SUSTAINABILITY REPORT 2017 - MSC

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SUSTAINABILITY REPORT 2017 - MSC
2017
SUSTAINABILITY
       REPORT
SUSTAINABILITY REPORT 2017 - MSC
2017
SUSTAINABILITY
       REPORT
SUSTAINABILITY REPORT 2017 - MSC
TABLE OF CONTENTS

 SUSTAINABILITY
        REPORT
SUSTAINABILITY REPORT 2017 - MSC
04      A WORD FROM OUR PRESIDENT & CEO
 06      THE MSC GROUP
 10      MATERIALITY ASSESSMENT
		       & STAKEHOLDERS

 16
		 SOCIAL INCLUSIVE
		 APPROACH

 32

         MSC’S COMMITMENT
         TO THE ENVIRONMENT

 46
		 HEALTH AND
		 SAFETY

 58

         BUSINESS ETHICS
         AND PROTECTION
         OF HUMAN RIGHTS

   70    ABOUT THIS REPORT
SUSTAINABILITY REPORT 2017 - MSC
A WORD FROM OUR PRESIDENT & CEO

WHEREVER WE OPERATE,
ON LAND OR AT SEA,
OUR PEOPLE REMAIN
OUR GREATEST ASSET.

In 2017, MSC successfully maintained its leadership         In addition, we have demonstrated how these pillars are
position in the global economy, despite slow trade          strictly linked to our support towards the Ten Principles of
growth and high operating costs that have created           the United Nations Global Compact and our contribution in
uncertainty within the international container shipping     joining global efforts for the progressive realisation of the
sector. Achieving such economic performance did not         United Nations Sustainable Development Goals (SDGs).
come without challenges at all levels. Yet, we pursued      Yet, above all, we have acknowledged the engagement
our goals by remaining true to our roots and our core       and dedication of our 70,000 employees who bring to
family values, promoting a sustainable business model       life our sustainability approach and our Group family
that goes far beyond a “business as usual” approach.        values. This is what makes us so successful today and
Regardless of the challenges and transformation we          what, at the same time, creates not only countless
might face in today’s business world, our approach does     opportunities but also great responsibilities.
not and will not change: we have a genuine passion for      We are running our activities and operations at a time
the sea, an unparalleled nautical heritage and a strong     of increasing environmental policies and regulations,
commitment to our employees and communities.                such as the 2020 global cap on sulphur content in marine
Wherever we operate, in both developed and develop-         fuel oil, which our technical teams started to prepare
ing countries, both on land or at sea, our people remain    for in 2013. We should not forget that reaching these
our greatest asset. Our strategies focus on building        ambitious environmental goals and targets represents
and maintaining strong and reliable relationships with      a financial commitment of billions of dollars. In this
our stakeholders, communities and business partners         respect, we continue to invest in retrofitting, the optimi-
as well as securing continuity and long-term employ-        sation of bulbous bow and propellers, ballast water
ment opportunities for our employees. We do this while      management, new build programs and latest availa-
making significant investments in low-carbon technol-       ble technologies to reduce greenhouse gas (GHG) and
ogies and promoting integrity and ethical practices         sulphur oxide emissions. By doing this, in 2017, we
through capacity-building efforts and training.             proudly achieved an 11% reduction in CO2 per tons of
In our 2017 Sustainability Report, we further illus-        cargo moved on a per mile basis, compared to 2015.
trate how all these elements are an integral part of our    However, it is important to acknowledge that our
decision-making process and therefore embedded in           tremendous progress in energy and operational effic­
MSC’s four fundamental sustainability pillars: the promo-   iency is also achieved thanks to the daily efforts and
tion of social inclusion and a shared value approach, our   outstanding expertise of our dedicated teams working
respect and care for the environment, our continuous        at the Headquarters, in our technical offices and MSC’s
focus on occupational health and safety and our strong      Agencies worldwide.
commitment to promoting respect for internationally         So, we continue to rely on governments to provide clar­
recognised human rights principles and standards.           ity with practical and meaningful legislation, regulation

4          A WORD FROM OUR PRESIDENT & CEO
SUSTAINABILITY REPORT 2017 - MSC
Capt. Gianluigi Aponte                    Mr. Diego Aponte                         Mrs. Alexa Aponte Vago
Group Executive Chairman                  Group President & CEO                    Group Chief Financial Officer

and standards that take into account real economy              situation to limit environmental damage and protect
imperatives, financial implications and operational            lives. No amount of technological progress or digitalisa-
challenges. This can certainly contribute to reducing          tion, it seems, can help fix this relatively simple problem
barriers and promoting the respect for human dignity           in our industry.
and decent long-term working conditions for all employ-        I sincerely hope that sharing more about these topics
ees as well as the next generations of employees, in line      and challenges with our customers, employees, suppli-
with the 2030 Agenda for Sustainable Development.              ers and our wide range of stakeholders will deepen
Similarly, we continue to rely on our stakehold-               our strategic partnerships and strengthen our concert-
ers to further engage in promoting safety at sea and           ed actions to advance social and environmental
support our ongoing efforts to prevent potential risks         performance.
to the health and safety of crew members as well as            We look forward to continuing to join forces to foster a
environmental accidents. We are very active in indus-          sustainable and responsible approach to doing business
try associations and forums to highlight our concerns          throughout our sector and beyond.
to our customers. We believe that more accuracy and
transparency is needed. It is imperative that shipping
companies are well informed on what is being transport-
ed in containers in order to safely manage dangerous or
potentially dangerous cargoes. The public may assume
the shipping line is at fault – it is our logo on the ship –
but many of the tragedies that occur in our sector are
down to incorrectly declared cargo. And where there
have been accidents at sea, we have always taken all                                                  Diego Aponte
necessary actions and moved promptly to rectify the                                                President and CEO

                                                                                  MSC SUSTAINABILITY REPORT 2017        5
SUSTAINABILITY REPORT 2017 - MSC
6   THE MSC GROUP
SUSTAINABILITY REPORT 2017 - MSC
CONTRIBUTING TO THE SUSTAINABLE OCEAN ECONOMY

THE MSC GROUP
Headquartered in Geneva, Switzerland, and privately-owned,
                                              ­­­­              the
MSC Group is a recognised world leader in the maritime sector, serving
millions of customers around the globe. Our innovative, flexible and
unique approach to shipping has led to impressive growth in terms of
volume and fleet capacity. This has enabled us to diversify our portfolio
of activities, from a one-vessel operation in 1970 to a successful and
sustainable global business today.

Today, the MSC Group encompasses a Cargo Division            respect for human rights and environmental standards
with MSC Mediterranean Shipping Company (MSC),               at an international level.
Terminal Investment Limited (TiL), MEDLOG, and a             The Cargo and Passenger Divisions have different materi-
Passenger Division with MSC Cruises and Mediterranean        ality and due diligence assessments, mainly due to the
passenger ferries, Grandi Navi Veloci (GNV) and SNAV         diversity of their respective activities, missions and business
(Società Navigazione Alta Velocità).                         strategies. For instance, the relevance of internal and exter-
Through our wide range of companies, we contribute           nal factors and their prioritisation in decision-­making, risk
to connecting people and countries by offering a global      management and risk assessment processes vary.
integrated and holistic network of transportation and        These factors include the international standards and
logistics solutions by land and sea. We are engaged in       regulations that each division is assumed to comply
the promotion and development of key ocean industries,       with, specific stakeholders’ interests and concerns,
such as maritime transport and tourism, which are essen-     broader social expectations and the capacity to exercise
tial for fostering economic growth and social welfare.       influence on upstream (such as the supply chain) and
We have built our long-standing reputation with our          downstream (such as customers) entities.
customers and stakeholders by providing sustainable          In this respect, this report intends to cover the MSC
and resilient transportation services and infrastructure,    Group Cargo Division, highlighting progress made
while promoting inclusive and lasting social benefits        towards the implementation of the United Nations
wherever we operate.                                         (UN) principles-based approach and the promotion of
We significantly contribute, in a responsible way, to the    the UN Sustainable Development Goals (SDGs), in line
growth of shipping-related services, operations and          with the company’s commitment to the United Nations
business activities, in both developed and developing        Global Compact and the Global Report Initiative (GRI)
countries. Additionally, we facilitate the development of    standards.
international trade and contribute to fostering countries’   Some initiatives are described as Group initiatives
competitiveness by providing access to our global network.   when core topics have relevance for both Divisions and
Being a family-owned business, the companies of the          promote a strategic common approach to protecting and
MSC Group are guided by common Group values and a            supporting human rights and our strong commitment
long-term vision promoting fair business practices and       to environmental stewardship.

*Source: “Ocean Economy in 2030”, OECD, 2016

                                                                                 MSC SUSTAINABILITY REPORT 2017           7
SUSTAINABILITY REPORT 2017 - MSC
CARGO DIVISION         PASSENGER DIVISION

8      THE MSC GROUP
SUSTAINABILITY REPORT 2017 - MSC
ORGANISATIONAL STRUCTURE

CARGO DIVISION                                               PASSENGER DIVISION
MSC is a transportation service provider carrying physi-     The MSC Group’s Passenger Division is comprised of
cal commodities from one point in the world to another.      cruise and ferry businesses.
The company operates a fleet of 510 vessels, calling at      MSC Cruises is the world’s largest privately owned
500 ports. Headquartered in Geneva, Switzerland, MSC         cruise company and the number one cruise line in
has 480 offices in 155 countries and employs 47,000          Europe, South America, South Africa and the Gulf
people for its shipboard and ashore activities.              Region. A game-changer in the world of cruising, the
Shipboard operations are largely monitored by third          company has achieved 800% growth in its first ten years
parties due to certification requirements and routine        by building one of the youngest cruise sea fleets and a
inspections set out by local port authorities and other      global reputation in the industry. The MSC Cruises fleet
entities. MSC local agencies are responsible for ashore      is currently made up of 15 ultra-modern, highly innova-
activities.                                                  tive and elegantly designed ships that welcome around
MSC, through its Terminal Investment Limited (TiL)           two million guests per year.
subsidiary, has interests in 54 terminals within 29          With an ambitious investment plan of EUR€11.6 billion,
countries across five continents. TiL invests in, devel-     the MSC Cruises fleet is set to expand to 25 mega-cruise
ops and manages container terminals in strategic             ships by 2026. It has recently designed six new ship
global locations, providing essential infrastructure for     class prototypes that will push the boundaries of naval
­international trade.                                        architecture and design. MSC Cruises’ services are sold
 MSC’s logistics arm, MEDLOG, offers a variety of ser­­­     across the globe through a distribution network in 70
 vices to customers in over 50 locations around the          countries. The company employs over 23,500 people
 world. These services include transportation by road,       worldwide, both ashore and on board its ships.
 rail and barge, off-dock storage, container maintenance     In addition to ocean cruises, the MSC Group’s Passenger
 & repairs (M&R), warehousing & distribution, project        Division includes GNV and SNAV, two leading ferry
 cargo and reefer container services. MEDLOG direct-         companies that connect a large number of ports in the
 ly employs more than 6,000 employees and generates          Mediterranean Sea all year round.
 approximately 2,000 indirect jobs around the world.
 The technical management of MSC vessels and
 crews is handled by MSC Shipmanagement Technical
 ­offices, located in Limassol, Cyprus and Sorrento, Italy
  respectively.

                                                                               MSC SUSTAINABILITY REPORT 2017      9
MATERIALITY ASSESSMENT
& STAKEHOLDERS

PROMOTING SDGs AND                                             SUSTAINABILITY
SUSTAINABILITY CULTURE                                         GOVERNANCE

MSC is strongly committed to achieving economic perfor-        Sustainability Steering Committee
mance while promoting ethical business throughout its          In 2017, MSC enhanced the role and structure of its
value and supply chains. For this reason, environmen-          Sustainability Steering Committee.
tal and social considerations are equally important to         Led by the Aponte family and executives from the
us and embedded in our decision-making process and             Headquarters in Geneva, the Committee is respons­
business models. We work responsibly, implementing             ible for providing strategic guidance on matters such
sustainable practices, procedures and policies based           as environmental protection, occupational health &
on good corporate governance, integrity and care for           safety, sustainable development, human rights and
the environment. These are reflected in the way we take        social welfare.
decisions, interact with one another and behave with           One of the key strategic decisions taken by the Committee
our customers and stakeholders. Since the signing of           is to strengthen the ongoing harmonisation efforts in
the UN Global Compact in 2016, we have increased               order to better monitor compliance with our ethical
efforts at Group level to further promote our responsi-        and good governance practices throughout our value
ble approach to business throughout our organisation           and supply chains. To do so, we have planned to
and in our day-to-day operations, in line with the Ten         further improve internal processes and cross-transver-
Principles of the United Nations. In addition, we have         sal cooperation among relevant departments and local
reinforced the way we mainstream our Group values and          agencies. This will contribute to enhance an organisa-
sustainability into our internal and external communica-       tion-wide coordination process led by the Headquarters,
tions by ensuring a cross-­departmental collaboration at       while maintaining local specificities and further refining
HQ level between the Marketing and Communications              business activities and operational strategic actions to
Departments of both MSC and MSC Cruises.                       advance specific goals. The newly established Global
                                                               Human Resources Department will also play a crucial
                                                               role in this respect.
A COMMUNICATION TOOL
                                                               Sustainability Working Groups
Our Sustainability Report aims to describe our best            To effectively mobilise all departments in implement-
practices as well as challenges related to the implemen-       ing approved strategies, in 2018 we plan to create ad
tation of the United Nations’ Ten Principles approach and      hoc Sustainability Supporting HQ Working Groups
the SDGs. We also wish to raise awareness of the SDGs          composed of in-house subject matter experts who will
among our employees and stakeholders, and facilitate           be responsible for supporting the integration of sustain-
the understanding of our approach to sustainability.           ability into the daily work of the MSC value chain. They
Significant case studies highlighted in our reports will       will also underpin the ongoing efforts at HQ level to
be regularly updated by our local agencies via the MSC         monitor progress and track sustainability performance
official website to show that continuity is an integral part   in strategic priority areas.
of our business model, and to enable our employees and
stakeholders to follow our progress with regards to our
activities and broader sustainability-related initiatives.

10         INTRODUCTION TO THIS REPORT
Our values
                                                              WE ARE A                                     WE HAVE
Our values shape our culture and
                                                              FAMILY                                       PASSION
­define the character of our company.
                                                              COMPANY
 They guide how we behave and make
 decisions, they influence recruitment of
                                            The commitment of the founding                 We are passionate about what
 employees, and they are fundamental
                                            Family inspires us with ­dedication            we do, we challenge ourselves
 to our operations.
                                            and trust, increasing our sense of             to achieve excellence and
                                            belonging.                                     we are tenacious in overcoming
                                            Sharing the family’s entrepreneur-             obstacles.
                                            ial spirit leads us to act proactively,        Working together with passion and
                                            courageously and responsibly in                enthusiasm, we provide a unique
                                            the best interest of our customers             experience for our customers.
                                            and our Company.

                    WE ARE IN                                 WE                                           WE BELIEVE IN
                    CONTINUOUS                                CARE FOR                                     EQUAL
                    EVOLUTION                                 PEOPLE                                       OPPORTUNITIES

   Our tradition, expertise,                We believe that each person brings             Our mission is to provide our
   profession­alism and ambition            unique value.                                  people with personal fulfillment
   drive the Company’s fast and             We develop authentic relation-                 and enrichment.
   sustainable growth.                      ships built on ethics, respect and             We are committed to sharing our
   We strive for the most innovative        team spirit.                                   knowledge, delivering training
   solutions to embrace change,             We truly care about the satisfaction           and support enabling our people’s
   always respecting safety and the         and loyalty of our customers and               professional growth.
   environment.                             employees.                                     We ensure fair opportunities
                                                                                           providing long-term career
                                                                                           development, embracing diversity
                                                                                           and valuing all cultures.

We support the UN Sustainable
Development Goals
We believe our approach to
the business and our values will
help us contribute to a more
sustainable supply chain.

                                                                                      MSC SUSTAINABILITY REPORT 2017           11
SHARED VALUE APPROACH                                          ENVIRONMENTAL PROTECTION

MSC’s decision-making process and shared value                 One of our main material topics is and will remain our
approach are both based on a strategic framework               strong commitment to preserving the environment and
consisting of four main pillars: social inclusion, protec-     biodiversity, in accordance with SDGs 7, 12, 13,14 and
tion of the environment, occupational health & safety,         15. Our extensive investments in the latest available
business ethics and protection of human rights. Within         low-carbon technologies, energy efficiency practices and
this framework, in 2017 we began to assess existing            operational efficiency systems are regularly assessed to
practices, policies and gaps relating to each of those         ensure that they meet current and future international
pillars against a number of criteria to better identi-         regulations. In line with SDG 17, we are actively involved
fy our material topics and enhance our sustainability          in the Clean Cargo Working Group (CCWG) and we are
strat­egy on key strategic areas.                              a founding member of the Global Industry Alliance
MSC’s business model promotes social inclusiveness             (GIA), which is supported by the International Maritime
in line with SDGs 1, 2, 3, 8 and 10. We aim to contrib-        Organization (IMO) and promotes energy efficiency and
ute to long-term socio-economic growth in the countries        low-carbon maritime transport systems. In addition,
where we operate through community involvement and             MSC is part of the board of the World Shipping Council
local recruitment, especially in developing countries. Our     (WSC), whose goal is to provide a coordinated voice for
massive investments also focus on the latest environ-          the liner shipping i­ndustry on matters such as these.
mentally friendly cooling technology such as refrigerated
containers, depots and warehouses. This helps to reduc-
ing food losses, ensuring quality food, encouraging            PARTNERING
responsible consumption in line with SDG 12 and enabling       FOR WILDLIFE CONSERVATION
small farmers to enter global food markets. We seek to         AND MARINE BIODIVERSITY
improve inland connectivity, including in landlocked
countries, by investing in cross-border transport              Our constant efforts to minimise our environmental impact
solutions, logistics services, storage facilities and trans-   and carbon footprint include our participation in sever-
port infrastructure, in partnership with public and private    al local and international initiatives and partnerships to
stakeholders. In line with our people-centred approach,        promote the protection of wildlife and marine biodiversity.
our training programmes are an essential element of            In 2017, MSC reiterated its strong commitment to the
our investment strategy, as illustrated by the recently        United for Wildlife Buckingham Palace Declaration,
approved MSC Academy project to be launched in 2018.           which aims to combat the illegal trade in endangered
This will promote the alignment between business goals         animals by breaking the transportation link between
and people-related objectives by focusing on key areas         suppliers and buyers.
such as people development, learning programmes and
internal mobility. The departments of MSC HQ have also
enhanced their collaboration to improve and harmonise
existing practices and procedures throughout the organ-
isation. The global harmonisation process is intended to
assist our subsidiaries and branch offices worldwide to
further align their ongoing strategies and country-­specific
or region-specific corporate social initiatives with the
company’s overall sustainability strategy promoted at
the HQ level.

12         MATERIALITY ASSESSMENT & STAKEHOLDERS
Marevivo
We have also further strengthened our long-term
partnership with Marevivo, an Italian marine conserv­
ation association founded in 1985 that works worldwide,
supported by a scientific commission, legal commission,
territorial delegations, a diving division and an extensive
network of volunteers and members. Recently, Marevivo’s
advocacy efforts led to the Italian government’s decision
to pass legislation banning microplastics from cosmetics
by 2020 and removing plastics from cotton swabs by 2019.
Since 2015, MSC Cruises and Marevivo have joined
forces to increase environmental awareness among
young people. Educational programmes include topics
such as marine biodiversity, sustainable development
and restoration of marine protected areas, as well as
combatting pollution and illegal fishing.
In 2017 Marevivo and MSC worked on three projects:
• The ‘Guardian Dolphins’ youth programme is an initi-
   ative implemented in primary schools on ten Italian
   islands, which aims at fostering greater aware-
   ness about the conservation of marine resources.
   Key impact: 700 students; 60 teachers, operators and
   experts; 19 schools; 1,400 adults in ten minor Italian
   islands (Eolie, Egadi, La Maddalena, Palau)
• Nauticinblu, an educational programme ­targeting
   future seafarers focused on the incorporation of
   environmental conservation and marine sustain-
   ability in Italian naval academies’ curricula.
   Key impact: three maritime academies: San Giorgio
   in Genoa, Volterra-Elia in Ancona and Nino Bixio in
   Sorrento; 210 students (70 per institute), 30 teachers.
• #Mybluewave Experience on sustainable develop-
   ment. This project includes on-board activities during
   cruises, ranging from “edutainment” games to learn-
   ing moments and species-sighting activities to educate
   children about the environment in which cruise ships sail.
   Key impact: in 2017, 200,000 children participated in the
   activities dedicated to the sea on board MSC Cruises’
   ships.

                   MSC SUSTAINABILITY REPORT 2017         13
MSC Headquarters,
Geneva, Switzerland

14         MATERIALITY ASSESSMENT & STAKEHOLDERS
HEALTH                                                     BUSINESS ETHICS
AND SAFETY                                                 AND PROTECTION OF HUMAN RIGHTS

MSC considers occupational health and safety a funda-      Finally, it is MSC’s objective to conduct its business
mental material topic. In this respect, we promote         ­activities in a responsible and ethical manner. We
personal, environmental and navigational safety in line     support the UN Global Compact’s principles-based
with SDGs 3, 8 and 14, applicable international quality     approach in the areas of human rights, labour, environ-
shipping regulations and other relevant international       ment and anti-corruption, promoting a culture of
instruments. One more area of concern relates to proper     integrity throughout the organisation and within our
cargo-handling and management.                              sphere of influence.
In the last ten years, we have increased our offer of       Furthermore, in accordance with SDG 16, we ­actively
training programmes in soft and technical skills to         engage with other companies and international stake-
further promote a culture of safety among our crew          holders to advance collective actions aimed at fighting
members and ensure rapid response capabilities in           bribery and corruption. We also participate in the discus-
case of emergencies and unexpected events, ­especially      sions of the International Chamber of Commerce Business
natural disasters.                                          Action to Stop Counterfeiting and Piracy (BASCAP).
Our ship recycling practice is another important area       As part of our commitment to the protection of human
of emphasis for MSC, as it is strictly related to labour    rights, MSC strives to provide its employees with a safe
standards, environmental protection and human rights,       working environment, offering stable financial revenues
in accordance with SDGs 8 and 12. We strive to ensure       through long-term career paths. In line with SDGs 1, 5
that the recycling of materials and other ship compo-       and 10, MSC also focuses on women’s empowerment
nents is performed at yards without any unnecessary         by promoting the elimination of gender disparities in
risk to human health, safety or the environment. Our        employment, both on board and offshore, and by invest-
responsible practices are fully supported by MSC top        ing in technical and managerial training for women.
management and only recycling yards with IMO HKC            We promote local recruitment wherever we operate, yet
standards, ISO 14001 (environment), ISO 30001 (ship         our commitment to bringing value to local commun­
recycling management) and OSHAS 18001 (Health &             ities goes far beyond compliance. Following SDGs 1,
Safety) standards are selected for recycling at the end     2, 3 and 16, we seek to contribute to peace-building
of the useful life of a ship.                               efforts deployed by international actors on the ground,
                                                            by contributing to humanitarian relief actions, including
                                                            for victims of natural disasters. Whenever possible, we
                                                            transport emergency humanitarian aid cargoes to areas
                                                            of conflict, within the framework of international regula-
                                                            tions and international humanitarian laws.

                                                                              MSC SUSTAINABILITY REPORT 2017       15
MEDLOG employees in
San Pedro, Côte d’Ivoire

16          SOCIAL INCLUSIVE APPROACH
CREATING SUSTAINABLE VALUE

   SOCIAL
INCLUSIVE
APPROACH

  MSC SUSTAINABILITY REPORT 2017   17
ADAPTING BUSINESS STRATEGIES                                 effectively integrate and benefit from global supply
TO GLOBAL SOCIAL TRENDS                                      chains. We are therefore promoting the realisation of
                                                             the 2030 Agenda for Sustainable Development, and
Being a global player in the international shipping sector   its wide range of interrelated SDGs, by building solid,
with 70,000 employees and operations all over the world,     enduring partnerships with all of our customers and
we are committed to ensuring a positive social impact        stakeholders. For MSC, loyalty and continuity, together
wherever we operate, while promoting the sustainable         with our long-term financial investments and invest-
use of oceans, seas and marine resources.                    ment in people, are essential elements to achieve
In all our strategies and business models, we strive to      sustainable development.
create conditions for increased prosperity and wealth
both on land and at sea, despite the challenges of a
highly competitive market. Yet, new developments             CREATING JOBS FOR
currently affecting transport and trade are influencing      A FAST-GROWING POPULATION
sustainability considerations in our sector, and freight
transport systems and patterns in general. Therefore,        The United Nations Department of Economic and Social
for us, understanding ongoing as well as future global       Affairs (UN DESA) 2017 Revision of World Population
and local challenges is a must in today’s changing world.    Prospects foresees a dramatic increase of world popula-
We are proud to continuously seek to transform those         tion from today’s 7.6 billion to 8.6 billion in 2030. This
challenges into opportunities through our inclusive,         trend is expected to bring new challenges with regards
sustainable and long-term investment strategies. In          to domestic labour markets, levels of inequality and
this respect, we continue to promote local recruitment,      supply chains, on both a local and global scale. Those
multi-cultural working opportunities and the develop-        challenges might be exacerbated in developing and least
ment of ocean-based and shipping-related industries all      developed countries, if economic growth will not create
over the world. As a global service provider, we care        sufficient jobs to match the demand of a young popula-
about our customers and their cargo. This means that we      tion and a growing labour force. In this respect, our
do not forget that our customers and business partners       approach will continue to focus on supporting govern-
also have responsibilities towards their own customers       ments to address poverty and unemployment rates
and consumers.                                               through the promotion of decent work opportunities for
Our transportation solutions are commercially                all segment of the population, without discrimination.
viable, environmentally friendly and comply with             We will also further invest in programmes and training
the highest health and safety standards. We work             aimed at improving the soft and technical skills of our
in partnership with governments, business partners           employees all around the world, to enhance our contri-
and other relevant stakeholders to increase local            bution to inclusive capacity-­building efforts.
trade competitiveness and countries’ ability to

18         SOCIAL INCLUSIVE APPROACH
MEDLOG
employee,
San Pedro,
Côte d’Ivoire

A GLOBAL BUSINESS
WITH A LOCAL APPROACH

We pride ourselves on our ability to adapt business            expectations of workers as well as the way we benefit
solutions to the local needs of communities, n     ­ ational   from the use of new technologies. In this respect, in
authorities and other stakeholders. With 480 offices           line with our social inclusive approach, our investment
across 155 countries, our customers can rely on our            in innovation promotes the safety and expertise of our
in-depth understanding of the local markets, the dynam-        employees, not their replacement. We continuously
ics of specific trades and any factors affecting the transit   encourage e-learning, especially among women, and
of cargoes. Our approach supports our focus on invest-         support employee mobility and the diversification of
ing responsibly in each country of operation, including        career paths. While digital connectivity can provide
in least developing countries and emerging markets,            new opportunities for countries to increase domestic
promoting business models, services and operational            growth and enter the global economy, traditional trade
activities tailored to ongoing and future local and global     costs related to physical connectivity can still represent
challenges. These include today’s digital and technologi-      a significant barrier for the delivering of goods. This is
cal developments and their impact on transforming jobs         why our strategic focus will also remain on increasing
and trade patterns.                                            our global logistics network and promoting connec-
We must acknowledge that globalisation and digital-            tivity among populations and countries in line with
isation have played a role in modifying the social             national strategies and country-specific needs.

                                                                                 MSC SUSTAINABILITY REPORT 2017       19
CASE STUDY

AFRICA

OUR COMMITMENT
TO AFRICA’S SOCIAL
INCLUSIVE DEVELOPMENT

                                        MSC continues to support a holistic and long-term social
     Lomé Container                     inclusive approach within the African continent. Since
     Terminal, Togo                     the launch of our first route between the Mediterranean
                                        and East Africa in 1971, we have invested extensively in
                                        local recruitment, transport services and infrastructure
                                        to bring inclusive economic and social development and
                                        global trade opportunities to local players. Today, our
                                        local MSC agencies serve 40 African countries, helping
                                        to enhance their role and potential in the global econo-
                                        my. Our liner services, calling at 60 ports every week
                                        and at port terminals in Togo, Côte d’Ivoire, Nigeria and
                                        Morocco, ensure connections between Africa and the
                                        rest of the world. We also invest and manage state-of-
                                        the-art terminals, which, working in collaboration with
                                        our logistics teams, can take any cargo to any location.
                                        Our overall market share, currently at around 21%,
                                        continues to grow significantly year on year, showing
                                        our full support for the development of the continent’s
                                        future.

20          SOCIAL INCLUSIVE APPROACH
Facilitating maritime trade                               of sustainable development. Positive trends, such as
to tackle food insecurity                                 the development of local industries and the agricul-
The MSC’s strategic choice to invest in Africa’s devel-   ture sector, can certainly support Africa’s growth in
opment aligns with the increasing commitment of most      the long term. In this respect, there is no doubt that
African countries to foster trade exchanges within the    the private sector, and especially the shipping sector
continent and beyond, also through the promotion of       and its supply chain, has an important role to play in
the maritime economy. In particular, we appreciate the    addressing some of the obstacles that prevent local
recent efforts put forward of several African countries   African products from reaching more lucrative global
that led to the adoption in 2016 of the Charte de Lomé    markets or meeting food insecurity challenges. MSC
and the expected implementation of a Continental Free     will therefore enhance its network of storage facilities,
Trade Area (CFTA).                                        further increase its offer of an integrated network of
The benefits of a free and efficient flow of goods and    inland and cross-border transportation solutions and
trade extend far beyond the ships and ports themselves.   support cold chain development throughout the conti-
An effective interface between them can improve the       nent, in line with its commitment to the promotion of
lives of people everywhere, especially in the context     the SDGs.

                                                                                           Trucking services
                                                                                           connecting remote areas
                                                                                           and landlocked countries

                                                                            MSC SUSTAINABILITY REPORT 2017        21
MSC Daniela (built 2008),
14,000 TEU. Terminal of
Valencia, Spain

22          SOCIAL INCLUSIVE APPROACH
Investing in infrastructure                                      in recent years we have reinforced our commitment
to improve connections                                           to Africa through dialogue and partnerships with key
West African ports are currently enjoying an ongoing             stakeholders at a national and international level.
positive trend of expansion, modernisation and inter­modal       Nevertheless, challenges for the business communi-
transportation linkages. We observe a continuing rise in         ty remain, as structural projects, such as infrastructure
infrastructure investment from both the private and public       projects, and private investments need to be support-
sectors to link all capitals by road, high-speed rail and air.   ed by key reforms on good governance and innovative
This constitutes a positive outlook for growth, as infra-        financial guarantees to become sustainable in the long
structural development is essential for enhancing African        term. Yet, we are confident that ongoing global efforts
countries’ competitiveness, facilitating trade and achiev-       and initiatives will continue to address current barriers
ing sustainable development.                                     to further investments from the private sector. These
Our investments will continue to focus on terminals              initiatives include the G20 Compact with Africa, which
and related infrastructure, as well as on developing a           is supported by African governments, the internation-
sustainable and integrated transport network, including          al community and Multilateral Development Banks
in landlocked countries (LLCs). This will further facilitate     (MDBs).
the transport of goods and services across and between
African countries, including between urban and rural/
remote areas, as well as from the African continent to the
global market. As an illustration, in 2018 we plan to launch
in Le Havre ro-ro operations from Europe to West Africa,
which will complement our existing dedicated contain-
er services.

Engaging stakeholders to overcome
common challenges                                                                    We have reinforced
The African Union launched a depth transformation
across the continent to further promote local produc-
                                                                                     our commitment
tivity and long-term economic growth. We observe a                                   to Africa’s
new paradigm shift that encourages the participation of
the private sector in strategic plans to foster sustainable
                                                                                     development
development in Africa. To this end, structural changes                               through enhanced
have been considered as necessary and the dialogue
between the public and private sectors has been
                                                                                     partnerships with
enhanced and revitalised to ensure that local needs,                                 key stakeholders
as well as ongoing and future global challenges and
broad development issues facing African countries, are
                                                                                     at a national and
taken into account in business models. In this respect,                              international level.

                                                                                   MSC SUSTAINABILITY REPORT 2017      23
CASE STUDY

LANDLOCKED
COUNTRIES

UNLOCKING THE
GROWTH POTENTIAL

In the past 45 years, MSC’s logistics arm, MEDLOG,            MSC and MEDLOG have jointly provided door-to-door
through its subsidiaries, has invested heavily in the         logistics solutions to local branches of internation-
development of inland infrastructures and the creation        al automotive companies for the ­delivery of knocked
of corridors by using and improving existing logistics        down vehicles from South Africa to assembly plants
resources all around the globe.                               in Rwanda.
As an illustration, thanks to more than 550 dedicated         Moreover, MEDLOG has supported the improvement
trucks, about 50 lifting equipment units, 15 ware­­houses     of Rwanda’s overall infrastructure by transporting
and a presence in 23 African countries, MEDLOG has            bitumen containers to Kigali for building a new inter-
built up an integrated network of road and rail solutions     national airport, which will foster incoming tourism and
to connect landlocked countries (LLCs) and remote areas       air freight flows.
to ports. The services provided have helped to support        In West Africa, MEDLOG is also offering crucial logistics
the development of logistics-related services, enhancing      solutions for the refurbishment of Gao Airport in Mali
employment opportunities and local economic growth.           by ensuring that specific bitumen containers reach Gao
We have also improved food supply and socio-­political        after being discharged in the port of Cotonou (Benin).
stability in collaboration with the International Committee   Similarly, in Niger we participated in projects relating
of the Red Cross (ICRC). Furthermore, we have contrib-        to the construction of a new national road connecting
uted to local operations and programmes promoted by           Tchadoua and Mayahi.
the United Nations in a number of countries, such as          MEDLOG’s assets in Côte d’Ivoire and Senegal (trucks,
South Sudan, Mali, Cameroon, Togo and Central African         trailers, advanced methods for storage, conditioning
Republic.                                                     and containers’ preparation) guarantee that agricultur-
In East Africa, the MEDLOG network ensures that coffee        al products are stored in the best possible conditions
exports from landlocked Burundi, Rwanda and Uganda            before their intermodal shipment to or from landlocked
reach the rest of the continent and the world. In addition,   Burkina Faso and Mali. MEDLOG dry port in Mali offers
                                                              a flexible option to local importers.

24         SOCIAL INCLUSIVE APPROACH
Terminal of
                       San Pedro,
                       Côte d’Ivoire

MSC SUSTAINABILITY REPORT 2017         25
ASE STUDY

OODCASE
     LOGISTICS
        STUDY

           REDUCING POVERTY
           THROUGH FOOD LOGISTICS

NVESTING IN TECHNOLOGY
O FOSTER RESPONSIBLE
ONSUMPTION

          As stressed by the former UN Secretary-General Yet, we should not forget that it is only at the end of the
          Ban Ki Moon1, “everybody in the world benefits from 1960 that the shipment of “cold” food was made possi-
          shipping, yet few people realize it. We ship food, ble thanks to self-refrigerated containers (“reefers”).
          technology, medicines and memories. As the world’s This made possible more trade opportunities, flexibility
 lusive economic
          populationdevelopment        reliesparticularly
                        continues to grow,      upon sustain-       In line
                                                           in develop-    andwith    MSC’sfor
                                                                               profitability   holistic    and social-inclusive
                                                                                                 many, compared      to the limitationap-
                                                                                                                                        of
 e consumption, production and recycling of goods proach, our intention is to keep investing in the latest
          ing  countries, low-cost  and  efficient maritime  transport    the refrigerated   ships  which   were  mainly  used   to trans-
          has an
d resources      asessential
                     set outrole
                               bytoSDG
                                     play in
                                          12.growth
                                                Among and other
                                                           sustainable    port meat, systems,
                                                                    technologies,     dairy products      and fruits.
                                                                                                    processes     and all other ele-
          development.”     The  shipping    sector, and  in particular   Today,
uses, food loss in developing countries is closely ments of the cold chain over thenew    technologies      such   as the
                                                                                                                 next   yearsControlled
                                                                                                                                to make
          the container shipping industry, develops and sustains Atmosphere system and Cold Treatment allow the
 ated to non-trade barriers, ultimately impacting sure that, on the one hand, our customers are offered
          worldwide trade. Thanks to a specialised labour force reefer container to meet the highest safety and quali-
e incomes of small farmers and food prices in local the best transport and storage conditions to their per-
          that works tirelessly day and night both at land and ty standards when transporting all types of “cold”
arkets. Reducing      food loss is one way to limit the ishable cargos and, on the other hand, intermediate
          at sea, the whole sector helps to alleviate poverty by commodities all over the world. The shelf life of exotic
gative effects    of  such  barriers
          decreasing the price         and to address
                                  of commodities     whilefood      and final
                                                            enhancing          consumers
                                                                          and fresh  productsgain     access which
                                                                                                is increased,  to best   quality
                                                                                                                       enables     food.
                                                                                                                                 shipping
curity issues    affecting
          economic     and a  largegrowth
                            social   proportion    ofas
                                             as well  the  pop- The
                                                         standards   of expected
                                                                          companiesincrease       in the
                                                                                       to enter new        global
                                                                                                        markets    food
                                                                                                                 and      demand
                                                                                                                      reach  consumerswill
 tion, especially    in least
          living in both      developed
                          developed          economies.
                                      and developing     countries. pose innew   major
                                                                             every        challenges
                                                                                    country.              that we want
                                                                                               This is instrumental         to take on:
                                                                                                                      in facilitating  the
 MSC weInbelieve
              the lastthat cold chains,
                        decades,           i.e. supply chains
                                   the transportation     of goods the
                                                                     in first one isofproviding
                                                                          transport     every type global
                                                                                                       of food food   supplyincluding
                                                                                                                everywhere,      with ef-
          containers has
at are refrigerated    fromchanged   our lives
                              beginning         dramatically.
                                            to end,  and cool- Flexible   remote
                                                                    ficient        areas,
                                                                            logistic       and in unlocking
                                                                                      solutions      to reachopportunities      for small
                                                                                                                a growing demand,
          and   quick to move,  the container   opened  new   avenues     players,  such  as  farmers
g technology can make a dramatic difference in in- mainly coming from emerging economies: this can be   and  growers.
          and continues to help meet the world’s growing In this respect, MSC has contributed tremendously to
 asing the    supply of quality food and in reducing achieved by further expanding our container fleet and
          demand for goods and food. Almost everything we the development of the world’s maritime network and
 st-harvest food loss, including wasted water, ener- shipping services; the second challenge is tackling
          buy, eat, use and consume every day is transported to inclusive growth around the globe, for example by
  land and labour. For this reason, in recent years we food loss issue affecting most developing countries
          by sea, so all countries and populations in the world increasing its investments in self-refrigerated contain-
ve massively
          rely oninvested
                    maritime in  improving our own cold by further
                              trade.                                              investing
                                                                          ers along    with coldin and     employing
                                                                                                      storage             food-related
                                                                                                                warehouses,       related
atment supply chain – i.e. refrigerated containers,                  and cooling technologies.
        1
          UN Secretary-General Ban Ki moon’s message
rehouses   and depots - to ensure the best logistic
        on World Maritime Day, 29 September 2016
d treatment services to our customers.

           26          SOCIAL INCLUSIVE APPROACH
logistics equipment and services, through its subsidi-        specific trade was accessible mainly by big players with
ary MEDLOG. MSC also operates one of the youngest,            high volumes to trade. Additionally, the reefers support
largest and most environmentally friendly reefer fleets       economies of scale, as fresh commodities can reach
in the world and complies with all relevant interna-          different trade areas, securing food supply availability
tional rules related to freight containers, road and rail     regardless of the season. This means that, in the event of
transportation.                                               low local market demand, it helps to prevent food waste
                                                              and the destruction of excess production as commodities
Creating new opportunities for small farmers                  can be traded in other regions of the world.
Through our wide-scale operations, our worldwide local        As an illustration, in Spain, our investments and strategic
agencies network provides our customers and business          collaborations with small farmers helped to boost export
partners with specialised reefer services tailored to their   rates of dairy products, fruit and vegetables to alternative
needs, whenever and wherever required. Backed by deep         markets. Additionally, through our “Reefer Mediterranean
knowledge of post-harvest treatments, we have been            Project “, as well as in Asia and the Middle East, we offer
targeting, in coordination with farmers and growers, the      local actors broader trade options through our global
expansion of their business through new opportunities.        network, providing them with better return on revenue.
The reefer container can quickly adapt to different capac-    At the same time, we offer accessible, sustainable forms of
ity demands without requiring high levels of minimum          protection, such as ad hoc insurance policies, to minimise
inducement to start and stay in business. This factor         risks and to encourage small farmers to invest in more
enabled its usage by small players, while in the past this    ambitious and inclusive business models.

                                                                                                        MSC Reefer
                                                                                                        Services in
                                                                                                        Ecuador

                                                                                 MSC SUSTAINABILITY REPORT 2017        27
Fostering responsible consumption                                    emissions of F-gases are rising fast, the European Union
and food safety                                                      passed an updated F-Gas Regulation in 2014 limiting their
Sustainable development also relies upon sustainable                 sale and banning their use in refrigeration systems if
consumption. According to the United Nations Food and                more environmentally friendly alternatives are available.
Agriculture Organization (FAO) “hunger is still one of               The ban will apply to commercial refrigeration systems,
the most urgent development challenges1”, yet “rough-                such as reefer containers, from 2020. At an internation-
ly one third of the food produced in the world for human             al level, the Kigali Amendment to the Montreal Protocol
consumption – approximately 1.3 billion tons – is lost or            will enter into force on 1 January 2019 with the aim of
wasted before reaching consumers2”. Food waste and                   reducing worldwide production and consumption of
poor food conservation practices are strictly interrelat-            hydrofluorocarbons (HFCs), the main type of F-gas used
ed to poverty, as they have an impact on food prices in              in refrigeration technology. Partly caused by the stricter
local markets and on the incomes of small farmers, while             regulations, significant increases in the prices of refrig-
also creating barriers for people to access quality food.            erants are raising additional challenges.
Additionally, they might contribute to the increase of               Nevertheless, we have started to make necessary invest-
malnutrition cases around the world, as they bring further           ments in order to comply with the new regulations.
challenges to the poorest households and vulnerable                  Additionally, we have purchased thousands of new
groups in affording adequate food and in implementing                Carrier Transicold NaturaLINE® reefer containers with
healthy habits and nutrition practices.                              natural-refrigerant R-744 (CO2) which is now the best
At MSC we believe that cold chains and cooling technol-              available technology compared to other refrigerants.
ogy can make a dramatic difference in enhancing the
supply of quality food and reducing post-harvest food
loss, including losses related to water, energy, land
and labour. By increasing the supply and affordability
of quality food, reliable cold chains can play a key role
in reducing poverty, fostering responsible consump-
tion and promoting the right to health as set out by the                COOLING TECHNOLOGIES
SDGs. In this respect, we continue investing exten-                     AND PROTOCOLS

sively in the latest available technologies, systems and
                                                                        By controlling oxygen and carbon dioxide levels and
processes for sustainable cold chains, in line with inter-
                                                                        removing the ripening hormone ethylene, our Controlled
national standards and regulations as well as our care
                                                                        Atmosphere systems prevent premature ripening and
for the environment. This also ensures that our custom-
                                                                        reduce deterioration and spoilage. In addition, they
ers are offered the best transportation and cold storage
                                                                        maintain the appearance, freshness and quality of
conditions for their perishable cargoes, and provides the
                                                                        ­perishable foods over longer distances.
highest level of food safety and quality to final consumers.
                                                                        In-transit Cold Treatment protocols are a chemical-free
                                                                        way to eliminate fruit flies and other insects that might
Caring for the environment with sustainable
                                                                        damage the biodiversity and agricultural industries
cold chain technology
                                                                        of importing countries. Our cooling and monitoring
Regulations limiting ozone-depleting substances
                                                                        systems allow us to reliably keep the pulp of the fruit at
(ODS), notably the Montreal Protocol of 1987, led to the
                                                                        the required temperature for the exposure period speci-
widespread use of fluorinated gases (F-gases) in many
                                                                        fied in the protocols, which vary depending on the fruit
industrial sectors. These man-made gases have a high
                                                                        and importing country.
Global Warming Potential (GWP), ranging from about
12 to 14,800 times greater than carbon dioxide (CO2). As
1
    Source: http://www.fao.org
2
    Source: http://www.fao.org/save-food/resources/keyfindings/en/

28             SOCIAL INCLUSIVE APPROACH
MSC Reefer Services

                      CARRIER TRANSICOLD NATURALINE® REEFER CONTAINER

                      The GWP=1, R-744 (CO2) refrigerant          ­polyurethane foam blowing agent
                      will enable us to avoid using inter-        technology used in the NaturaLINE®
                      mediate refrigerant solutions that will     unit offers high insulation ­properties
                      need to be phased out in any case           without contributing to GWP.
                      within the 15-year lifespan of the          When the NaturaLINE® unit ­reaches
                      units.                                      the end of its useful service life, it
                      The NaturaLINE® reefer’s ­outstanding       is nearly entirely recyclable. Its 95%
                      energy efficiency can reduce                ­recyclability rate has been attest-
                      shipboard demand for ­electricity,          ed by the Underwriters Laboratories
                      thus conserving fuel and reducing           (UL), the largest and best-known
                      emissions related to power gener-           independent, not-for-­profit testing
                      ation. Moreover, the zero-GWP               laboratory in the world.

                                                             MSC SUSTAINABILITY REPORT 2017                29
REEFER CARGO OVER TIME

 1876                   1877               1879                  1882                 1902                Early
                                                                                                          1960’s

 A plant was            The first suc-     The Anchor            Refrigerated deep    Lloyd’s Register    Shipping lines
 installed in a         cessful shipment   liner Circassia,      sea shipping         recorded 460        developed insu-
 sailing ship, but      of meat under      ­equipped with        takes off with the   ships with refri-   lated containers
 it was a failure.      chemical refri­    a cold s­ torage      first successful     gerating plants,    commonly known
                        geration was       machine,              attempt to carry     mostly transport­   as ‘porthole
                        ­carried by the    ­success­fully car-   frozen meat from     ing meat, butter    containers’.
                        S.S. Paraguay      ried chilled meat     Buenos Aires to      and fruit.
                        from Buenos        from America to       Marseille.
30            SOCIAL INCLUSIVE APPROACH
                        Aires to Rouen.    Europe.

Source: Drewry Reefer Shipping
Market Review and Forecast 2016/2017

30            SOCIAL INCLUSIVE APPROACH
MSC reefer
                                                                                                             containers at
                                                                                                             the terminal of
                                                                                                             Valencia, Spain

Early                 Late                  Early               2000                    2016                  2020
1960’s                1960’s                1970’s

Multi-temperature     The first refri-      The first reefers   Seaborne reefer         Seaborne reefer       Seaborne reefer
reefer ships intro-   gerated marine        with integrated     trade reaches           trade rises to 111    trade estimated
duced, capable        containers were       cooling units       60 million tonnes.      million tonnes.       to reach 120
of transporting       developed, based      came to life.                                                     million tonnes
different types of    on converted                                                                            with a 2.5%
commodities at        truck units. Reefer                                                                     ­annual growth
the same time.        containers fol-                                                                         rate.
                      lowed, each with
                      its own cooling
                      unit and temper­
                      ature control
                      system, bringing
                      unprecedented
                      flexibility and
                      profitability.

                                                                                     MSC SUSTAINABILITY REPORT 2017             31
MSC Laurence (built 2011),
12,400 TEU. Terminal of
Seattle, Washington (USA)

32         MSC’S COMMITMENT TO THE ENVIRONMENT
CREATING SUSTAINABLE VALUE

       MSC’S
 COMMITMENT
      TO THE
ENVIRONMENT

     MSC SUSTAINABILITY REPORT 2017   33
MSC vessel at
                                                             the Terminal
                                                             of Valencia, Spain

PROTECTING OUR PLANET:
A GLOBAL CHALLENGE

The adverse impacts of climate change have become
more evident in recent decades and are increasing-
ly affecting our planet and all human beings globally.
According to the Office of the High Commissioner for
Human Rights (OHCHR), climate change disproportion-
ately affects vulnerable people and communities already
in disadvantaged situations due to various factors.
Tackling climate change challenges is therefore at the
top of the international community’s agenda.
With the signing in 2015 of the Paris Agreement,
countries have agreed that temperature rises should
be limited to no more than 2C above pre-industrial levels
and that this will urgently require a global response
from all stakeholders. Although the shipping sector
is recognised as the world’s most cost-effective and
energy efficient mass transportation method, account-
able for only around 2.5% of global carbon emissions,
it is subject to a challenging new set of technical and
operational measures to further reduce emissions, as
per international regulatory requirements.
The shipping sector has been affected by weaker global
demand since 2009. In spite of this, the internation-
al community predicts greater seaborne trade due to
the estimated growth of national GDPs as well as the
growth of economic and population trends towards 2050.
As a consequence, shipping emissions are expected to
increase between 50% and 250% by 2050 if no measures
are taken to mitigate climate change. At the same time,
maritime transport’s outlook continues to be shaped and
affected by uncertainty, increasingly challenging market
conditions, fluctuant oil prices and global socio-economic
factors and trade policies. The whole sector is therefore
under pressure to address ongoing and future challenges,
including increasing financial challenges, and to secure
sustainable solutions while remaining competitive in the
global market. MSC is investing heavily in a number of
technical solutions to meet or exceed the new regula-
tions, finding innovative solutions and continuously
improving its environmental performance.

34         MSC’S COMMITMENT TO THE ENVIRONMENT
HOW SHIPPING COMPARES                                                  Source: 3rd IMO
WITH OTHER TRANSPORT METHODS                                           GHG Study 2014
CO2 emissions by mode of transportation, CO2 g/km

    Air: 560 g             Road: 45 g               Rail: 18 g              Sea: 3 g

                                                MSC SUSTAINABILITY REPORT 2017         35
OUR STRATEGY FOR CLIMATE CHANGE
& ENVIRONMENTAL SUSTAINABILITY

MSC’s environmental strategy and approach to sustain-           fuel consumption and therefore improve our energy
ability demonstrate a clear commitment to running a             efficiency.
responsible business while respecting the environment           We continuously monitor our environmental perfor-
and embracing precautionary efforts to mitigate broad           mance and have implemented a number of operational
global climate change impacts.                                  measures to further reduce our CO2 emissions to meet
To achieve its vision, MSC promotes a strategic focus           expected new regulations, including those to be adopt-
on cleaner seas, land and cargo through massive invest-         ed by the International Maritime Organization (IMO).
ments in innovative low-carbon technology, energy               Our overall strategy involves an investment of approx-
efficiency and operational efficiency. Additionally, MSC’s      imately USD 1.5 billion. This enormous financial
modern, green fleet was greatly enhanced in recent years        commitment was made possible by MSC’s growing
by a retrofitting programme. We have invested extensive-        and stable economic performance as well as by the
ly in the latest generation of marine technologies, such        continuous support of key financial institutions.
as new energy-efficient propellers and bows to reduce

 REGULATION                            AIM & ENTRY INTO FORCE                      MSC’S RESPONSE

 IMO 2020 enhanced global              Enhances existing limits for sulphur        Installation of Exhaust Gas Cleaning
 sulphur limit (MARPOL Annex VI,       content in marine fuel to reduce            Systems (ECGS); evolving fuel strat-
 regulation 14)                        emissions of sulphur oxides and other       egy including use of Low Sulphur
                                       pollutants. Entry into force: 1 Jan 2020.   Fuel Oil (LSFO); advocating for shore
                                                                                   power supply.

 IMO Ballast Water Management          Sets standards for proper manage-           Installation of advanced ballast water
 Convention                            ment of ballast water and sediments to      treatment systems across entire fleet.
                                       prevent the spread of harmful marine        Newbuilds designed to need minimal
                                       species. Entry into force: 8 Sep 2017.      ballast water.

 IMO Energy Efficiency Design Index    Specifies a minimum efficiency level        All newbuildings meet or exceed
 (EEDI) (MARPOL Annex VI,              per capacity mile according to ship         EEDI standards; continuous invest-
 regulation 4)                         type and size, for ships 400 GT or over.    ment in latest technologies to raise
                                       Entry into force: 1 Jan 2013.               energy efficiency performance.

 IMO Data Collection System (DCS)      Requires collection of fuel consump-        Advanced data acquisition and
                                       tion data for ships 5,000 GT or over as     analytical software developed
                                       part of the mandatory Ship Energy Ef-       in-house and installed across fleet.
                                       ficiency Management Plan. Entry into
                                       force: 1 Mar 2018 for data collection
                                       from 1 Jan 2019.

 EU Monitoring, Reporting &            Requires collection of CO2 emissions        Advanced data acquisition and
 Verification (MRV)                    data for ships over 5,000 GT calling at     analytical software developed
                                       EU/EFTA ports. Entry into force:            in-house and installed across fleet.
                                       1 Jul 2015 for data collection from
                                       1 Jan 2018.

36         MSC’S COMMITMENT TO THE ENVIRONMENT
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