. The businesses Group’s sustainability performance.
are responsible for implementing the programmes as well as
meeting the targets adopted for health and safety, climate Together, these programmes, strategies and initiatives form
change, and diversity and inclusion, and overall for ensuring the backbone of our Group corporate responsibility efforts
compliance with the policies issued by the Group. and help ensure that we live up to our commitment to the
UN Global Compact principles while mitigating our most
Every year, this work will be subject to a compliance self-assess- significant sustainability-related risks.
ment process where the Group follows up on the progress of
implementation and reports on the performance achieved.
The Group’s Sustainability Council will continue to oversee
strategy and performance. Review meetings with the busi-
nesses’ CEOs will keep ensuring a constructive dialogue on
progress and forward-looking opportunities.
What we achieved 2010–2013
Key milestones include • CEO reviews ensuring constructive dialogue with busi-
• Mandatory Group programmes put in place to ness CEOs on progress, challenges and opportunities.
ensure compliance with minimum standards on • An integration assessment framework to monitor and
anti-corruption, responsible procurement and global support progress in the businesses.
labour principles. • Sustainability incorporated into leadership training,
• Group strategies adopted for health and safety, the annual employee engagement survey and enter-
climate change, and diversity and inclusion. prise risk management processes.
• Solid governance framework established.You can also read
