sustainability action plan 2013

SUSTAINABILITY
ACTION PLAN
2013
January 2013
Content
Endorsement4
Maersk Tan
kers A/S and
Broström Su
stainability
P
At Maersk
Tank er s an
d Br os tr öm
sust ainabl e
we recognize
fu ture is in
that a
tegr al to th
our busine
developmen
e w ay we co
ss . We pl ac
t by means
nduc t
e
a high prio
of managem
safe ty and
and motivat
rity
ent commitm
on the heal
security of
ing our empl
th,
ent
our empl oy
oyees. We ai
well as on
re
du
ce emis sion
ee s and as
m to contin
the wellbei
se
s,
uously
ts as
optimise ou
ng of all th
or aff ec ted
sp
r operations
ill s, zero incid
ose cont rib
by our oper
, have zero
ents, avoid
ut ing to
at ions . We
harm to the
the pr ot ec
to find inno
ar e committ
environmen
tion and co
vative and tim
ed to
t, and
nser vation
ely solutions
and we ai
of
the envir on
for improvem
m to in tegr
men t
ent.
at e sust ai
corpor at e
W
e
recognize th
nabl e thin
social re sp
king and
at our oper
onsibility in
at ions ar e
pr oc es se s
have a gl ob
to all our
fa
and busine
r
re
al
aching and
in fluence. W
busine ss
ss relations
ith this in
and compe
dilig en tly w
hips . Empl oy
mind, we w
tencie s ar e
ith our empl
ee sk ill s
de veloped
or k
oyee s, loca
aw ar enes s
in
te
by
rn
cont inually
at ionally re
l communiti
and impart
cognized bo
raising
es and
men t of tr ai
di
fa
es
ct or s ar e in
ning .
to ensure th
tegr al to ou
at social
r busine ss pr
We pr omot
incipl es .
e the health
,
sa
fe ty and se
empl oyee s
W
e
as
su
curity of al
re consis te
throug h man
l our
nt and best
ag ing risks
pr udence an
services to
-in-class qu
and change
d pr omot in
ex ternal an
ality in our
s w ith
g a st rong sa
d internal
object ive of
effi
cient yet
fe ty culture
customer s
Maersk Tank
safe operat
. It is the
through
er
s
ions and
and Br os tr
a safe wor
monitoring
the contin
öm to pr ov
kplace w ith
of our perf
uous
ide
ormance. W
zero wor k-re
pr omot e go
im
pr
ov
e
la
pr
em
ted injurie s.
omote cont
ent as a prin
od oc cupa
inual
We
cipal driver
tional heal
lif es ty le for
pr
ac
by
tices and th
th and a
knowledgeall our empl
healthy
e timely re
sharing
oyee s.
view of ou
sy stems whi
r managem
le alway s m
ent
ee
tin
g or exceedin
It is our po
le
gi
sl
at
iv
e
lic y that no
and regulato
g all applic ab
empl oyee,
ry requirem
le
shall be un
co
en
nt
ts.
ract or or vi
der the in flu
sitor
ence of al co
onboar d ou
This Polic y
hol or dr ug
r ve ssel s.
st
at
emen t is in
s w hile
Principl es of
suppor t of
Conduc t. Th
the Maers
k
e Maersk Ta
We contin
Su
st
ai
nk er s and Br
na
bility Ac tio
ue to mai
os tr öm
n
nt
Pl an suppor
ain our st
protec tion
th
is
po
ro
ts
ng focus on
lic y.
the ambitio
of the en
ns of
the
vironment
and sust ai
nable
Tommy Thom
assen
VP, Head Of Te
chnical Opera
tions.
Maersk Tank
ers
Hanne B. Sø
rensen
Chief Execut
ive Officer
Maersk Tank
ers A/S
olicy
Technical Operations: Vision and mission
5
Roadmap 2013: Sustainability Strategy Update 6
Sustainability compass
8
Health, Safety, Security, Quality and Vetting 10
Fuel optimisation: Working with innovation 14
Environment and CSR 16
Crewing20
Technical Operation
22
Group core values
24
Page 4
Page 5
Endorsement
At Maersk Tankers we recognize that a sustainable
future is integral to the way we conduct our business.
With this in mind, we work diligently with our
employees, local communities and internationally
recognized bodies to ensure that environmental and
social factors are integral to our business principles.
During the last years, Maersk Tankers has worked
continuously in improving our sustainability performance and reaching targets. Up to now, 80 percent
of our focus has been on risk, making sure that we
are always fully covered, and only 20 percent focus
on the actual opportunities lying within. Today we
can conclude that our efforts shows good results,
having programs in place, leadership within the
tanker industry established and cost savings on
resilience and risk managed – in other words, MT are
ready to take the next step and increase opportunity
focus, starting by engaging external partners and
customers.
The time to position ourselves is now, if we want
to be a competitive company in the future. Maersk
Tankers need to ensure that our performance
results and focus on sustainability is presented
to customers. This focus on sustainability is not a
waste of time, but rather a matter of timing.
For most companies, sustainability is still a nascent
discipline. However, it is a fact that a sustainable
“change-of-attitude” has evolved significantly over
the past decade, and the interest is becoming
more and more inevitable; an increasing number of
our customers are now implementing responsible
procurement programs of their own and increasingly
turn to suppliers with high sustainability ratings and
standard.
As we have our own house in order, MT can now move
towards engaging customers on this issue and align
ourselves with their ambitions and strategies. Activities involves among other things establishment of
partnerships with e.g. NGO’s, local government units
and piers, to set minimum levels of requirements
as well as discuss and agree with customers on a
definition of responsible tanker business.
By asking customers how they are going to manage
their sustainability strategy when it comes to
choosing suppliers, we can learn how to hook them
on Maersk Tankers initiatives and projects and get
an early advantage compared to our competitors.
It can be difficult to determine the exact value
from engaging sustainability, although we do see
commercial benefits from addressing strategic
planning and programs for risk and resilience; cost
savings from e.g. implementation of new efficient
technologies reducing fuel consumption, or less
lost-time accidents increase our on-board productivity.
We feel confident that by leading the way, Maersk
Tankers will not only be able to help lift the bar in the
industry but actually also create future standards,
giving our organization a strong competitive edge
and commercial advantage at an early stage.
Best regards
Tommy Thomassen
VP, Head Of Technical Operations.
Maersk Tankers A/S
Page 6
Page 7
"Our vision is to be best in class and be
the recognised industry leader by our
customers, providing second-to-none
safe, sustainable and cost-efficient cargo
transport solutions through innovative
design and engaged employees"
Technical Operation
Maintain a high communication level
of all information required for safe
and efficient operations to management team
To ensure optimal vessel management and operational efficiency
Align operational management with
business goals and strategy
Technical Operations: Vision and mission
Maersk Tankers Technical Operations consists
of the Technical Fleet Groups focusing on daily
technical operations of the fleet, Marine Standards,
which provides support on matters related to HSEQ,
vetting and Sustainability, and a Crewing function
which manages our daily crewing activities.
We will deliver best-in-class technical management
by meeting or exceeding customer and industry
requirements. Our fleet will be operated cost-effectively with a focus on reducing our environmental
footprint and ensuring the health and safety of our
employees.
Health, Safety,
Security, Quality
and Vetting
Crewing
To maintain competitive advantage
in the marketplace by creating a
more customer-focused organization and finding new ways of
lowering costs.
To gain access to the most
attractive customers and cargoes by
ensuring to offer top-quality services.
TO
HSSQ
& VET
CRW
ENV &
CSR
Promoting the health of our
employees through suitable working
conditions and healthy lifestyle
options.
Ensuring a safe and controlled
working environment for our
employees and those associated
with our business.
Maintaining the security and safety
of
our employees, their personal
property and our assets at all times.
Improving process effectiveness.
Environment
and CSR
Fully integrating Sustainability into
the Maersk Tankers organization.
Being the sustainable leaders in
our industry and standardising the
quality of our pools.
Collaborating with strategic partners
to raise the bar in our industry.
Page 8
Page 9
Industry Profile: Illustration of the tanker shipping market and the factors that drive demand and supply.
Factors that affect the transport market
Factors driving demand
Factors driving supply
Macroeconomic and political factors
• Economi growth • Industrial production
• Trade patterns • Energy & environmental policies
• Trade policy issues• War & conflicts
Newbuildings
Shipyard capacity • Labour costs
• Prices of input goods • Vessel prices
• Interest rates • Access to capital
Energy market
Oil • Coal • Natural gas • Nuclear power
• Hydroelectric power
Transport capacity
Size of global fleet • Newbuilding rate
Scrapping rate • Age structure
• Environmental and safety issues
Oil market
Refinery utilisation • Refinery locations • Regional
imbalances • Stock levels • Spot and forward prices
• Industry structure
Shipowners and logistics operators
Service offer • Contract forms
• Geographic concentration • Ownership
Roadmap 2013
Sustainability Strategy Update
Maersk Tankers Technical Operation strives
for continuous development of the business´
sustaina¬bility strategy and it is our belief that this
work needs to be championed from all parts of the
organization, including top- management commitment: Social and environmental decisions need
to be integrated in every business aspect,
both technically, commercially and operationally, and the communication of our sustainability
First HSE report
2008
Environmental
Strategy
Membership of
Global Compact
signed
Anti Corruption
Programme
launched
2009
Sustainability Action Plan
published
Member
of WEF
strategy needs to be strong and consistent. This will
eventually be the key in evaluating the success of
integration as well as identifying the areas that still
need improvements.
Living our own Group Core Values, we are working
on leading the industry´s way towards greater and
sustainable performance, first and foremost by
ensuring good and responsible business practices
throughout our value chain.
Global Labour
Principles
launched
2010
Materiality issue
and stakeholder
identification
The tanker shipping market
First Annual
Group Sustainability Conference
Member of
the Logistics
Emergency Teams
(LET)
Responsible
Procurement Member of UN
Programme Global Compact
launched
LEAD
Climate Change
Strategy approved
2011
Whistleblower
Programme
launched
BP
Award x2
CARBON PACT, 3D
BENKERT ENVIRONMENTAL
AWARD WINNING
MACN WORKGROUP
DESCRIPTION
In April 2012, Maersk Tankers became the
first tanker company to sign a Carbon Pact
agreement with a major oil company – our
customer Statoil. The pact calls for a 10%
relative reduction of the footprint of Statoil’s
voyages over a three year period (20122014). As part of the pact we will engage
with Statoil in technical, operational and
commercial workshops to optimise the
shared benefits of the pact.
US Coast Guard’s Admiral William M.
Benkert Environmental Protection
Award, Florida USA, May 2012:
Maersk Tankers wins a silver award
in this prestigious competition
based on “outstanding efforts to
protect the marine environment”
in the category “ Foreign Vessel
Operations, Large Business”.
As co-founder and active
participant in the Maritime
Anti-Corruption Network (MACN),
Maersk Tankers are taking the
lead on developing information,
training material and courses
for ship owners and seafarers,
focusing on bribery, facilitation
payments and agents.
2012 Carbon
Pact with Statoil
USCG, Benkert
Environmental
Award
Member
of WOC
(World Ocean
Council)
Member
of MACN
(Maritime Anti
Corruption Network)
Combpack Risk
Assortment in CSR
(Corporate Social
Responsibility)
2012
Mærsk Sustainability Reporting
Guidelines
First Annual
Executive Sustainability Day - focus
on Safety
Group Health and
Safety Strategy
approved
3D Thinking introduced - Carbon Pact
New CO2
Follow up on
concept published as story example in
target set:
materiality
Group Sustainability Report 2012
20% reduction assessment
by 2020
(2010 baseline)
2013
10.9% CO2
reduction
(2010 baseline)
Development of
new Environment &
CSR strategy
Page 10
Page 11
Sustainability
compass
Copenhagen
TECHNICAL OPERATION
Our Sustainability Performance is being monitored
through the Marine Standards Balanced Scorecard and
KPI (Key performance indicator) system.
Performance
2011
Performance
2012
Target 2013
CAPs
0,85%
4,33%
0,85%
Rejections per vessel per year
0,70
0,48
0,70
Main Engine SFOC
103,24
103,52
106
ME Cylinder Oil Consumption
2,08
1,9
3,00
Technical Off-service
0,99%
0,44%
0,55
Paris
New York
Seoul
Shanghai
Mumbai
Singapore
Rio
The Sustainability Compass is the visual appearance
of the balanced scorecard which reflects Maersk Tankers’
performance throughout the year and highlights our areas of
improvement and risk when it comes to sustainability issues.
TO
CREWING
Performance
2011
Performance
2012
Target 2013
Performance related terminations
-
-
0,008
Sea Staff attrition rate
7,50
0,065
0,075
Back to Back crewing for officers
( Same ship)
0,60
0,64
0,7
On Time Relief
0,90
0,97
0,95
Matrix Compliance
-
0,98
0,96
Document compliance
(Red Flag error report)
0,75
0,96
*The target is based on Technical Vessel Index and relative to 2007
baseline
**Internal Inspection Frequency” should be 2 inspections per year at
intervals not exceeding 6 months
HSSQ
& VET
CRW
ENV &
CSR
0,95
ENVIRONMENT AND CSR
Performance
2011
Performance
2012
Target 2013
Oil Spill Frequency
0,002
0,016
0,005
Relative CO2 emissions*
4,38
0,045
-0,08
% Garbage Landed at Green Ports
8,15%
27,3%
30%
Average waste generated per vessel
per day
0,211
0,180
0,172
No. of Supplier CSR audits
-
3,00
5,00
HEALTH, SAFETY, SECURITY,
QUALITY AND VETTING
Performance
2011
Performance
2012
Target 2013
LTI Frequency
1,12
0,97
0,8
TRC Frequency
3,37
2,56
2,5
Security Observation & Non -conformities -
-
2
PSC Deficiencies per inspection
0,8
1,1
0,5
No. of ISM deficiencies
-
3,40
0,5
SIRE observations per inspection
-
-
5,5
PSC inspections with NIL deficiencies
-
-
70%
"What you don’t measure
you cannot manage."
Tokyo
Page 12
Health, Safety,
Security,
Quality and
Vetting
Page 13
Where we’re aiming in 2013
In 2013, we shall concentrate on following initiatives:
TO
HSSQ
& VET
CRW
ENV &
CSR
• Continue development of ‘Maersk Tankers’
standards incorporating our values, best industry
practices, learning from audits & inspection and
our experience in the past.
• Detailed analysis of our Ship Inspection Report
Program (SIRE), Tanker Management and Self
Assessment (TMSA), Incident and accident data
to spot trends and formulate action plan for
continuous improvement.
• Education of our sea and shore based colleagues
in carrying out detailed risk analysis for routine/
non-routine activities shall go long way in having
resilient operations.
• Continuous improvement of our processes and
development of employees to lay strong foundations for building resilience into our operations.
Two editions of Safety Awareness Week
(SAW) were launched this year with slight
amendment to the format basis the
feedback received from the vessels. This
continues to be a success story with
accidents showing sharp dip in the
immediately following weeks.
Onus is onto us to eliminate avoidable expenditure
and avoid rejections which cause financial and
reputational grief to the company.
Key Actions and Success in 2012
• Safety performance is headed in the right direction
with LTIF and TRCF showing the lowest ever
figures for us. With an industry average of an LTIF
of 1.2, we are well below this figure and close to
our targets.
• 8 of our vessels getting NIL observation during
SIRE inspection. This gives us the assurance that
we have both men and machines within our fold to
deliver absolute perfect results.
• SIRE Helpline continues to lead our actions for
lowering the frequency of repeat SIRE observations.
• Vetting bonus incentive scheme (VBIS) launched
to reward good performance during SIRE inspections.
• A revamped version of Vessel concise guide to
SIRE inspections launched to provide unified
reference document for structured preparation for
SIRE inspections.
• Maersk Tankers continued to contribute towards
Best Management Practices for protection against
Somalia based piracy (BMP) publication.
Page 14
Page 15
Health, Safety and Quality Projects 2013
Vetting and Marine Operation Projects 2013
Title
Description
Actions
Title
Description
Actions
Superintendent’s vessel visit Package
Superintendent to be actively involved in
imparting training to ship staff during the
visit to raise awareness and impart necessary practical education in a shipboard
environment.
Unified checklist to be develop to cover all
aspects of MIRE, ISM, ISPS, ISO and MLC to
avoid duplication
Training department to prepare catalogue
of training to be imparted during vessel
visit. Where required Superintendent to
be trained in the subject.
Customer like analysis of data and
trends from SIRE & PSC* inspections, TMSA reviews and Incidents.
To carry out exhaustive trending of data, as
done by our customers to get an outside-in
view of our performance
Best Practice Sharing
To share best practices observed during
internal audits
VIMS & ShipNet
The switch between VIMS and ShipNet to
be turned on to have one mean of follow
up.
VCR
Vessel conditions report (VCR) module
in ShipNet for ‘at a glance’ view of vessel
hull condition
Increase visibility as a quality operator
and seek feedback for improvement of
the system.
Templates to be created and handed over
to GSC to carry out detailed analysis. Action plan on the analysis to be developed
by Marine Standards.
To generate visual templates for various
locations on board and share best practices
coming from industry and internal audits.
Each observation to be raised during audits/inspections to be followed up either
in ShipNet or VIMS to avoid duplication
of efforts.
VCR module to be rolled out in ShipNet
as means of monitoring of ship’s hull and
deck condition on monthly basis.
Once in a year visit to major customers’
vetting department to be made by Marine
Standards. Participate in joint sales meetings, workshops, conferences arranged by
Maersk Tankers or customers.
Unified Checklist for audits
Risk Assessment Library
Root cause analysis tool
Safety Campaigns
MLC
Oil Spill Campaign
CR* has been created for VIMS# software
update to allow tagging of questions to generate different checklists from same source
questionnaire
A generic risk assessment library to be
Generic risk assessment library to be
created from shore side for reference by
created from shore side and rolled to the
the vessels for undertaking routine tasks. vessels. Vessels to make it ship specific
Root cause analysis tool to be improved
Root cause analysis tool to be re-develto capture various issues that are raised
oped within ShipNet and released for use
from a drill down approach.
by end 2012 for more detailed trending.
Safety Campaigns to be run as part of
Campaigns on matters such as Working
the Safety Awareness week to increase
at Height, safe manual handling to be run
awareness and engage the seafarers.
during the course of Safety Awareness
week run every quarter.
MLC shall come in force in Aug 2013. Ves- Superintendents to be trained in MLC
sel audits need to be performed for verify- audits. Checklist to be incorporated in
ing compliance
ShipNet for performing audits.
An oil spill campaign to be run to reduce
Run an oil spill campaign to raise awarethe number of contained oil spill
ness and preventive measures for oil
incidents.
spills.
* CR: Change request
#
VIMS: Vetting Inspection Management System)
Security Projects 2013
Title
Description
Actions
CSO** Drill Module
CSO drill module for all vessels to be completed, where vessels can select scenario
and initiate drill without CSO intervention
ISPS internal and external audits to be
closely monitored
Procedure to be created in ShipNet.
ISPS## Audits
** CSO: Company Security officer om
##
ISPS: International Ship and Port Facility Security
Internal audits - 2 or less observations per
inspections. External Audit – NIL observation
Customer visits and visibility
* PSC: Port State Control
Page 16
Page 17
Hull Cleaning
Savings in Total, Year-to-date October,
Environmental Baseline 2010-2012
Total Fuel Oil Savings = 71.000 MT HFO
Total Emission Savings = 224.000 MT CO2
Reduce the excess consumption due to hull fouling
by a combination of scheduled visual inspections
3600 mt FO
and structured monitoring the vessels speed
11200 mt CO2
performance and taking action when required.
Propeller Polish
VLCC SSS
Reduce the excess consumption due to Propeller
fouling by a combination of scheduled cleaning
2200 mt FO
intervals, visual inspections and a structured
7000 mt CO2
monitoring the vessels speed performance.
21300 mt FO
66900 mt CO2
Continuous Super Slow
Steaming around 10% MCR
(Max Continuous Rating)
primarily in Ballast.
Base Load
reduction
Reduction of the normal power demand of running
the vessel by monitoring the and daily comparing
the base load to a temperature dependent model
value.
15000 mt FO
46900 mt C02
Fuel optimisation
Working with
innovation
Innovation is a fundamental part of modern
business. If you don’t innovate, you stand
still. In today’s world, standing still means
going backwards as others keep moving
ahead.
At Maersk Tankers, we are working together with the
innovation department consisting of a team of
Marine Engineers, Naval Architects, who work on
“outside the box” ideas and projects of varied nature.
A strong focus is energy efficiency, which goes hand
in hand with improved environmental performance.
"The chart shows the total savings on carbon
emissions (CO2) and Fuel Oil (FO) for some of the
major 2012 projects."
Non VLCC SSS
6500 mt FO
20600 mt CO2
Primarily Non Continuous
Super Slow Steaming around
10% MCR (Max Continuous
Rating) primarily in Ballast,
where vessels with Mechanical
Engines perform SSS when
possible using a 20hr/4hr split
between SSS and ECO speed.
Projects and
savings YTD
October 2012
Propeller Boss
Installation of PBCF’s on existing vessels to reduce
the Main Propellers losses due to the Vortex
effects. 5 vessels are presently fitted with PBCF
270 mt FO and we expect more to be installed.
Cap Fin
840 mt C02
CLO Cons
800 mt
Reduction of CLO consumption, by closely monitoring the specific CLO consumptions and comparing
to model values. Advising Fleet groups and vessels
on correct adjustments when necessary.
Others
• Reduction of Fuel consumption on Boilers at sea.
2400 mt FO • Improvements on the ME and AE SFOC (Specific
Fuel Oil Consumption)
7500 mt C02
• Reduction of Inert gas consumption in Port.
• Reduction of Boiler fuel consumption on voyages
with heated cargo.
Speed
instructions
20000 mt FO
63000 mt CO2
Reduction of speed by improving speed instructions, better voyage planning, Optimizing Slow
speed performance (40 – 60 % MCR), Challenging
Normal CP speeds.
Page 18
Page 19
Environment
and CSR
Where we are aiming in 2013
TO
HSSQ
& VET
CRW
ENV &
CSR
• Energy Efficiency of our assets to reduce environmental impacts through improvements on
vessels to meet our Climate Change (CC) target.
A Ship Energy Efficiency Management
Plan (SEEMP) has been developed for all
Maersk Tankers’ vessels to be in compliance with IMO requirements.
Each SEEMP is unique and specific
for each vessel. The plan contains all
measures taken to improve energy performance of the vessel. The plans has been
incorporated into VPMS which is already
used to monitor and improve the energy
performance of the fleet.
• Measures to prevent spills and increase Marpol
Awareness
• Reducing Environmental Impacts through
improved chemical/waste management
• Utilize the facilitation payment insights from
2012 to create joint initiatives to reduce their
demand in 2013
• Increase the scope of vendors and business
partners to be included in the Responsible
Procurement program
Key Actions and Success in 2012
• Total CO2 reduction of 10.9% from a 2010 baseline
based on optimisation projects.
• Developed tariff cards for the NEU region as a
measure to reduce the cost of landing waste.
• KPI’s defined and integrated for commercial and
operational desks to measure CO2 efficiency;
Energy Efficiency Operational Index
• Rolled out the Responsible Procurement Program
to selected vendors and business partners.
• Introduced new KPI (EEOI) and reporting format
for the Handytankers pool partners.
• A structured report on facilitation payment is in
place to further strengthen our commitment in
tackling bribery issues.
• Submitted the first Carbon Pact Performance
Report for signed-up customer Statoil.
• ELearning course on Environmental Management
and Compliance has been rolled out.
• Achieved the target of 5% reduction in average
waste per day and increasing % waste landed at
green ports by 5% ahead of time.
It is recognized that a strategic approach to Environment and CSR, with a long-term perspective, can
have a positive effect on our bottom-line, help
us maintain our good image and strong customer
base which should increase our top line. In working
more strategically and formalized with CSR, we can
get a competitive edge in attracting new
business opportunities.
EEOI: Energy Efficiency Operational Index
EEOI = g CO2 / tonnes cargo* km
Developed by IMO (International Maritime Organisation) as
indicator of energy efficiency of a ship in operation
• Increase employee engagement and encourage
sustainable thinking within MT by arranging
periodic visits to the Non-Governmental Organisation (NGO).
We will do this by:
• Engaging proactively with clients and other
external stakeholders communicating our initiatives, performance and value proposition and by
communicating positions concerning critical
environmental and climate change issues
• Engage in setting industry Environmental
standards that will improve the performance of
tanker operations
• Raise internal Environment and Climate Change
(E&CC) awareness through communicating initiatives and performance, awareness & specific
training programmes.
Page 20
Page 21
Environment Projects 2013
Title
Description
Actions and target
Title
Description
Actions and target
Reduce air emissions
Reduce CO2 exhaust emissions per
cargo unit x nautical mile by 15% by
31st December 2015 from 2007 levels.
Work with Technical and MMT to highlight
Energy Efficient Assets
Support and Drive optimization projects in
the following areas.
Environmental reporting & industry standardization
Verification Audit of our Environmental
Reporting Process
Independent verification of our Environmental Reporting System
SOx
Plan use of energy, technology
and transport to achieve maximum benefit for minimum expenditure of resources.
Continuously reduce environmental impacts of tanker vessel operation.
Minimise oil pollution risks
Reduce oily water discharge from
daily vessel operation
Zero incidents which have impact on sea
or land from fuel, oil transfer and operation of equipment.
Ensure Environmental Compliance Training is Complete Shore side and Offshore.
Enhance ballast water management.
Evaluate ballast treatment technologies
on tanker vessels.
Reduce environmental impact of
waste disposal
We want to reduce costs associated with
waste disposal, and engage with these to
develop best practice sharing and standard operating procedures between local
and global units.
Chemical Management
Reduce environmental impacts from
chemicals
· Mapping current initiatives and approaches
· Developing a "green vision" for our assets
· Cargo Heating
· Load and discharge operations
Implement KPI’s on Energy Efficiency for
Technical, Commercial and Operational
Desks.
Set up best practice guidelines for use of
Incinerators based on Safety and Environmental guidelines
Investigate possibilities in exhaust gas
recirculation and scrubber technology
through the Marine Fuel Forum
Ensure Quarterly trending of all MARPOL
Impacts to ensure we target areas for
improvement
Liaise with Operational Desk to ensure we
manage vessels as effectively as possible
Ensure proper and credible environmental Work within Industry to ensure a methodbenchmarking for tanker vessels.
ology for environmental benchmarking is
in place and available.
TC in and Pool CO2 emissions
Map of Pool Partner/TC in vessels to ensure commercial desks can view potential
vessels from an Energy Efficiency point.
CSR Projects 2013
Title
Description
Group Standards
Basis the UN Global Compact and other
legislative requirements, Maersk Tankers
must ensure all applicable programs are
implemented.
Initiate MARPOL awareness campaign
focusing on minor spills.
Anti-Corruption Programme
E Learning Course to be completed by all
crew on board, focusing on Environmental
Compliance and the on-board role of the
Environmental Officer on the Safety Management Team.
Ensure all vessels have anti Fouling Management Plans
Communication
Update guidelines on voluntary zero
dumping procedure in ShipNet
Investigate the link between costs of landings and green ports and prepare proposal
for cost reduction of landings.
Prepare tariff cards for European and
Asian ports
Map the possibilities of establishing a
system that monitors our chemical consumption on vessel specific basis, both
in order to improve working environment
and environment in terms of substitution,
but also to identify possibilities of cost
optimization in terms of identification of
points of over consumption.
Human Rights
Responsible Procurement
Actions and target
Ensure that all Group Standards and
Programs are implemented in Maersk
Tankers in a timely and appropriate level.
Such as Human Rights Policy and more
local engagement.
Reducing the financial impacts of facilita- Refocus on the Facilitation Payment Protion payments.
gram to ensure that our current processes
are well implemented and understood.
To ensure we highlight our focus on SusCommunicate to relevant stakeholders
tainability to the top customers who have on our current sustainability performance
similar approach.
and future initiatives
Develop an sustainability communication
strategy and communication plan
Implement the Human Rights Programme With Group and other BU’s ensure that
in Maersk Tankers
the Human Rights Programme is implemented.
Invite business partners and vendors to
Planning audits of 3 Shipowners and 2
enroll in the program
Repair Yards, 2 major manufactures
Focus on local content engageSolicit inputs from our employees on
ment in areas where employees or potential CSR projects in their local areas
cadets are from.
through the Officer's seminars.
- Understand Maersk Tankers’ potentials
for engagement in Local Content projects
-Build in “Local Content” sessions as part
of Office Seminars held in developing
countries
-Outline project and potentials based on
suggestions from employees
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Crewing Projects 2013
Crewing
Title
Description
Actions and target
Operational Efficiency
Implement MTBS
Processes to be improved include the budgeting
process and the training administration processes by further enhancing our COMET system.
TO
Simplification of Budgeting process
Further development of training web application
HSSQ
& VET
CRW
ENV &
CSR
Employee Engagement
Crew Quality
Key Actions and Success in 2012:
• Identification of tasks to offshore and recruitment and
training of GSC staffs were put in place as of end of July.
• Briefing and debriefing costs have been reduced
through implementation of online communication
solution between hub places and local place of
seafarers.
• Execution of crew change in cost efficient ports has
been started since end of January and continuously
maintains across different Crewing teams to save cost.
• Improving the communication as well as quality service
to our customers, other business units and employees,
by developing the MT Crewing website, Training web
application - Competency Manager for Enhanced
Training (COMET), and Seafarers’ Portal. The MT
Crewing website went live on 30th March with useful
contents to all stakeholders for better visibility of
organization’s activities;
• Furthermore, COMET serves as a platform for seafarers
where they can facilitate all their training activities
such as identifying training records, etc.
• Seafarers’ Portal was initiated to improve the
communication with seafarers by further utilizing the
website as communication medium where they can
access all management communication and strategies.
• Managing an attrition rate of 6% and an on time relieve
of 98% (+/- 30 days) regarding attrition rate and
On-Time relieve
Where we’re aiming in 2013
Maersk Tankers Crewing vision is to be the leading crewing
service provider in the segment that we operate in through
the creation of a more customer-focused organization as
well as the reduction of cost.
• Employee Engagement: Constantly engage our colleagues,
understand their needs and support one another
Building on our success in 2012, Crewing aim to achieve
greater success in 2013 in the following aspects:
• Customer Satisfaction: Consistently strive to understand
the needs of our customers and meet their expectations
• Operational Efficiency: Continuously review and streamline processes
• In order to execute an promotion to Master or Chief
Engineer, a candidate must have minimum two recommendations with approval from both the technical,
nautical, crewing department and the Head of MTTO, all
according to our Promotion Approval Plan.
• Cost Efficiency: Be conscientious in our cost management and constantly identify opportunities for savings
• Crew Quality: Continuously review and improve the
quality of our seafarers
Customer Satisfaction
Development of manning offices as regional
centers
The goal is to empower the manning offices and
to develop them as regional centers.
Improved communication
Develop communication with new hires Junior
officers.
Empowerment of manning offices
Further development of communication
By executing more initiatives and enhance the
current portals rolled out in 2012.
- Benchmark training activities with peers
In 2013, we will benchmark our training ac- Enhance soft skills through leadership courses tivities with our peers to give us the ability to
and the personal Appraisals
assess how we stand compared to our peers,
and thereby further improve training plans and
processes.
- Ensure compliance more actively with Maritime Crewing will ensure that we meet all the requireLabour Convention (MLC)
ments when MLC comes into effect in 2013.
- Zero rejections due to experience matrix
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Page 25
Technical
Operation
Where we’re aiming in 2013
TO
HSSQ
& VET
CRW
ENV &
CSR
2013 will be another year for Maersk Tankers
Technical operation team to ensure smooth vessel
management and operational efficiency. This we will
do by maintaining focus on the areas of responsibility
from 2012 as well as keep focus on:
• Purchasing Logistics Maersk Tankers will assume
responsibility for the freight budgets, KPI´s to be
developed for benchmarking purposes. This to
ensure further optimization of deliveries to most
optimal ports.
• Best Practice Sharing across the fleets
• Continued development of P200 initiatives and
continued follow-up with vessels.
• Enhance focus on timely close outs of CAPS
(Corrective Action Process)
• Completion of all MIRE (Maersk Inspection Report
Program) Inspections on time and updates to
system within less than 3 days
• Development of leading Key Performance Index
(KPI’s) for Technical Department
• Vendor rating of onboard received orders with
amongst other KPI’s packing material, product
quality etc.
• LMS training of all buying personnel with regards
to company standards within the area of Responsible Procurement.
Technical Operation Projects 2013
Key Actions and Success in 2012
Technical Operation take the role and responsibility
of informing and making of recommendations for
Maersk tankers Management team, concerning
abnormal deviations to budgets, vessel operations
etc. which may be required for safe operations or as
requested by managers.
Throughout 2012, we have maintained focus on the
below areas:
• At all times ensure that the vessel is maintained in
line with Maersk Tankers sustainability and
commercial goals
• Work with ship managers to manage vessels in the
best way possible, both efficiently and economically.
• Ensure standard of maintenance onboard is
understood and implemented by managers
Title
Description
Actions and target
Retrofit
Research shows saving can be up to 7% for
VLCCs. End 2012 pilot has been planned if the
results confirm the study, we will look at retrofitting large parts of our entire fleet, starting with
our VLCCs.
Improve our own and TC fleet performance
both at sea and in ports through focus on speed
instructions, base load, hull cleanings, boiler
consumption at sea, port consumptions, etc.
Continue focus on DRC that assures quality
standards
Develop Dashboard and work with vessels to
continue improvements
Further optimize deliveries to most optimal
ports.
Testing and if positive retrofitting part of VLCC
fleet throughout 2013
• Share knowledge, ideas and advice as found
necessary with ship managers
• Visit and inspect vessels at regular intervals
Fuel efficiency
• Greater focus on Low Value Orders to ensure
better consolidation, thereby reducing transport,
packaging and administration
Daily Running Cost (DRC)
• P200 Best Practice onboard requisition handling
including consolidation, optimal delivery points,
RACI model (defining roles and responsibilities)
providing timely delivery of spares needed for
onboard maintenance of equipment.
• Establishing Pembroke hub to reduce number of
truck deliveries from central Rotterdam warehouse.
• Measurement tools on ordering habits created
and shared with each vessel.
Vessel Specific Dashboard
Freight Cost
Continue with fuel efficiency focus in technical,
operational and commercial areas
Maintain focus on DRC
Maintain focus on ordering habits
Purchasing Logistics to take over responsibility
for freight budget
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Car Carriers
Page 27
Where we are aiming in 2013
During the year 2013, Maersk Tankers will operationally and technically manage 9 PCTC for Hoegh Auto
liners.
Key Actions and Success in 2012
During 2012, we elongated 3W class PCTC (Pure car
and Truck Carried) cargo spaces, thereby increasing
the cargo capacity without increase in emission, but
with a drop in speed. Some of the car carriers’ key
actions in 2012 as well as top performances are
highlighted in the below:
• Three DSME class vessels elongated by 20 meters
(179.9mtrs to 199.1mtrs)
• Increased cargo capacity (standard car units) by
about 20% (from 4303 to 5208)
• One year LTI (Lost Time Injuries) free in 2012.
• Total 55 inspections by Port State Control with
only 20 observations in 2012.
As across the board the car carriers are applied and
managed to same standards of safety and quality
that of the tanker industry. Furthermore, KPI’s for
the car carriers’ vessels as well as the fleet group are
similar to the tanker vessels.
Group core values
CONSTANT CARE
Take care of today, actively prepare for tomorrow
HUMBLENESS
Listen, learn, share, give space to others
UPRIGHTNESS
Our word is our bond
OUR EMPLOYEES
The right environment for the right people
OUR NAME
The sum of our values, passionately striving higher