preparing for the future

Transcription

PREPARING FOR
THE FUTURE
The A.P. Moller - Maersk Group’s
Health, Safety, Security and Environment Report 2008
A.P. Moller - Maersk Group
company profile
The A.P. Moller - Maersk Group is a global conglomerate
with approximately 120,000 employees with its headquarters in Copenhagen, Denmark and offices in more
than 130 countries. Our revenue for 2008 was USD 61.2
billion, and profit before depreciation, amortisation and
impairment losses (EBITDA) was USD 16.5 billion.
The Group has activities in three main segments:
• Transport – dealing with almost every aspect of container shipping: global transportation of containers
using sea transport, planning of efficient transportation for customers, and running container terminals
in harbours across the globe.
• Energy – working in exploration and production of oil
and gas. This segment also includes activities in the
offshore service industry providing equipment, transport and other services to the oil and gas industry.
The A.P. Moller - Maersk Group’s headquarters
in Copenhagen, Denmark.
• Industry – in which we have activities within both
manufacturing and retail.
An overview of the business units and the assets included in the reporting on Health, Safety, Security and
Environment in 2008 can be found in “About this report”
on page 4–6.
Our impact and challenges
The majority of our activities have significant environmental and safety impacts. We are sizeable participants
in the industries in which we participate. Therefore, we
have an obligation to contribute to sustainable solutions,
wherever we can, as well as providing safe working conditions for those who as employees come under our
care.
Our main environmental challenges are: Energy consumption, air emissions, ballast water, discharges to
water, waste handling and ship recycling. Plus the overall challenge of the effects of climate change.
Our main health and safety challenges lie in the area of
personal safety, process safety, employee health and
working conditions.
For security, our concerns are the growing risk of piracy
and the security risks entailed in operating in hostile
environments/countries.
We operate within the following business segments:
TRANSPORT
• APM Terminals
Container terminal activities
• Container Inland Services
Inland transportation, manufacturing and repair
of containers and container depots
• Maersk Line
Global container ships operation
• Maersk Logistics/Damco
Supply chain management and freight forwarding
services
• Norfolkline
Ferry services and door-to-door transportation
in Northern Europe
• Safmarine
Shipping company operating globally
• Svitzer
Towing and salvage activities, emergency response
and transport to offshore installations
ENERGY
INDUSTRY
• Danbor
• Dansk Supermarked
Supply base for the oil and gas industry
• Maersk Drilling*
Offshore drilling activities around the world
• Maersk FPSOs*
Owns and operates mobile oil and gas production units
• Maersk Oil
Oil and gas production in Denmark, Qatar, Great Britain
and Kazakhstan. Exploration activity in the North Sea,
Algeria, Angola, Oman, Brazil and the American part of
the Gulf of Mexico.
• Maersk Supply Service
Towing and installation of large offshore installations
• Maersk Tankers
Tanker shipping of crude oil, oil products and gas
* Former Maersk Contractors
Denmark’s largest retail conglomerate of which
A.P. Moller - Maersk owns 67.68%. Has two
department stores and six retail chains, operating
in six European countries, under the main brands
Netto, Bilka and Føtex.
• Maersk Container Industry
Makes reefer and dry cargo containers
• Odense Steel Shipyard
Designs and builds ships in Denmark and the
Baltic States
• Rosti
Producer of plastic based products
• Star Air
Air cargo with a fleet of 12 aircraft
This report does not cover the A.P. Moller - Maersk Group’s
37.5% ownership of Höegh Autoliners (car carrier) and
20% ownership interest in Danske Bank (banking).
Contents
A.P. MOLLER - MAERSK GROUP
1
2
4
10
Foreword: Addressing our challenges
Highlights
About the report
Governance of health, safety, security and environment
HEALTH & SAFETY
14 Improving safety and protecting our employees
CASES
17 APM Terminals makes safety everyone’s business
19 Global health week
SECURITY
22 Responding to security risks
ENVIRONMENT
26 Pursuing environmental efficiency
27 Climate change on our agenda
28 Environmental performance 2008
CASES
31
33
36
37
38
Our partnership approach
Maersk Oil: addressing climate change
Innovation driving performance
Optimising customers’ supply chain
Green ship recycling: our policy
40 Global Reporting Initiative
Consolidated HSSE accounts
Forward looking statements
The report contains forward looking statements regarding expectations for A.P. Møller - Mærsk A/S and the A.P. Moller - Maersk Group’s
achievements and performance. Such statements are subject to risks and uncertainties as various factors, many of which are beyond
A.P. Møller - Mærsk A/S and the A.P. Moller - Maersk Group’s control, may cause actual development and results to differ materially
from expectations contained in the report.
Addressing our challenges
Dear Reader
It is a pleasure to present the A.P. Moller - Maersk Group’s consolidated report on health, safety, security and environment covering
2008. A year in which we launched a number of initiatives to
accelerate our efforts and further support our commitment to
sustainable development.
Accelerating our efforts
Our Health, Safety and Environment Report 2007 was our first
annual non-financial report and captured our status at the time.
Building on the baseline we established last year, the new report
is based on increased amounts of data, and we are in the process
of consolidating targets as well as enhancing our knowledge of
emerging sustainability issues and stakeholder concerns. This will
allow us to understand better our environmental and economic
footprint and our social impacts, mitigate risks, and thereby take
greater advantage of the resulting business opportunities.
“In fact, improving our environmental
performance remains one of our
Group priorities in 2009.”
Although we have been able to improve our safety performance
in many of our business units, safety in the workplace continues
to be a challenge. In 2007, we had 25 fatalities, and we still had
20 work-related fatalities in 2008. We deeply regret these
tragedies, and by examining the root causes, we will continue to
strengthen our work in order to prevent future incidents. An important tool in this effort is our Health, Safety, Security and
Environment Manual, which we began implementing last year.
In fact, improving our environmental performance remains one of
our Group priorities in 2009. The environmental strategy is now
being implemented in our business units and specific targets are
being established and consolidated at group level. Finally, to provide further transparency and accountability to our stakeholders,
we will participate in the Carbon Disclosure Project (CDP) starting 2009.
Future reporting
As a natural step in our progression, we intend to develop the current Health, Safety, Security and Environment Report into a sustainability report starting next year. This involves broadening the
scope of reporting to include issues such as human rights and
labour standards, responsible procurement and business conduct.
Similarly, in March 2009, we joined the internationally acknowledged framework for sustainability, the UN Global Compact. By
joining the Global Compact we wish to show our commitment
and to take another step in adding structure to our sustainability
work, while also documenting our progress in this area for our
stakeholders.
In summary, a conglomerate of our size and with such wideranging business activities has a significant impact on many
people and communities across the world. Accordingly, we have
an obligation to address a growing number of stakeholder expectations and we are taking significant steps to meet these.
Nils S. Andersen
Group CEO
Moreover, to further support our efforts in this area and to anchor
sustainability in our businesses, we established a Corporate Social
Responsibility (CSR) unit at group level in the autumn of 2008.
Environmental strategy
Our environmental strategy was launched in 2008 following a
detailed development process initiated in 2007. Our environmental strategic ambition is to go beyond compliance and pursue eco-efficiency in our daily operations, across all business
units, and in the business opportunities we seek.
Naturally, climate change is a concern for everybody – especially
for A.P. Moller - Maersk as our main business areas are within
transportation and energy production. We therefore support
the upcoming climate conference in Copenhagen (COP15) in
pursuing global solutions to the benefit of both climate and
business.
www.maersk.com
1
Highlights
Health
Safety
In 2008, we completed the A.P. Moller - Maersk Group Health
Manual. The purpose of the manual is to secure minimum requirements for the management of employee health. The increasing globalisation encourages us to set global requirements
in order to supplement local standards.
Once again we had no fatalities in the energy or industry segments. However, in the transport segment we suffered 20 work
related fatalities in 2008, a drop from 25 in 2007. We deeply regret these tragic events. None of the fatalities are acceptable, and
we will continue to stress the importance of working according to
procedures and respect for local procedures and regulations.
We aim for employees being protected
by the same health practice no matter
where in the world they work.
Read more on page 19.
In 2008, for the first time, we can report an overall result for Lost
Time Injuries Frequency (LTIF) for the A.P. Moller - Maersk Group.
This number was 5.08 and the underlying trend in the majority of
our business units is a reduction of LTIF. Our goal is a continued
reduction of work-related injuries, and our business units are
conducting campaigns and training programmes to increase
safety awareness as a means to reach this goal.
During 2008, the implementation of the Group’s Health, Safety,
Security and Environment Manual was begun in the business
units. The purpose of this manual is to secure the appropriate
organisation and leadership of the work to assist in reducing fatalities and work-related incidents. We firmly believe that this
improved framework will enhance our performance in the years
to come.
2
Security
Environment
In 2008, three ships owned by the A.P. Moller - Maersk Group
were hijacked or attacked by pirates in the Gulf of Aden and off
the East African coast. To mitigate the risk of piracy, we chose to
reroute certain ships away from the Gulf of Aden at the end of
2008. Through industry organisations we are working to maintain
pressure on the international community to find global solutions.
In 2008, our Executive Board approved a group-wide environmental strategy. The cornerstones in our approach are innovation, technological advances and partnerships. Through this approach, we will reduce our environmental footprint. Our business
units are now in the process of setting targets for their contribution to this task.
Piracy is not a problem that the
A.P. Moller - Maersk Group or the
industry as such can solve alone.
It represents a threat to international
trade and must be solved by the
international community.
Read more on page 22.
The general trend of our performance is that we have improved
the scale of our environmental impact from 2007 to 2008. The
main contributing factors to the improvement in our performance are a range of focused efforts to limit for instance fuel consumption and flaring.
Our energy use consists of fuel and electricity consumption. Our
fuel consumption in 2008, was approximately 13 million tonnes
across the Group, a slight decrease from 2007. Compared to the
level of business activity in the transport segment1 (responsible
for more than 90% of the Group’s fuel consumption) it represents a reduction of 6%. Higher electricity consumption figures
reflect increase in volume of recorded data rather than increased
consumption per se.
The total CO2 emissions of the A.P. Moller - Maersk Group in
2008 were around 48 million tonnes CO2 equivalent, a decrease
of over 5 million tonnes CO2 equivalent. In absolute terms, this is
a fall of approximately 9%. In terms of greenhouse gas intensity,
measured by kg CO2 per USD turnover, it is a decrease of 20%.
1
www.maersk.com
Measured per FFE (Forty-Foot Equivalent container units), container shipping increased
2% from 2007 to 7.0 million FFE.
3
About the report
This report, the second of its kind from the A. P. Moller - Maersk
Group, focuses on our health, safety, security and environmental
(HSSE) performance covering the calendar year 2008. We measure our performance within these areas in order to improve our
performance and to document our progress, and we strive to
provide our stakeholders with a balanced view of the Group’s
situation and results.
Scope
The report covers 18 of the A.P. Moller - Maersk Group’s business
units.
2
Stated in the Greenhouse Gas Protocol developed by the World Business Council for
Sustainable Development and World Resource Institute.
The organisational boundary of the report has been established
on the basis of what is defined as the operational control approach2. This means the report covers health, safety and environmental impacts of assets over which the A.P. Moller - Maersk
Group has operational control. The principle of operational control means that we have the authority to implement a Health,
Safety, Security and Environmental management system, or that
we are otherwise able to control the performance in these areas.
Outside the scope of this report, the A.P. Moller - Maersk Group
also owns 37.5% of Höegh Autoliners and has a 20% ownership
interest in Danske Bank.
A list of the assets included in the report is shown below, demonstrating the diversity, size and HSSE impact of our Group.
TABLE 1
We strive to provide
our stakeholders with
a balanced view of the
Group’s situation and
results.
Transport segment assets
Number
Assets included
APM Terminals
50 container
terminals
Terminals and buildings
Workshops and offices
Reefer power generators
Lighting equipment
Cargo handling equipment (quay cranes, rubber tired
gantry cranes, trucks, tractors, reach stackers)
Container Inland Services
2,090,161 m2
Depots, equipment maintenance and repair shops, terminals
389 container handlers/reach stackers
115 fork lifts
87 terminal tractors
37 bumpcarts
804 trucks (+38 leased)
2,097 trailers
796 chassis
89 gensets
Maersk Line
493 ships
206 own container ships
287 chartered container ships
Maersk Logistics/
Damco
157 facilities
58 operated warehouses and container freight stations
99 subcontracted warehouses and container freight stations
Trucks and mechanical handling equipments
Norfolkline
18 ships
7 Ro/Ro ships
5 Ro/Pax ships
6 chartered ships
Safmarine
58 ships
20 own container ships
19 chartered container ships
19 chartered multipurpose ships
Svitzer
508 ship
330 tug boats
106 work boats
30 offshore support ships
6 crew boats
3 ocean towage ships
33 miscellaneous ships
4
TABLE 2
Energy segment assets
Number
Assets included
Danbor Service
6 locations
Warehouses
Outdoor storage facilities
Mobile cranes and forklift trucks
Maersk Drilling
25 drilling units
25 mobile offshore drilling units
Maersk FPSOs
5 production
units
4 floating production, storage and offloading (FPSO) units
1 floating gas storage and offloading (FGSO) unit
Maersk Oil
36 production
units
16 offshore installations,
13 satellite installations (unmanned)
2 onshore installations
2 floating production, storage and offloading (FPSO) units
1 floating production unit
2 floating storage offloading (FSO) units
Maersk Supply Service
54 ships
39 anchor handling tug supply ships and
multipurpose support ships
10 platform supply ships
3 craned offshore support ships
2 field and subsea support ships
Maersk Tankers
61 ships
9 crude carriers
19 product tankers
5 LNG carriers
13 LPG carriers
15 chemical carriers
The report covers
health, safety and
environmental impacts
of assets over which
the A.P. Moller - Maersk
Group has operational
control.
TABLE 3
Industry segment assets
Number
Assets included
Dansk Supermarked
1,922,718 m
Maersk Container Industry
3 production
plants
Odense Steel Shipyard
1 production plant Steel shipyard
Rosti
15 production
plants
88,146 m2 production, warehouse, office area
283 injection and moulding machines
Specialised plastic welding equipment
Plastic Painting facilities
Star Air
12 aircraft
11 Boeing 767-200 SF freight aircraft
1 Challenger 604 aircraft
2
1,275 stores and warehouses
Company cars and trucks
Production and office area
Power station
Reefer and dry containers
Dry ovens
Trucks and forklifts
For Dansk Supermarked, all stores and warehouses in Denmark and abroad are included.
For safety data, the activities of Odense Steel Shipyard include the shipyard in Denmark, but not the shipyards in Estonia and Lithuania due
to insufficient data.
For Maersk Container Industry and Rosti, all production plants are included.
www.maersk.com
5
In late 2008, we started a high-level materiality review of the Group, in order to have
a better understanding of all the important issues around our businesses.
The use of the control approach is most apparent in terms of
ships in our transport and energy segments. In the transport segment, ships owned by A.P. Moller - Maersk include a total of 746
ships, and of these, chartered ships number a total of 331 ships.
Since the A.P. Moller - Maersk Group has significant influence on
the operational parameters of chartered ships in terms of fuel
purchase and route planning, fuel consumption and air emissions from these ships are included in the environmental section
of the report. On the other hand, since chartered ships are not
crewed by the A.P. Moller - Maersk Group, we have only limited
influence on these employees’ health and safety, and except for
fatalities, chartered ships are therefore not included in the health
and safety data of this report.
For the energy segment, subsidiaries and joint ventures of
Maersk Oil, Maersk Drilling and Maersk FPSOs are included
where the A.P. Moller - Maersk Group has operational control. For
Maersk Oil, production units are included from the Danish and
the UK parts of the North Sea and from Qatar and Kazakhstan.
Ships owned by the A.P. Moller - Maersk Group in the energy segment include a total of 115 ships from Maersk Tankers and
Maersk Supply Service. Chartered ships for Maersk Tankers and
Maersk Supply Service are not included.
the company and its operations; the purpose was to provide an
overview of the main issues which are material to our businesses
from a sustainability standpoint. The issues were then prioritised.
The materiality review identified a number of top priority issues
which apply to the Group as a whole, namely:
1. Health, safety and security
2. Environmental impact, including climate change impacts
3. Human rights and labour standards
4. Business conduct and governance
5. Supply chain management and procurement
6. Community involvement and investment
In addition to these, there are a number of issues which are specific to the individual business units in the Group, and within an
individual business unit the priorities may well be different. This
report addresses the first two priorities while the remainder will
be addressed in future reports.
Selection of topics for the report
While preparing our environmental strategy in 2007, we assessed
the most important environmental issues facing the A.P. Moller Maersk Group by identifying the main activities and environmental impacts of each of our business units. In late 2008, we started
a high-level materiality review of the Group, in order to have a
better understanding of all the important issues around our businesses. This involved identifying both our major stakeholders and
the significant environmental and social responsibility aspects of
6
Stakeholder engagement
Determining the material topics of necessity involved identifying
our key stakeholders.
Stakeholder engagement in the A.P. Moller - Maersk Group takes
place at many different levels for example with our customers,
regulators, employees, suppliers and contractors and with various industry bodies. During 2009, we intend to develop a more
structured approach to stakeholder engagement and explore further material issues for our business. This will be important input
to the development of our sustainability strategy going forward.
Extensions and improvements
We started reporting on health, safety and environment issues in
our Health, Safety & Environment Report 2007. This year, we
have added a new topic: security. Based on increasing activity
and attention to the threat of piracy, which affects the safety of
our crews, assets and the industry as a whole, it has become material to the Group to report on this subject (see page 22).
Due to its growing importance – not only for the world at large but
also for our Group – we have also chosen to dedicate a section of
the environmental chapter to the challenges of climate change.
We have also expanded the quantity and quality of the data, particularly on the consumption of electricity, and over the next 3–5
years we intend to increase the scope of our reporting to cover
the broader range of sustainable development issues which are
material to our businesses.
The A.P. Moller - Maersk Group’s
stakeholders
Customers
Shareholders
and investors
Employees
Local
communities
Society and the
general public
Regulators
and authorities
A.P. Moller Maersk Group
Suppliers
www.maersk.com
Media
Trade unions
NGOs
Contractors
7
We have also expanded the quantity and quality of the data,
particularly on the consumption of electricity, and over the next
3–5 years we intend to increase the scope of our reporting to
cover the broader range of sustainable development issues which
are material to our businesses.
Based on our work to determine materiality in 2007 and 2008,
we will include water consumption, waste and spills, anti-corruption and responsible procurement in our reporting for 2009. In
2010 we aim to refine our reporting on emissions, energy and
water and add materials as well as products and services to our
reporting. In the coming years, we will be developing further indicators and targets for emissions and occupational health and
safety, as well as developing social responsibility indicators and
extending our reporting to cover additional topics.
More information can be found on our websites:
www.maersk.com and www.maerskgreen.com. Some of our business units provide detailed reporting on their own activities. More
information can be found on their individual websites.
Reporting principles and assurance
This report is based on the G3 Sustainability Reporting
Guidelines developed by the Global Reporting Initiative (GRI),
which is the world’s most widely used sustainability reporting
framework. Please see page 41 for an overview of where in this
report GRI standard disclosures can be found.
Furthermore, we are applying the AA1000 Accountability
Principles Standard (APS) 2008 which provides the basis for establishing, evaluating and communicating accountability. The
standard demands that an organisation actively engages with its
stakeholders, fully identifies and understands the sustainability
issues that will have an impact on its performance, and then uses
this understanding to develop responsible business strategies
and performance objectives.
Our reporting on environment (energy and consumption and air
emissions) and health and safety (lost time incidents) has been
verified by Det Norske Veritas (DNV), which is one of the leading
certification bodies. Our reporting has been verified according to
DNV’s protocol, VeriSustain which draws on the AA1000 AS
(2008) and the Global Reporting Initiative.
TABLE 4
Road map for reporting on key sustainability issues
2007
Health & Safety
Fatalities
Lost time injury frequency (LTIF)
2008
2009
2010
2011
+
+
Hazardous wastes
A
A
+
Materials (e.g. steel consumption)
Solid wastes (e.g. total weight of waste sent to landfill)
A
A
+
+
Product and services (qualitative initiatives to mitigate impact)
Significant spills (e.g. oil, chemicals and fuel)
+
+
+
Transport (e.g. business travel)
+
Water consumption
+
Other key issues
Social responsibility (e.g. human rights)
+
Compliance (e.g. fines)
A
+
Environment
Biodiversity (e.g. habitats protected or restored)
Other air emissions (e.g. SOx, NOx and PM)
+
+
Security
Security (e.g. piracy)
Greenhouse gas emissions (direct & indirect)
2013
+
+
Occupational health and safety
Energy consumption
2012
In the coming years,
we will be developing
further indicators and
targets for emissions
and occupational health
and safety, as well as
developing social
responsibility indicators
and extending our
reporting to cover
additional topics.
A
A
A
+
+ key issue introduced
A indicators added
8
Assurance statement
Det Norske Veritas (‘DNV’) has been commissioned by the
management of A.P. Moller - Maersk Group (‘the Group’) to
carry out verification of the Group’s printed 2008 Health,
Safety, Security and Environment Report (‘the Report’). The
Group is responsible for the collection, analysis, aggregation
and presentation of information within the Report. Our responsibility in performing this work is to the management of A.P. Moller Maersk Group only and in accordance with terms of reference agreed
with the Group. The assurance engagement is based on the assumption
that the data and information provided to us is complete and true.
Scope and limitations of assurance
The scope of work agreed upon includes the following:
• Verification of the Health, Safety, Security and Environment (HSSE) activities and consolidated group-level performance indicators reported
for the period January–December 2008;
• All on-site verification work conducted at the Group’s Head Office only,
during April 2009. We did not visit any operating sites of individual business units;
• Verification of baseline data and areas such as labour relations and
human rights were not included in the scope;
• The reporting boundary covers those business assets within the Group’s
Transport, Energy and Industry segments over which it has operational
control.
Verification methodology
Our assurance engagement was planned and carried out in accordance
with the DNV Protocol for Verification of Sustainability Reporting. The
Report has been evaluated against the following principles: Materiality,
Completeness, Neutrality, Reliability, Responsiveness and Stakeholder
inclusiveness, as set out in the DNV Protocol.
As part of the verification DNV has challenged the HSSE-related statements
and claims made in the Report and assessed the robustness of the underlying data management system, information flow and controls. We have:
• Checked and reviewed documents, performance data and other HSSErelated information made available to DNV;
• Conducted interviews with 26 representatives, including data-owners
and decision-makers from different business units and Group functions;
• Performed sample-based reviews of the Group’s implementation of its
HSSE-related policies, as described in the Report, and for determining
material issues included in the Report;
• Performed sample-based checks of the processes for generating and
managing the quantitative and qualitative data in the Report.
Conclusions
In DNV’s opinion, the Report is an accurate and fair representation of the
Group’s HSSE-related strategies, management systems and performance. The Group has worked systematically to strengthen its HSSE risk
management, and it shows a clear commitment to improved transparency. As the Group extends its scope of reporting in 2009 to wider sustainability impacts, we expect the next report to address other material risks
such as labour relations, human rights and business conduct. We have
evaluated the Report’s adherence to the principles on a scale of ‘Good’,
‘Acceptable’ and ‘Needs Improvement’:
Materiality: Good. The Group has demonstrated internal processes that
are effective in bringing out HSSE issues of significance to the Group and
its stakeholders. The results have been used to structure the Report content and select relevant performance data.
Completeness: Acceptable. Within the reporting scope and boundary
defined by the Group, we accept that the Report does not omit relevant
information that would influence stakeholders’ decisions or that reflect
significant HSSE impacts during 2008. The Report prioritises safety and
environmental data due to effective measurement. The use of the operational control approach leads to the omission of health and safety data
from chartered ships, but we commend the Group for choosing to report
fatalities data from chartered ships.
Neutrality: Good. We consider the overall tone of the Report to be neutral and the presentation of information to be balanced. The emphasis on
various topics in the Report is proportionate to their relative materiality.
Challenges and limitations are presented together with commitments to
future improvements.
Reliability: Needs improvement. The data measurement techniques and
basis for calculations have been adequately described to DNV. No systematic errors were detected, but we identified some manual errors in
the transcription of environmental and safety data into the Report, which
have subsequently been corrected. We also recognise that the Group’s
re-organisation of business units and its activities to improve HSSE data
collection and quality may affect year-on-year comparability. However, the
Group is strongly committed to ongoing improvement of data quality and
will implement a new IT-based data management system during 2009.
Responsiveness: Good. During 2008, the Group has responded to
stakeholder expectations of improved transparency and engagement in
an effective manner. An expanded platform of new strategy documents,
guidance manuals and other internal management tools is in place to
structure HSSE management. This process and related activities in different business units are reflected in the Report.
Stakeholder inclusiveness: Acceptable. The Group is implementing a
systematic process for identifying and engaging with stakeholders, and
we expect the next report to document this activity and results of such
dialogues in more detail.
Opportunities for improvement
The following is an excerpt from the observations and opportunities reported back to the management of the Group. However, these do not affect our conclusions on the Report, and they are generally consistent with
the management objectives already in place.
• In rolling out the new HSSE management platform, the Group should
undertake ongoing internal communication (e.g. through networks and
training) to ensure participation across all business units;
• Internal benchmarking of best practices could help ensure knowledgesharing among data-owners and decision-makers;
• Internal monitoring and auditing of data should continue to prioritise
material indicators, such as GHG emissions and Lost Time Injuries, to
ensure accurate and reliable data;
• The Group’s road map for reporting on other environmental indicators
(e.g. spills, waste and water) requires immediate action by business
units to ensure a sound basis for measurement;
• Reporting of health data has not been a focus of the 2008 Report, but
the implementation in 2009 of the Group’s Health Manual should provide a stronger basis for measuring and reporting health performance
going forward;
• The Group’s plans to expand stakeholder engagement activities should
prioritise dialogue with stakeholder groups whom the Group has not
previously engaged with in a structured manner.
DNV’s independence and disclaimer
DNV was not involved in the preparation of any statements or data included in the Report except for this Assurance Statement. DNV did not
provide any services to the Group during 2008 that could conflict with the
independence of our work. DNV maintains complete impartiality toward
stakeholders interviewed during the verification process. DNV expressly
disclaims any liability or co-responsibility for any decision a person or
entity would make based on this Assurance Statement.
For Det Norske Veritas,
Dr Helena Barton
Service Area Manager:
CR Report Verification
Det Norske Veritas AS
Thomas Andrésen-Gosselin
Verifier
Det Norske Veritas AS
Copenhagen, 23 April 2009
www.maersk.com
9
Governance of health, safety, security
and environment
In the A.P. Moller - Maersk Group, we aim for a corporate culture
that makes health, safety, security and environment (HSSE) an
inherent part of the employee mindset, supported by a company
vision to have a workplace free from incidents.
The manual was introduced in 2007 and will be fully implemented by the end of 2009. Training, seminars and re-organisation of
HSSE work in a number of business units have been carried out
in 2008.
This chapter describes how we manage HSSE in the A.P. Moller Maersk Group. Some elements of this governance structure have
travelled with the Group for decades while others have been systematised and added to the formal structures only in the last few
years. Together they comprise a single structured framework
which aids us in setting targets, pursuing them as well as evaluating our progress.
By the end of 2009, when the HSSE management system is fully
implemented, our business units will manage HSSE as critical
business activities, set standards and targets for improvement
As part of our journey towards sustainability performance and reporting, we are currently working to establish the necessary parts
to complete the governance framework. We aim to manage our
HSSE impacts by defining indicators for performance, setting targets, measuring and reporting on these. At this stage, we have indicators and targets for fatalities, and lost time injury frequency
and targets for environmental impact are under preparation. In
the future we will increase the number of indicators for reporting
in all areas and further establish targets.
Governance structure
HSSE in the A.P. Moller - Maersk Group is managed at two levels;
group level (corporate) and business unit level. The Group has a
strategic policy making role while the responsibility for day-to-day
management of HSSE is at business unit level.
The guide for all activities in the A.P. Moller - Maersk Group is our
Group vision, our values and our fundamental business principles. Stemming from these is the Group HSSE policy, which
defines HSSE strategies and obligations for the Group as a whole
and for its individual business units. This policy has been approved by the Executive Board of the A.P. Moller - Maersk Group,
which is also the supervising body for HSSE work in general.
At group level, the policy making and guidance is carried out by
Group HSSE. Its role is to establish group-wide HSSE policies and
strategies, to facilitate knowledge sharing and to provide best
practice advice.
To ensure alignment in the performance of the policy, a groupwide HSSE manual and HSSE guidance have been published.
Working according to the manual allows business units to live up
to not only the requirements of Group management, but also to
various standards, e.g. ISO 14001 (environmental management
standard) and OHSAS18001 (Occupational Health and Safety
management standard). The manual and guidance also serve to
establish a coherent risk management system for HSSE risks.
10
Some elements of this governance
structure have travelled with the Group
for decades while others have been
systematised and added to the formal
structures only in the last few years.
and measure, monitor, evaluate and report on performance. The
business units are expected to perform annual self-evaluations of
their HSSE activities and performance, resulting in an annual
HSSE action plan, which must be integrated with the targets set
in the annual Group HSSE Action Plan, under the management of
Group HSSE.
The HSSE division between group level
and business unit level
Business unit level HSSE management:
Daily management responsibility
Group level HSSE management:
Overall strategies, action plans and Group policies
A.P. Moller - Maersk values
and fundamental business principles
We aim for a corporate culture that makes health, safety, security and environment an inherent part of our employees’ mindset.
As a further governance mechanism, Group HSSE performs
strategic HSSE reviews based on the HSSE manual of each business unit every third year.
tion – both in terms of quantity and quality. In the A.P. Moller Maersk Group, business units report monthly to Group HSSE on
safety indicators and annually on environmental performance.
The data challenge
A crucial factor in improving our performance is measuring performance. This is true for HSSE as well as other business subjects, and measuring implies data. In 2007, a process was initiated to gather basic HSSE data at Group level in order to monitor
and manage performance more effectively across the entire organisation. This process has continued through 2008 resulting in,
for example, improvements in the data on electricity consump-
An IT-based data management system, for both HSSE and other
critical business data, designed to improve data collection and
quality, is in the process of being implemented by our many business units across the world. This work is expected to be finalised
within the next three years.
www.maersk.com
11
HEALTH & SAFETY
As many of our employees work under challenging conditions, it
is our responsibility to control risks to their health and safety from
work activities.
HEALTH & SAFETY
Improving safety and protecting
our employees
Many of our employees work under challenging conditions, for
example using equipment or performing their job in harsh environments. We must make sure that we do our utmost to control
risks to our employees’ health and safety from work activities.
In 2007, our Group CEO approved the Group Health, Safety,
Security and Environment Manual (Group HSSE Manual), and
the implementation process across our business units began in
2008. With this, we are confident that we have taken a significant
step forward in achieving our vision of zero fatalities and injuries
in our workplaces.
Structure will aid our progress
We believe the requirement to set – and achieve – measurable
targets for health and safety in all business units will help us secure the health and safety of our employees on board our ships,
rigs and platforms, as well as on shore in our terminals, offices,
supermarkets, at manufacturing sites, depots, etc.
The implementation of the HSSE manual has led to increased activity in the area of health and safety in 2008. A number of business units have worked to improve the organisation of the HSSE
work and carried out activities to improve the safety culture.
Examples include Maersk Logistics/Damco creating an HSSE
structure, Danbor creating an HSSE plan covering the entire company, Container Inland Services having all parts of their organisation signing personal commitments to HSSE, Maersk Tankers setting HSSE targets and objectives for the individual ships, Maersk
Supply Service creating a dedicated HSSE department, Maersk
Drilling and Maersk FPSOs publishing a safety culture handbook,
and Maersk Oil running a pilot of a global process safety training
programme.
To improve data collection and monitoring of performance, an ITbased data management system is being rolled out in the A.P.
Moller - Maersk Group. The aim is to have a shared platform to
build up the necessary data capabilities at business unit and
group level. Implementation of the system is being approached
incrementally. To gain experience, a pilot project was initiated in
2008, in the tug boat company Svitzer, with completion in the
first quarter of 2009. On evaluation of this process, the system
will be rolled out to other business units.
Training programmes for management in the A.P. Moller - Maersk
Group began in 2008. Their purpose is to give managers a deeper understanding of the different aspects of HSSE as well as of
tools to measure and improve performance. As yet, the effect of
this training is unknown. It is part of the road we are travelling on
to increase the focus on sustainable behaviour – safety for employees being one aspect of this.
Safety performance
Global transport systems comprise a highly complex set of activities of which many can be hazardous, with heavy equipment and
loads having to be moved on land and from land to sea and vice
versa. In addition, we deal with different safety mindsets in the
many countries in which we operate. In the oil and gas industry,
risks are even more obvious, and personnel and process failures
can potentially cause major incidents. While we have procedures
in place, such working environments require high standards of
safety management.
GROUP HSSE MANUAL
Structuring our HSSE efforts
The manual requires business unit management to:
• develop an HSSE policy,
• establish and communicate an HSSE action plan including
clear objectives and targets,
• provide the necessary resources to organise the management
of HSSE appropriately,
• establish and maintain a systematic training programme,
• ensure systematic HSSE risk management including the establishment of relevant procedures,
14
• develop and communicate procedures or work instructions,
• establish and maintain an audit programme carrying out periodic audits of the HSSE management system,
• record and report all accidents, incidents and near misses to
ensure learning and follow-up actions,
• conduct annual HSSE management reviews based on a system of regular monitoring of the HSSE performance on agreed
indicators,
• establish a documentation system to ensure full control of the
HSSE management system.
In the energy segment, we experienced another year without fatalities compared to a total of 32 fatalities in the drilling industry
as a whole3, and 87 for the oil and gas industry 4.
In the A.P. Moller - Maersk Group’s industry segment no fatalities
were recorded in 2008 either.
However, in the transport segment we suffered 20 work related
fatalities in 2008, compared to 25 in 2007. We deeply regret
these losses. Despite our company’s size and reach, these
20 fatalities under our management are unacceptable. We feel
strongly obligated to improve our performance in this area.
Building a shared safety culture
Through learning from the past and more robust investigation
techniques, we aim to improve our performance in the future. To
aid us in reaching this goal, we have begun implementation of an
incident investigation software. Also, we anticipate the Group
HSSE Manual and the implementation of its procedures will help
3
4
International Association of Drilling Contractors (IADC), ASP program, 2008 Summary
Report
International Association of Oil & Gas Producers, Safety performance indicators – 2007
data, Report no. 409, May 2008)
us along the journey we have recently begun.
The fatalities have mainly occurred during vehicle movements
(trucks, forklifts, stackers) and the handling of containers. Nine of
the fatalities happened in APM Terminals. Five fatalities occurred
in Maersk Line, five in Container Inland Services, and one in
Maersk Logistics. The fatalities involved direct employees of the
A.P. Moller - Maersk Group and contractors.
Each of these fatalities has been investigated and follow-up
action has been agreed. The causes vary, as does the detail of the
root cause analysis provided. Investigations reveal both a lack of
establishment of or adherence to local procedures and lack of
human foresight. None of the fatalities are excusable however,
and we will continue to stress the importance of work procedures
and respect for local procedures and regulations.
We are forced to acknowledge that there is still some distance to
cover, before we have an equally mature and effective safety culture and mindset across the A.P. Moller - Maersk Group. This will
require substantial work and training, a process which has been
started in 2008 through the Group HSSE Manual and the many
activities carried out by the business units.
TABLE 5
Fatalities 2008
Business unit
Location
Employed by
APM Terminals
Apapa, Nigeria
Abidjan, Ivory Coast
Apapa, Nigeria
Pipavav, India
Port Said, Egypt
Tanjung Pelepas, Malaysia
Houston, Texas
Kingston, Jamaica
Pipavav, India
Contractor
Contractor
A.P. Moller - Maersk
Contractor
Contractor
Contractor
Contractor
Container Inland Services
Lilypond Depot, Nigeria
Start Track Terminal, Dandri India
Sitrans Depot, Placilla, Valparaiso, Chile
Carretera Panamericana, San Martin, El Salvador
Moscow-Novodachnaya
Contractor
Maersk Line
Charter ship MAERSK VIGO, South Africa
Charter ship MARINE RICKMERS, Monrovia
MAERSK KITHIRA, China Sea
Charter ship HENRIETTE SCHULTE, Columbia
Charter ship SANTA ALINA, Togo
Contractor
Contractor
Contractor
Contractor
Maersk Logistics
Shenzhen, China
Contractor
www.maersk.com
Global transport systems comprise a highly
complex set of activities
of which many can be
hazardous, with heavy
equipment and loads
having to be moved on
land and from land to
sea and vice versa.
15
HEALTH & SAFETY
Work-related injuries
Incidents causing injury to our employees have occurred in 2008.
We are working diligently to reduce the frequency of these occurrences. Often, these injuries occur in spite of existing procedures,
which emphasizes the need for ongoing training and awareness
of how a safe working environment is built and maintained.
in fact an LTIF of 7.15 equal to a reduction of 37%. We are pleased
with this performance, which was made possible by a range of
initiatives, among which was a project to provide personal safety
plans for all employees and the celebration of a Global Safety
Day across the company.
The overall result for Lost Time Injury Frequency (LTIF) for the A.P.
Moller - Maersk Group in 2008 was 5.08. Aligning the monitoring
and reporting on this number happened only in 2008, which
means no comparison number exists for 2007. However, looking
at the numbers from the individual business units, a clear trend
towards an improved LTIF performance through 2008 appears.
Maersk Line and Safmarine report together and achieved an LTIF
for 2008 of 1.07. This is due to increased safety awareness
through for example the implementation of safety management
workshops for shore side managers and the running of a Safety
Ambassador Course for captains. In 2008, 73 captains attended
the course. In addition, more focus has been put into investigations of injuries.
The implementation and follow-up procedures, which will be in
place when the Group HSSE Manual becomes fully implemented
across the Group, make us optimistic about significantly reducing
these events further in the years to come.
Svitzer had an LTIF target of 2.00 for 2008. The final result was
1.64, which was above target and a large improvement on the
2007 performance of 2.60. This was due to the continued integration process of the Adsteam fleet purchased in March 2007.
Table 6 contains the injury statistics for our business units in 2008.
Norfolkline had an LTIF for 2008 of 5.63 compared to 13.59 in
2007 and a target of 12.23 for 2008. The result shows that
Norfolkline’s many initiatives and hard work at all levels, in both
2007 and 2008, paid off by the end of 2008. The initiatives
include a range of tailored safety courses, analytical review of
current operating practices, accident causal analysis and regular
monitoring feedback.
TRANSPORT
In total, the transport segment had an LTIF of 4.66. This number
covers a great variety, however, from Maersk Line’s LTIF of 1.07 to
Container Inland Services’ of 19.88. The reason why Container
Inland Services’ LTIF is so high is because of the nature of activity,
such as moving heavy equipment.
APM Terminals had a target of reducing LTIF in 2008 by 10%, corresponding to an LTIF of 10.35. The result for the year 2008 was
Maersk Logistics, Container Inland Services and Maersk Container
Industry no longer report as part of the former Container Business
but as separate business units and thus have no disaggregated
data for 2007.
TABLE 6
Lost Time Injury Frequencies in the A.P. Moller - Maersk Group 2008
Business unit
Performance ‘07
APM Terminals
Container Inland Services*
Danbor
Dansk Supermarked
Maersk Container Industry*
Maersk Drilling and FPSOs
Maersk Line (incl. Safmarine)*
Maersk Logistics*
Maersk Oil
Maersk Tankers
Norfolkline***
Odense Steel Shipyard**
Rosti***
Star Air (data from 2009)
Svitzer
Target ‘08
Performance ‘08
Target ‘09
Industry benchmark
1.53
2.34
0.59
13.59
57.00
10.78
10.35
14.40
2.52
10.60
3.27
1.50
2.00
3.29
1.71
2.12
0.60
12.23
45.60
8.91
7.15
19.88
0
9.20
3.34
1.09
1.07
3.83
1.96
1.43
1.38
5.63
42.11
3.58
n/a
n/a
n/a
24.70
32.30
2.355
n/a
n/a
0.666
1.207
n/a
n/a
32.308
32.30
2.60
2.00
1.64
6.38
13.60
2.38
8.75
3.09
1.10
1.00
3.26
1.62
1.10
0.60
11.50
33.70
8.42
0
1.50
5.08
4.35
n/a
9.60
4.80
11.78
1.67
n/a
*** In 2007, all the business units marked * were part of the Container Business and reported under Maersk Line (vessels) (2.12)
and Container Business (2.35)
*** Figures do not include the shipyards in Estonia and Lithuania due to insufficient data
*** Some business units have developed reduction targets over a five year period, and targets have not been adjusted in light of
annual performance
5
International Association of Drilling Contractors ISP Summary Report 2008
International Association of Oil & Gas Producers, Safety performance indicators – 2007 data, Report No. 409, May 2008
Marine Safety Forum 2007: www.marinesafetyforum.org/upload-files//notices/amm_11.07_ukcs-safety-performance.pdf
8
Dansk Arbejdsgiverforening, Arbejdsulykker 2007, 20 August 2008
6
7
What is Lost Time Injury?
A Lost Time Injury (LTI) is defined
as any work related injury or occupational illness which results in a
person being unfit for his/her regular work for more than 24 hours
after the injury.
What is Lost Time Injury
Frequency?
Lost Time Injury Frequency (LTIF)
is one way to measure a company’s
safety performance by measuring
the number of lost time injuries
excluding fatalities per million
exposure hours.
APM Terminals had a number of safety initiatives in 2008. Among them was the Global Safety Day reminding everyone of the importance of safety.
APM Terminals makes safety everyone’s business
APM Terminals has 50 port terminals in 34 countries across five
continents. Containers, loading cranes, trucks and fork lifts,
20,000 men and women in hard hats and fluorescent vests
shouting into walkie-talkies all combine to create a highly buzzed
atmosphere. Unfortunately, it is also a place where work-related
injuries and even fatalities occur.
In 2008, APM Terminals launched a number of initiatives to improve safety performance which resulted in a significant reduction
in LTIF of 26% compared with 2007. Still, the challenge remains.
APM Terminals has an LTIF above the A.P. Moller - Maersk Group
average of 5.08 and suffered nine fatalities in 2008.
New initiatives rolled out
One of APM Terminals’ initiatives is the ‘Safety for Life’programme. One element of this is the Personal Safety Plan,
where close to 15,000 of APM Terminals’ 20,000 employees
have set 4–6 personal safety goals, describing what they will do
to improve safety.
During the second “Global Safety Day” on 22 October, a large
amount of local safety actions were also performed to remind
everyone of the importance of safety and a comprehensive
world-wide safety culture programme for all terminal personnel
was introduced. The goal of the new programme is to instil a “culture of safety” and the adoption of best-practice procedures into
the daily operations.
More than 2,800 persons completed training under the title
‘Health and safety for all’, and 1,650 people completed a security
module in the company’s training programme.
www.maersk.com
Thinking in the long term
APM Terminals sees the safety culture programme as an important step towards eliminating fatalities throughout its global terminal network. The programme focuses on accident prevention
awareness, an overview and reinforcement of operational safety
procedures and the active encouragement of company and terminal personnel to adopt and embrace a new philosophy of
workplace behaviour in which safety is integrated into the core
business processes.
Head of CSR/HSSE in APM Terminals, Henrik Kristensen, recognises that the end target of zero fatalities and injuries will require
more work. However, he is pleased with this year’s progress for
LTIF.
“We still have a long way to go. We expect to deliver substantial
reductions in the coming years and we need employees to help
us make APM Terminals the safety leader in the port industry,”
Henrik Kristensen says.
Henrik Kristensen, Head of
CSR/HSSE in APM Terminals,
and his colleagues have worked
intensively to instil a safety culture
at the port terminals.
17
HEALTH & SAFETY
ENERGY
We are active in many sectors of the oil and gas industry, from
supply ships and drilling rigs to production facilities. The A.P.
Moller - Maersk Group has been confronting the risks in this industry for decades, resulting in comprehensive safety strategies
in our energy segment.
Maersk Tankers’ fleet in 2008 had an LTIF performance of 1.38
compared to 2007’s 0.59. Their target was set at 0.60. Revising a
procedure in January 2008 led to a change in the definitions
used for registering injuries to align with industry standards, and
subsequent adjustment in number of LTIs.
In Maersk Oil, the LTIF was 1.90 while the average LTIF for the
Exploration and Production Industry for 2007 was 0.66 covering
30 companies9. As part of their management system that is focused on the prevention of, preparedness for, and mitigation of
catastrophic releases of chemicals or energy from a process associated with an operating facility, Maersk Oil is developing a Global
Process Safety Training Programme based on a pilot course held
in November 2008. This programme will be rolled out in 2009.
In 2008, the shared LTIF for Maersk Drilling and Maersk FPSOs
fell from 1.67 in 2007 to 1.09, well below the target of 1.50 and
even further below the industry average of 2.35 in 200810. The
improvements were due to a range of safety activities. In 2008, a
safety culture handbook was launched in Maersk Drilling and
Maersk FPSOs, as a follow-up to a 2007–2008 safety culture
campaign which embraced almost 4,500 employees, customers
and subcontractors (4,300 people are employed by Maersk
Drilling and Maersk FPSOs). The handbook is meant to remind all
participants about the outcome of the workshops. In December
2008, Maersk Drilling launched the ‘Hands & Fingers’ injury campaign. Injuries to hands and fingers are very frequent both onand offshore. 39% of all injuries are related to hands and fingers
in Maersk Drilling and Maersk FPSOs. The aim of the campaign is
to support a common safety culture and understanding, striving
for the overall goal of zero injuries.
09
10
International Association of Oil & Gas Producers, Safety performance indicators – 2007
data, Report No. 409, May 2008 (2008 data not available at the time of publication).
International Association of Drilling Contractors, IADC ASP Program 2008 Summary
Report. Note: When using the IADC calculation methods, the LTIF is 1.74.
18
Maersk Supply Service provides anchor handling, cable laying,
tug and support in the environment of open seas, which is the
basis for the higher injury frequency when compared with the
other business units in the energy segment. With a target of 2.12
for 2008, the LTIF went from 2.34 in 2007 to 1.43 in 2008 due
to a greater focus on safety. This includes thorough investigation
of injuries, distribution of ‘Lessons from Incidents’ reports, quarterly management reviews of safety, and a push to increase the
number of near miss reports, which are up by 70% compared to
2007. The latest LTIF for the industry as reported in 2007 by the
Marine Safety Forum representing North Sea supply vessel companies was 1.2. Also in 2008, captains on Maersk Supply
Service’s ships were offered a Safety Ambassador Course at the
Maersk Training Centre, providing participants with a Safety
Toolbox encompassing all major elements in running a safety
campaign at sea such as presentations, posters, leaflets, etc.
Danbor has carried out general safety awareness training and created an HSSE plan covering the entire Danbor organisation,
which has led to an LTIF of 0 in 2008, a significant improvement
from 2007 (4.80).
INDUSTRY
In our industry segment we have activities as diverse as shipbuilding, plastic production and retail operations, and the risk profiles vary accordingly. Furthermore, onshore industries have for
some years had higher injury rates than our offshore segments.
This is a consequence of the strong focus on safety in the offshore areas due to major injuries in the past that call for extra
safety attention.
The LTIF from Odense Steel Shipyard is consistently higher than
those of our other business units. For that same reason, the shipyard’s management at the end of 2007 requested an internal
audit of the facilities by Group HSSE in order to identify actions
for improvement: focus on signs related to safety at work, publication of LTIF results, meetings with management participation
discussing ideas for safety promotion. These actions were implemented in 2008 and resulted in a drop in the LTIF from 57 to
42.11, beyond the target of 45.6.
At Rosti, the LTIF fell substantially from 10.78 to 3.58 in 2008,
while the target number was 8.91. This fall can be attributed to
increased attention on safety issues, such as implementation of
improved accident recording and corrective action loop. Maersk
Container Industry had a target of 3.27 and the result was an LTIF
of 3.34.
Dansk Supermarked’s LTIF ratio of 9.20 was well below the target
of 10.60, corresponding to a reduction of over 20% from 2007.
Employee health
While safety hazards have the potential to cause sudden injury,
health hazards have the potential to cause occupational illness
which may be acute, delayed or chronic with varying degree of
disability or even death.
Traditionally, our health practices have been based on local standards related to local legislation. But the increasing globalisation
requires a more global approach. We now aim for employees
being protected by the same health practice no matter where in
the world they work.
GLOBAL HEALTH WEEK
Healthy body, healthy mind,
healthy workplace, healthy life!
In November 2008, a full week was designated health week in
the A.P. Moller - Maersk Group globally. A campaign targeting all
employees aimed at creating awareness and promoting behavioural changes with regards to a healthy lifestyle.
Daily health tips were posted on the intranet covering topics such
as food, smoking, alcohol, exercise and stress, while business
units and offices were encouraged to follow up on this campaign
and make health an important part of the daily work life.
www.maersk.com
To this end, we completed the A.P. Moller - Maersk Group Health
Manual in 2008. It serves to compliment the Group HSSE Manual,
providing more specific steps required to carry out health risk
management. Guidance and good practice examples to assist in
implementing these mandatory elements are also provided.
The manual requires management programmes to be in place to
assess, control and document the identified health risks arising
from chemical, physical, biological, ergonomic and psychological
hazards associated with the work environment, e.g., climate, air
quality, noise, exposure to potentially hazardous substances,
work load, discrimination etc. Monitoring compliance with national statutory requirements is mandatory for all aspects of health
management.
Starting in 2011, the Group Health Manual will be included in the
annual self-assessments performed by the business units based
on the overall Health, Safety, Security and Environmental
Management system which was launched and begun implementation in 2008 across the Group. All business units must be in
compliance by the end of 2010.
Health week
posters
In many of our offices around the world, employees got busy
with health advice. One example, in Shenzhen, China, employees were asked to swap one piece of health advice for one cup of
warm soup as they arrived to work on a particularly cold day.
More than 150 pieces of health advice were gathered and posted
in the office kitchen. The advice also showed how East meets
West in this particular office, as Western and traditional Chinese
health advice mixed on the posters: ‘Less Cola’ vs. ‘one day’s true
laughter can make you 10 years younger’.
19
SECURITY
Keeping employees and assets secure – both our own and our
customers’ assets while in our care – have always been of high
priority to the A.P. Moller - Maersk Group. In recent years, however, geo-political instability has increased the need for overview
and coordination of security efforts for a company such as the
A.P. Moller - Maersk Group.
SECURITY
Responding to security risks
In 2008, our security measures, such as country risk assessment
and security intelligence have been included into the Group
HSSE policies and manuals, and subsequently in business unit
level management structures.
Piracy the main concern
The main maritime security issue in 2008 has been the deteriorating security situation in the Gulf of Aden and off the
Somali coast – a strategic corridor between the Indian Ocean and
the Red Sea. This situation has been put under the media spotlight in many parts of the world. An estimated 1,500 transits are
made through these waters under the A.P. Moller - Maersk flag
annually.
An unprecedented number of attacks took place in 2008 in the
Gulf of Aden. According to the annual ‘ICC International Maritime
Bureau Piracy and Armed Robbery against Ships Report 2008’,
111 incidents were reported for the east coast of Somalia and the
Gulf of Aden. This is an increase of nearly 200% compared to
2007. A total of 42 ships were hijacked by pirates and 815 crew
members were taken hostage. Added to this situation are the
challenges to establish the legal framework in terms of prosecution of the pirates.
In 2008, three ships owned by the A.P. Moller - Maersk Group
were either hijacked or attacked by pirates in the Gulf of Aden or
off the East African coast:
• On 1 February, the tug boat SVITZER KORSAKOV was hijacked
by pirates in the Gulf of Aden. The crew of six men were held
captive off the coast of Somalia until their safe release on 18
March 2008.
• BRITTA MÆRSK, a Danish flagged product tanker, was attacked
by pirates on 2 November, while at transit in the Gulf of Aden.
The crew initiated anti-piracy measures in accordance with
company procedure and the attack was averted.
• The container ship MAERSK REGENSBURG was attacked by
pirates east off Tanzania on 6 December. By initiating antipiracy measures the crew managed to avert the attack.
Precautions consist of strict lookouts and fire hoses rigged and
fixed to cover the ships’ quarters and stern. In case of a suspicious approach the spraying of water, sounding of the general
alarm and performing of evasive manoeuvres to avoid the pirates
are some of the actions to be taken.
In late 2008, the A.P. Moller - Maersk Group became one of the
world’s first shipping companies to decide to reroute certain
ships away from the Gulf of Aden. Ships which have a low freeboard and/or low speed will have to sail around the Cape of
Good Hope – unless the ship can be part of one of the naval convoys sailing through the Gulf of Aden. We do not use armed private security teams nor do we carry any weapons on board our
ships.
Piracy is not a problem that the A.P. Moller - Maersk Group or the
industry as such can solve alone. It represents a threat to international trade and must be solved by the international community.
However, we are via organisations such as the Danish
Shipowners Association working together with international associations like the International Chamber of Shipping to maintain
pressure on the international community.
Security on land
Another security concern during for 2008, was the August war
between Georgia and Russia, both countries where the A.P.
Moller - Maersk Group has staff. Fortunately, no evacuation of our
employees was deemed necessary. Otherwise, the A.P. Moller Maersk Group has not been affected by any major security incidents on land.
Nigeria has the second highest number of serious attacks and
continues to be viewed as another risk area. For our ships operating in Nigerian waters and/or calling Nigerian ports, stringent procedures have been established in order to mitigate the security
risks.
Our response
In order to mitigate the risk of piracy attacks on our ships, comprehensive instructions on the Gulf of Aden are being continuously
updated and supplied to the ships. The instruction includes detailed reporting procedures as well as precautions to be taken on
board the ship in connection with a transit in the Gulf of Aden.
22
An unprecedented number of attacks took place in 2008 in the Gulf of
Aden. A total of 111 incidents were reported for the East coast of Somalia
and the Gulf of Aden.
In order to mitigate the risk of piracy on
our ships, comprehensive instructions
on the Gulf of Aden are being
continuously updated and supplied
to the ships.
In order to establish the specific security risks pertaining to the
A.P. Moller - Maersk Group, available internal security information
combined with information from security risk management companies as well threat assessments towards Danish interests issued by the Danish authorities are being evaluated together with
certain financial information such as turnover, revenue, fixed
assets, etc.
The process results in the identification of a number of high security risk countries. This knowledge enables the business units,
who have or consider having activities in any of these countries,
to evaluate whether appropriate resources, e.g. security procedures or security guards, are in place, or whether a more in-depth
analysis should be performed in order to identify ways to mitigate
the security risk.
www.maersk.com
MAERSK REGENSBURG after a confrontation with pirates
23
ENVIRONMENT
Although engaged in very energy intensive industries, we are
committed to reducing our environmental and climate impact.
Accordingly, our environmental strategy entails that we pursue
energy efficiency in our business activities.
ENVIRONMENT
Pursuing environmental efficiency
The A.P. Moller - Maersk Group owns the largest container shipping company in the world and is one of the leading, independent oil and gas operators. Our ships sail in all parts of the world.
Activities of this scale obviously impact the environment – on a
global, regional and local level.
The main environmental impacts from extracting and producing
energy as well as transporting goods across waters are through
emissions of greenhouse gases, and the impact on people and
ecosystems related to emissions of other air pollutants.
A range of other impacts are related to our activities, including
consumption and discharges of water, generating and handling
of solid and hazardous waste, as well as the risk of incidents associated with spills to land and water. In the coming years we will
expand our group report to include more information on these
topics. Currently, more details about these impacts – as they relate to individual business units – can be found at the business
units’ web sites.
Today, climate change and the ability to develop reliable and
clean energy supplies are at the forefront of public and scientific
debate. This comes at a time when the world finds itself in an
economic crisis and simultaneously en route to negotiating a
new global agreement on climate change. The growing importance of these agendas is clear to us, and in recent years the environmental impact of our businesses has become increasingly
important to us.
The challenge of minimising our environmental footprint is not
taken lightly, and we work diligently to ensure our business operations are as eco-efficient as possible. While the economic downturn has affected our business, our commitment to improving our
environmental performance remains as strong as ever.
In 2008, our Executive Board approved a group-wide environmental strategy, and the environment remains one of the
Group’s priorities for 2009. The environmental strategy continues our efforts to become more efficient through innovation
and technological advances, and we participate in relevant international forums to attain global solutions to global problems.
Environmental strategy: Eco-Efficiency
Our environmental strategic ambition is to pursue eco-efficiency
in our daily operations, across all business units, and in the business opportunities we seek. This implies the best possible use of
natural resources with the least impact on the environment.
Through an extensive strategy process (involving both group and
business unit levels) in 2008, we developed a comprehensive
environmental strategy for the A.P. Moller - Maersk Group, which
will guide our work to minimise our environmental footprint in
the future. We have named the strategy “Eco-Efficiency”.
The Group environmental strategy is the over-riding “umbrella”
defining the scope and borders within which all environmental
strategic articulations, actions and organisational behaviour will
have to be framed. The strategy aspires to go beyond compliance
in order to build competitive advantage.
Certain business units may decide to transition into “EcoAdvantage”, with an aspiration to be recognised as an environmental leader and to create significant economic value through
cutting edge environmental initiatives and activities.
The Eco-Efficiency strategy is expected to reduce our environmental impact as well as create economic value and enhance
competitiveness through:
• improving resource productivity (energy, water and material),
• cutting down environmental costs and regulatory burden,
• better managing environmentally driven business risk.
AVAILABLE ONLINE
maerskgreen.com
During 2008, a new website from the A.P. Moller - Maersk Group
was launched. Under the name maerskgreen.com all available
news, policies, positions and publications related to the environmental strategy and climate change from the A.P. Moller - Maersk
Group can be found on this website.
26
Our environmental strategic ambition is to pursue eco-efficiency in our daily
operations, across all business units, and in the business opportunities we seek.
This implies the best possible use of natural resources with the least impact on
the environment.
Also it will enhance the Group’s reputation by being:
• better at responding to key customers’ requirements,
• better at retaining and attracting talents,
• better at accessing and collaborating with governments/
regulators.
Starting in 2008, the environmental strategy is currently being
implemented in our business units, which are in the process of
setting relevant and measurable targets and preparing action
plans. This work will continue in 2009. All business units must
meet the Group’s ambition level of eco-efficiency.
Climate Change on our agenda
The decision on Eco-Efficiency as our environmental strategy is
an outcome of the A.P. Moller - Maersk Strategic Climate Change
Initiative. The initiative focuses on developing strategic responses
to the emerging environmental agenda.
The UN’s Intergovernmental Panel on Climate Change (IPCC)
believes that global warming is largely attributable to an increase
in the levels of CO2 and other greenhouse gases in the atmosphere. The A.P. Moller - Maersk Group shares this opinion. While
we all contribute to the emission of CO2, the transport and energy sectors emit a large amount of CO2.
Our approach to limiting our environmental impact is that not
only do we have a duty to society in general, but environmental
consciousness also creates business opportunities for our
companies.
www.maersk.com
We strongly support a global solution on climate, since a global
challenge needs a global approach. This is why we are involved in
a number of organisations that are working towards such an approach. It is crucial that global, not only local, solutions are developed if the rate of climate changes is to be reduced. This will ensure a level playing field, which is necessary to make real
progress on the climate agenda.
Innovation and partnerships are core elements in our response
to the climate challenge. We develop innovative solutions to the
benefit of our own Group but also to our respective industries
where we aim to take leadership. We engage in partnerships to
learn and to share knowledge, thereby creating new sustainable
solutions.
To manage and reduce our contribution to climate change, we
will work towards specific indicators and measurable targets.
Having measurable targets will increase transparency – as will
our commitment to the Carbon Disclosure Project (CDP). In the
past, we did not respond to the questionnaire due to the lack of
consolidated group-wide data. The lack of our response raised
questions from our stakeholders, including the media. As we are
now in a better position to provide the answers required by CDP,
and also in order to provide further transparency and accountability to our stakeholders, we will be participating in the Carbon
Disclosure Project starting 2009.
27
ENVIRONMENT
Environmental performance 2008
The environmental performance of the A.P. Moller - Maersk
Group in 2008 can be seen in the table below11. Our focus is on
energy consumption, greenhouse gas emissions and other emissions to air from stationary and mobile sources.
The general trend for our overall performance is that we have improved the scale of our overall environmental impact from 2007
to 2008. The main contributing factors to the improvement in our
performance are a range of focused efforts to limit for instance
fuel consumption and flaring.
Our energy use consists of fuel and electricity consumption. As
for our fuel consumption in 2008, it was approximately 13 million tonnes across the Group, a slight decrease from 2007.
Compared to the level of business activity in the transport segment12 (responsible for more than 90% of the Group’s fuel consumption) it represents a reduction of 6%. Measured per USD
turnover it represents a drop of more than 10%. Higher electricity
consumption figures reflect increase in volume of recorded data
rather than increased consumption per se.
The total CO2 emissions of the A.P. Moller - Maersk Group in
2008 were around 48 million tonnes CO2 equivalent, a decrease
of over 5 million tonnes CO2 equivalent. In absolute terms, this is
a fall of approximately 9%. In terms of greenhouse gas intensity,
measured by kg CO2 per USD turnover, it is a decrease of 20%.
The greenhouse gas intensity based on activity (exposure working hours) was 128 grams per hour.
11
Since the system for collecting data is still being developed, a number of uncertainties
continues to be involved. Through improved data collection and management systems,
we expect to gradually reduce uncertainty over the next three years.
12
Measured per FFE (Forty-Foot Equivalent container units) container shipping increased
2% from 2007 to 7.0 million FFE.
TABLE 7
Environmental performance in the A.P. Moller - Maersk Group 2008
Energy consumption
Fuel oil
Diesel*
Natural gas
Electricity
Energy intensity
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 MWh
MJ/USD turnover
2008
2007
2008
2007
2008
2007
2008
2007
2008
2007
Transport
Energy
Industry
11,985 13,067
1,022
781
10
0
256
113
53
110
163
304
0
874
12
1
897
10
838
17
726
66
5
666
17.6
5.4
0.2
18.6
6.8
1.5
13,017 13,848
422
577
886
908
1.581
737
10.9
12.2
* including jet fuel
Indirect
GHG emissions
Direct GHG emissions
GHG emissions
GHG emissions
1,000 tonnes
CO2 eq
2008
2007
CO2
1,000 tonnes
2008
CH4
1,000 tonnes
CO2 eq
HFC
1,000 tonnes
CO2 eq
N 2O
1,000 tonnes
CO2 eq
CO2
1,000 tonnes
GHG intensity
kg CO2/
USD turnover
2007
2008
2007
2008
2007
2008
2007
2008
2007
2008
2007
Transport
Energy
Industry
38,931 42,600
8,757 9,961
510
791
37,865.4 41,076
8,461.4 8,972
228.0
248
138.1
16.4
21.2
23
827
2
0.0
2.5
0.1
n/a
n/a
n/a
448.5
36.1
1.0
911
152
13
450.7
12.9
259.7
590
10
528
1.2
0.5
0.01
1.5
0.9
0.1
48,198 53,352
46,554.8 50,296
175.7
852
2.6
n/a
485.6
1,076
723.3
1,128
0.8
1.0
Other air emissions
SOx
NOx
VOCs
PM
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 tonnes
2008
2007
2008
2007
2008
2007
2008
2007
Transport
Energy
Industry
607.6
144.3
121.6
616
38
2
892.4
87.4
2.2
1,026
63
5
17.14
14.57
0.14
n/a
16
n/a
28.9
n/a
n/a
45
n/a
n/a
873.5
656
982.0
1,094
31.85
16
28.9
45
28
Other emissions
CO2 emissions are not the only environmental impacts which the
A.P. Moller - Maersk Group is concerned about. Other emissions
to air are also of our concern.
TRANSPORT SEGMENT
A major share of our fuel consumption (about 95%) is consumed by ocean-going ships, and as the world’s largest container
shipping company, our total emission of CO2 is significant.
Other emissions to air include SOx, NOx and particulate matter
(PM). SOx comes from sulphur which occurs naturally in crude
oil and remains a residue of the refining process in fuel oils.
Sulphur oxides can contribute to acidification and respiratory effects. NOx is the generic term for a group of gases, which contain
nitrogen and oxygen in varying amounts. They form when fuel is
burned at high temperatures and as such are very dependent on
the combustion process in the main and auxiliary engines on our
ships. NOx contributes to acidification, ozone/smog formation
and eutrophication. PM is residuals formed by incomplete combustion of fuel and can also have carcinogenic effects.
Shipping is the most common form of transport in the world today
– in fact, 90% of the world’s goods are shipped by sea.
Compared with aircraft, trucks and trains, ships emit substantially
less CO2 per km when transporting 1,000 kg and are the most
environmentally friendly form of transport (see comparison
graphic below). The most recent study of fuel consumption and
CO2 emissions from the shipping industry carried out by the UN’s
International Maritime Organization (IMO), December 2007, suggests that around 4% of the global energy related CO2 emissions
stem from shipping.
The trend in emissions of SOx, NOx, and PM from ships under the
A.P. Moller - Maersk Group’s control is stable, even though the
numbers reported have grown due to improvements in the
amount and quality of data.
Our Innovation Department for ships has in 2008 carried out a
research project to map the future possibilities for reducing SOx
and NOx through uses of different technological solutions. Engine
suppliers were asked to present their latest work on reducing SOx
and NOx emissions, and how they see those ideas incorporated in
ships. On the basis of the workshops, a matrix of solutions, potential and cost was compiled which can be used by the business
units when making decisions on reducing these emissions to air.
Through years of careful attention, our own container ships have
reduced emissions of greenhouse gases resulting in Maersk Line
and Safmarine being ahead of the industry average13. We are,
however, not satisfied with the levels of emissions and will continue to further reduce fuel consumption and atmospheric emissions in the years to come.
During 2008, the transport segment consumed about 12 million
tonnes of bunker fuel (heavy fuel oil and marine diesel oil), leading to some 39 million tonnes of CO2 equivalent, 608,000
tonnes of SOx, 892,400 tonnes of NOx, and 29,000 tonnes of
particulate matter. While emissions of CO2 relative to turnover
have dropped by 20%, a number of other emissions have grown
in absolute terms.
13
Based on results from Business for Social Responsibility (BSR) benchmarking as part of
the Clean Cargo Working Group. We are not allowed to publicise these results.
Grams of CO2 emitted by transporting 1 tonne of goods 1 km
Aircraft
560
(Boeing 747-400)
Truck
47
(Global average)
Train, diesel
21
(Global average)
Train, electric
18
(Global average)
Ship
(Average Maersk Line ship)
Ocean shipping is
by far the most
environmentally friendly
way of transporting
goods.
8
Chart based on data from the Network for Transport and Environment, Sweden
www.maersk.com
29
ENVIRONMENT
Reducing fuel consumption is directly connected to limiting CO2
emissions. Some of the options contributing to reducing emissions in 2008 were:
• A Waste Heat Recovery System, which saves 8–10% fuel at
optimum conditions, has been implemented on 32 ships in
total, of which 6 were fitted with the system in 2008, making
the A.P. Moller - Maersk Group the world’s leading shipping
company in this area.
• Slow Steaming has been introduced on a large number of
Maersk Line and Safmarine’s routes. Reducing speed 5–10%
does increase the number of days at sea, but reduces both
fuel consumption and CO2 emission by more than 15%.
• The Quest project – installing software in containers to reduce
energy consumption for cooling in containers – has shown remarkable results for saving CO2. At the end of 2008, 69% of
Maersk Line and Safmarine’s reefer fleet was equipped with
Quest software, generating CO2 savings equivalent to 260,000
tonnes per year.
• Optimised voyage planning is an essential tool to reduce emissions. The Voyage Efficiency System (VES), an A.P. Moller Maersk developed voyage planning programme, is used on all
large ships (and chartered ships) to identify the most fuelefficient route and a “just in time” steady running strategy is
applied to keep the engine load at a minimum.
In all business unit across the Group, we work to reduce our
energy consumption in our daily operations.
TABLE 8
Environmental performance: transport segment 2008
Energy consumption
Fuel oil
Diesel
Natural gas
Electricity
Energy intensity
GHG emissions
GHG emissions
CO2
CH4
HFC
N 2O
Indirect GHG emissions
CO2
GHG intensity
Other air emissions
SOx
NOx
VOCs
PM
30
MJ/USD turnover
2008
11,985
256
0
838
17.6
2007
13,067
110
1
66
18.6
1,000 tonnes CO2 eq
38,931
42,600
37,865.4
138.1
0.0
448.5
41,076
23
450.7
1.2
590
1.5
607.6
892.4
17.14
28.9
616
1,026
n/a
45
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 MWh
1,000 tonnes
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes
kg CO2/USD turnover
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 tonnes
Through years of careful
attention, our own container ships have reduced
emissions of greenhouse
gases resulting in
Maersk Line being ahead
of industry average.
n/a
911
In order to develop a deeper understanding of our sustainability issues, we are entering into partnerships with various stakeholders.
Our partnership approach
Entering into partnerships with external stakeholders is an important element in the way the A.P. Moller - Maersk Group approaches
the environmental agenda. We are committed to exploring and
developing sustainable solutions, to the benefit of the environment and our business. By engaging with governments, industry
partners and other stakeholders, we seek to establish effective
and predictable GHG (greenhouse gasses) abatement initiatives,
policies and technological frameworks. We will also work to establish relationships with NGOs in order to develop a deeper understanding of our sustainability issues, and to make progress towards a more comprehensive approach to stakeholder dialogue.
business-to-business collaboration platform dedicated to integrating environmentally and socially responsible business principles into transportation management. The group is hosted by
the organisation Business for Social Responsibility (BSR).
Members share data and make benchmarks, and the partnership
gives access to the latest thinking within sustainability issues. The
group has more than 25 members and the container carrier companies in the group represent more than 70% of the global
capacity. Besides shipping companies, major retailers and manufacturers such as Coca-Cola, H&M, Nike, Wal-Mart, Timberland
and Starbucks are members of the group.
The ultimate goals of our environmental activities are to improve
our environmental performance, reduce costs and explore new
business opportunities. To meet this challenge we are working
closely with a wide variety of institutions to find the best possible
responses to the environmental challenges faced by our businesses – and society as a whole. As innovation is a driver for our
ambition level, we will use innovative partnerships to increase
our eco-efficiency and reduce our environmental footprint.
Maersk Logistics and Massachusetts Institute
of Technology (MIT)
By joining the MIT Supply Chain Exchange, Maersk Logistics has
become part of a large and active community of supply chain
management leaders with access to MIT Center for
Transportation & Logistics’ cutting-edge research and educational
programmes and events. Maersk Logistics will collaborate with
the MIT researchers on enhancing carbon footprint methodologies. The partnership will also contribute to the effective measurement of carbon emissions in global supply chains and the advancement of carbon emission reduction to achieve certified
global supply chain methodology standards.
The following are just a few examples of such partnerships. Read
more on maerskgreen.com.
A.P. Moller - Maersk Group and
“Green Ship of the Future”
Danish companies, shipping lines and universities have joined
forces to reduce CO2 emissions and other air pollution arising
from the activities of the shipping industry. The partners aim to
combine a number of scientific and innovation projects to create
greener solutions for ocean freight, and at the same time make
the industry’s effort to minimise the impact on environment and
climate visible. Beside the A.P. Moller - Maersk Group, participants include MAN Diesel, FORCE Technology, Danish Centre for
Maritime Technology and Danish Maritime Authority.
Maersk Line and Clean Cargo Working Group
The Clean Cargo Working Group’s overall mission is to be the
www.maersk.com
APM Terminals and Port of Rotterdam
The partnership is a five year, global agreement to work towards
improved productivity and efficiency, land utilisation, environmental sensitivity and public awareness of the container terminal
industry. Through five joint projects per year, research will contribute to achieving the main objectives, which are:
• support environmentally proactive terminal planning and operating procedures with sustainable development,
• improve productivity and efficiency of terminal operations,
• optimise land use,
• help to increase public awareness of the major role container
facilities play in creating jobs and prosperity in the global as
well as in national, regional and local economies.
31
ENVIRONMENT
Carbon Capture and Storage (CCS) remains one of the most promising methods of
reducing CO2 emissions.
ENERGY SEGMENT
Activities in the oil and gas industry have three main environmental impacts: Emissions to air, discharges to water and waste management. Due to the availability of data, we focus on emissions to
air only. Next year, however, we will also include information on
waste management and water consumption.
In 2008, Maersk Oil consumed 145,345 tonnes of fuel and
10,145 megawatt hours of electricity across its 36 producing
fields in the Danish and UK parts of the North Sea, Kazakhstan
and Qatar. This compared to 110,000 tonnes of fuel and 5,000
megawatt hours of electricity in 2007. The increase in electricity
consumption is because of improved data reporting. The energy
intensity for energy consumption per USD turnover in 2008 was
20% lower when compared to 2007. This was due to a combination of a reduction in diesel and natural gas consumption and
also an increase in revenue.
CO2 emissions occur because the extraction of oil and gas requires significant amounts of energy. The level of CO2 emissions
varies, depending on a range of parameters such as depth and
type of reservoir being produced. For example, working on
mature oil and gas fields raises the energy required per unit produced, as reservoirs in time become more difficult to access.
Other sources of emissions, including fugitive emissions (equipment leaks), flaring and venting, can also be significant when
producing energy. Data in table 9 includes emissions to air from
energy production and flaring.
Greenhouse gas emissions fell by 12% in absolute numbers but
44% compared to the increased turnover in the segment. All
other emissions to air grew mainly due to improved collection
and quality of data.
A number of initiatives are currently under way in Maersk Oil,
all looking to lessen the environmental impact of oil and gas
production.
TABLE 9
Environmental performance: energy segment 2008
Energy consumption
Fuel oil
Diesel*
Natural gas
Electricity
Energy intensity
GHG emissions
GHG emissions
CO2
CH4
HFC
N 2O
CO2
GHG intensity
Other air emissions
SOx
NOx
VOCs
PM
MJ/USD turnover
2008
1,022
113
874
17
5.4
2007
781
163
897
5
6.8
1,000 tonnes CO2 eq
8,757
9,961
8,461.4
16.4
2.5
36.1
8,972
827
12.9
0.5
10
0.9
144.3
87.4
14.57
n/a
38
63
16
n/a
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 MWh
1,000 tonnes
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes
kg CO2/USD turnover
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 tonnes
A number of initiatives
are currently under way
in Maersk Oil, all looking to
lessen the environmental
impact of oil and gas
production.
n/a
152
32
Maersk Oil has reduced flaring continuously since 2001 resulting in a reduction of about 50%. To continue this effort, Maersk Oil is developing a new flare
gas recovery system.
Maersk Oil: addressing climate change
In 2008, Maersk Oil established a Carbon & Climate Department
to address the issues of climate change and how it affects the
business. The Carbon & Climate Department is focusing on energy efficiency, CO2 emission mitigation technologies, and is investigating the business risks and opportunities associated with CO2
emissions and climate change.
when associated gas resulting from oil production is flared
from production platforms for safety reasons. Nearly all gas
produced in the North Sea is exported, re-injected or used as
offshore fuel, measures that are also in use in Qatar. Maersk
Oil is currently developing a new flare gas recovery system
which is due to be tested in one of our North Sea fields.
Maersk Oil is not active in the area of renewable energy – this is
something however, that our Innovation Department for ships is
looking into. Maersk Oil's main expertise lies within the oil and
gas business and the world will still for many years be dependent
on fossil fuels. Accordingly, Maersk Oil is concentrating its efforts
on exploration and production of oil and gas in an efficient manner also taking environmental matters into account. Among those
being explored are:
• Projects to re-inject water and thereby easing the current situa-
• A study to map and benchmark energy efficiency, gas flaring
and CO2 emissions associated with oil and gas production offshore Denmark.
• Reducing flaring, which has been done continuously since
2001, resulting in a reduction of about 50%. Flaring occurs
www.maersk.com
tion where oil fields get three times as much water as oil out of
the underground. In line with this effort, we are exploring the
use of heat and steaming to get the oil out.
• Carbon Capture and Storage (CCS) remains one of the most
promising methods of reducing CO2 emissions. CCS removes
the CO2 when fossil fuels are burned and stores it underground, for instance in depleted oil and gas fields. Maersk Oil
is currently investigating future CCS project together with
Maersk Tankers and Maersk FPSOs. One of these is the entry
of Maersk Tankers into the CO2 transportation market, and
Maersk Tankers has in 2008 examined the business case for
entering into this market. The outcome will be further explored
in next year’s report.
33
ENVIRONMENT
INDUSTRY SEGMENT
The A.P. Moller - Maersk Group’s industry segment covers companies with very diverse profiles. The main contributors to energy
consumption are Dansk Supermarked due to electricity consumption in stores and warehouses, and Rosti and Odense Steel
Shipyard due to the amounts of energy needed for plastics production and ship building, respectively.
In 2008, energy consumption in Dansk Supermarked was
367 tonnes of fuel mainly from company cars and trucks,
4,388 tonnes of natural gas and 455,394 megawatt hours electricity related mainly to stores and warehouses. This corresponds
to 184,047 tonnes of CO2 equivalent. The corrected emissions in
2007 were 174,890 tonnes of CO2 equivalent, which results in a
much more acceptable growth in emissions compared to the
originally reported number for 2007 of 322,000 tonnes.
In general, we have discovered problems with the reported data
for 2007 for the industry segment, which makes the comparisons
between 2008 and 2007 difficult. This flaw in data has been investigated, and we are working to secure work procedures that
minimise the risk of this reoccurring.
The performance numbers reveal reductions in emissions in almost any category. Main contributors to this development are the
faults in the data for 2007, which makes it impossible to provide
valid trend explanations.
Star Air is responsible for nearly one third of the CO2 emissions in
the industry segment. They exert efforts to reduce their jet fuel
consumption through various procedures, such as reduced takeoff thrust and a procedure called “continuous descent approach”
(CDA). During a CDA, when the aircraft gets ready to descend,
the pilot cuts power and the aircraft maintains a constant rate of
descent all the way to touchdown. The benefits of a CDA include
reduction in noise, fuel burn and emissions. It is a procedure that
is being tested and and introduced by a number of European airports. In Star Air’s route network it has been introduced in the
East Midlands and Cologne, and Star Air has been commended
for a success rate above best practice by the airport authorities in
the East Midlands and Cologne.
To reduce emissions and energy consumption in warehouses,
Dansk Supermarked’s large supermarkets in Denmark, Bilka and
Føtex, have carried out an energy saving competition, starting in
TABLE 10
Environmental performance: industry segment 2008
Energy consumption
Fuel oil
Diesel*
Natural gas
Electricity
Energy intensity
GHG emissions
GHG emissions
CO2
CH4
HFC
N 2O
CO2
GHG intensity
Other air emissions
SOx
NOx
VOCs
PM
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 MWh
MJ/USD turnover
1,000 tonnes CO2 eq
1,000 tonnes
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes
kg CO2/USD turnover
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 tonnes
2008
10
53
12
726
0.2
2007
0
304
10
666
1.5
510
791
228
21.2
0.1
1
248
2
259.7
0.01
528
0.1
121.6
2.2
0.14
n/a
2
5
n/a
n/a
n/a
The main contributors to
energy consumption are
Dansk Supermarked due
to electricity consumption
in warehouses, and Rosti
and Odense Steel Shipyard
due to the amounts of
energy needed for plastic
productions and ship
building respectively.
13
34
To reduce emissions and energy consumption in warehouses, Dansk Supermarked’s
large supermarkets in Denmark, Bilka and Føtex, have carried out an energy savings
contest, starting in March 2008.
March 2008. Individual warehouses were rated in terms of energy use and have competed on the ability to save energy. The original target was savings of 3%, whereas the final result – 2.5% –
was below this number. In total, 2,627,000 KWh were saved,
equal to 1,374 tonnes of CO2, which again equals savings of
around DKK 1.8 million. The supermarkets’ management are
pleased to have started this process and the competition will be
repeated in 2009.
Odense Steel Shipyard has worked to reduce energy consumption as well, through energy awareness and behaviour changes.
An overview of energy saving potential from lighting, welding machinery, pressurised air, exhaust devices has been communicated, and departments are asked to contribute reports on energy
behaviour every week to sustain the focus. Since its inception in
the spring of 2008, energy savings of more than 10% have been
achieved.
GLOBAL GREEN WEEK
Green ideas from employees
Midway through 2008, the A.P. Moller - Maersk Group celebrated
its first Green Week. The key focus of the week was how each and
every employee can make a difference changing their daily
behaviour.
Each day of the week introduced the ‘Green Tip of the Day’, encouraging employees to put computers on stand-by when not at
the desk, turn off the lights when leaving the office – or home,
use less paper for printing, not use disposable cups and reduce
stand-by energy consumption.
As part of the Green Week, employees were encouraged to send
in ideas which resulted in a large idea bank. Three winners were
picked, and their projects are now part of an Environmental
Resource Management Manual released in 2009 which aims to
www.maersk.com
spread all the ideas from Green Week to the whole organisation.
Three winners were picked based primarily on low cost and ease
of implementation. All of these are small steps that still make a
difference considering the scale of the A.P. Moller - Maersk
Group's activities: keep bulbs and tubes dust-free for 20% more
brightness, increase air condition temperature 1 degree, buy only
energy efficient appliances, offload unnecessary things from your
car to save fuel, use a small bottle filled with water in the toilet cistern to save water when flushing, unplug idle battery chargers,
etc.
These ideas are now part of an Environmental Resource
Management Manual released in 2009 which aims to spread all
the ideas from Green Week to the whole organisation.
35
ENVIRONMENT
Innovation driving performance
”We can only make big leaps in environmental performance
through innovation,” says Jean Otto de Kat, who heads the
Innovation Department for ships in the A.P. Moller - Maersk
Group, true to the Group’s environmental strategy which has innovation as a key driver. The overall question is what can be done
to reduce the A.P. Moller - Maersk Group’s environmental
footprint?
Established in 2007, the Innovation Department supplies innovation expertise and facilitates innovation processes across the different business units, most prominently Maersk Line, Maersk
Tankers and Maersk Supply Service. They also support business
units in the ongoing process of setting targets in line with the
environmental strategy.
Innovative propeller shape: the Contracted and Loaded Tip Propeller
Working inside and outside the ships
Looking at business unit needs and development opportunities,
Jean de Kat’s organisation works primarily on energy efficiency as
well as a number of projects to further reduce emissions of CO2,
SOx, NOx and PM, as well as looking at discharges into sea.
”We can only make big leaps in
environmental performance through
innovation.”
Jean Otto de Kat, Head of the Innovation Department for ships
in the A.P. Moller - Maersk Group
The current status on the Innovation Department’s projects is
that two are ready for implementation by the relevant business
units, while thirteen related to emissions (out of a total of 19
ongoing projects) are in either the design or test phase. Business
cases are being prepared for another eight projects aimed at
reducing environmental impact.
Patenting on the increase
As part of a trend towards more jointly funded projects with industry partners, the Innovation Department also makes greater
use of the patenting system. Over the last two years, more than
ten patent applications have been submitted to patent authorities. The patents submitted are related to propulsion, safety,
NOx/SOx removal and subsequent emissions, and shore-based
energy supply.
A promising future
The cumulative effect of the projects being prepared by the
Innovation Department depends on their subsequent implementation across the A.P. Moller - Maersk Group.
”We experience a great interest across the business units in reducing their footprint. Despite the effect of the financial crisis,
I believe our work will enable the A.P. Moller - Maersk Group to
make a lot of progress when more of our projects are ready for
implementation,” Jean Otto de Kat concludes.
”We look at both the inside and the outside of the ship, asking
questions such as what can we do to optimise the hull shape?
What can we do to improve propeller design? Can we reduce friction? Inside the ship, there is a lot of potential for gain in terms of
the machinery that runs a ship,” he states.
Ideas welcome from everywhere
The Innovation Department solicits ideas from the entire organisation and turns the most promising ones into a business case,
which is then presented to a steering committee and ultimately
to the Innovation Board, which also decides on funding. The
Innovation Department then takes the project through the design
and test phase. After finalising the report, the project moves into
the business units who decide on implementation across the
fleet, supported by the Innovation Department.
36
Jean Otto de Kat, Head of
the Innovation Department
for ships in the
Optimising customers’ supply chain
Many of the A.P. Moller - Maersk Group’s customers are concerned about their environmental footprint, and work to reduce
it. As one of the world’s main providers of logistic services, Maersk
Logistics have developed a service to help their customers do
just that.
The SupplyChain CarbonCheck™ was launched globally in
November 2007, and today Maersk Logistics is involved in several
carbon reduction projects for some of the world’s largest companies.
Greener means cheaper
One of the most prominent CarbonCheck portfolio projects has
been carried out in cooperation with Boots, a leading international chain of pharmacy and health and beauty stores. Since 2004,
Maersk Logistics have enabled Boots to reduce CO2 emissions by
29% and logistics costs by 21% in their inbound supply chain
from Asia to their distribution centre in England.
Another challenge concerns the image of green supply chains.
”In the short run, we will still have to do some promoting of green
supply chains as ’cheap and lean’ rather than costly and ’flowerpower’. But the results from the work done so far is helping us
build the evidence,” Erling Johns Nielsen says.
Maersk Logistics is involved in several
carbon reduction projects for some of
the worlds largest companies.
”It goes to show that if you review and optimise your supply chain
end-to-end from a green perspective, great savings can be made”,
says Erling Johns Nielsen who is global head of Maersk Logistics’
Supply Chain Development Team.
Challenges in scaling up
Working with SupplyChain CarbonCheck has its share of challenges. One is the varying standards for measuring and calculating CO2 emissions. Maersk Logistics is involved in partnership
projects with Massachussetts Institute of Technology and the
World Resource Insititute to further this subject.
Erling Johns Nielsen, Global Head
of Maersk Logistics’ Supply Chain
Development Team.
SupplyChain CarbonCheck
A five-step approach
The SupplyChain CarbonCheck consists of five steps:
• Estimate current supply chain carbon footprint & costs,
• Simulate carbon footprint & costs of alternative scenarios,
• Evaluate CO2 emission & cost reduction potential,
• Implement solutions,
• Offset the remaining CO2 emissions by acquiring certified
carbon credits.
12–18 months after implementation Maersk Logistics recalculates supply chain carbon emissions and logistic costs and
compares against the targets set for the project.
www.maersk.com
37
ENVIRONMENT
Green ship recycling: our policy
Recycling of ships is a much debated issue both in- and outside
the shipping industry. Photos of huge ships being dismantled on
beaches in for example Bangladesh with hazardous materials
treated as ordinary scrap and handled by unprotected workers
are common in international media. It is called “beaching”.
”Ships owned by the A.P. Moller - Maersk Group are not recycled
in this way. Our corporate policy on beaching is clear: We do not
allow beaching and all recycling must be performed in an environmentally friendly way – green recycling,” says Tom Peter
Blankestijn, who is in charge of ship recycling in the A.P. Moller Maersk Group.
One place to go to
In 2008, just one ship was recycled in full by the A.P. Moller Maersk Group. Following the policy and procedure for ship recycling, a recycling yard in China was used.
”They are, at this moment, the only yard where we can secure
recycling in coherence with the A.P. Moller - Maersk Group’s demands. Supervisors employed by the A.P. Moller - Maersk Group
are present at the yard during the recycling process to guarantee
that all environmental and human safety standards are met. The
supervisors also travel to the final disposal facilities for hazardous
materials leaving the yard, to control that these materials are
treated according to our specifications,” explains Tom Peter
Blankestijn.
ation of a recycling inventory, a ship recycling plan, assist in the
selling and delivery of the ship to the yard as well as guidance to
the crew on the last journey, and finally provide supervision during the dismantling of the ship,” says Tom Peter Blankestijn.
Awaiting international standards
The A.P. Moller - Maersk Group decided in 2007 to equip all ships
with what is called a ”Green Passport”. In 2008, preparations have
been carried out, among other things negotiating with Classification Bureaus to agree on a standard for obtaining and creating a
green passport. Additional action is awaited in the spring of 2009
after the adoption of the International Convention of Ship
Recycling and after further developments of the International
Maritime Organization’s guidelines supporting the convention.
The Group’s expertise in green recycling
of ships has, in fact, become a valued
commodity in the shipping industry.
Commercial know-how
The Group’s expertise in green recycling of ships has, in fact, become a valued commodity in the shipping industry. In 2008, recycling services for two ships owned by two other shipping companies were provided, a number which is certain to grow in 2009.
”As we do with our own ships, we provide a service for the cre-
Tom Peter Blankestijn,
Head of ship recycling in the
GREEN PASSPORT
Tracking the life of a ship
The Green Passport is a document, containing an inventory of all materials potentially hazardous to human health or the environment used
in the construction of the ship. The Green Passport accompanies the
ship throughout its working life and ensures that dismantling the ships
at the end of its lifetime can be conducted in an environmentally
responsible and safe manner. So far, more than 40 of our ships have
received Green Passports, and upcoming new built ships will all have
Green Passports.
38
www.maersk.com
39
Global Reporting Initiative
The Global Reporting Initiative (GRI) is the world’s most widely used sustainability reporting framework. This framework sets out the
principles and indicators that organisations can use to measure and report their economic, environmental and social performance.
For more information about the GRI, please visit: www.globalreporting.org.
Below is an overview of where in the report the GRI standard disclosures can be found.
TABLE 11
GRI Standard Disclosures
Section in report
1.
1.1
1.2
Strategy and analysis
Foreword by CEO
Description of key impacts, risks and opportunities
Foreword (page 1)
Foreword (page 1)
2.
2.1
2.2
2.3
2.4
2.5
2.7
2.8
Organisational profile
Name of organisation
Primary brands, products and/or services
Operational structure of the organisation
Location of organisation’s headquarters
Number of countries where the organisation operates
Markets served
Scale of reporting organisation
Company profile (inside front cover)
3.
3.1
3.3
3.4
3.5
3.6
3.7
3.8
Report parameters
Reporting period
Reporting cycle
Contact point for questions regarding the report
Process for defining report content
Boundary of the report
Specific limitations on the scope or boundary of the report
Basis for reporting on joint ventures, subsidiaries,
leased facilities, outsourced operations etc.
3.9 Data measurement techniques and the bases for calculations
3.12 Table identifying standard disclosures in the report
4.
4.1
4.8
About the report (page 4–9)
Foreword (page 1), About the report (page 4–9)
Colophon (back cover flap)
This table (page 40)
Governance, commitments and engagement
Governance structure of the organisation
Internally developed statements of mission or values, environment codes
of conduct, and principles relevant to performance
4.11 Explanation of whether and how the precautionary approach
or principle is addressed by the organisation
4.13 Memberships in associations and advocacy organisation
About the report (page 4–9),
Governance of health, safety, security and environment (page 10–11)
Health and safety (page 14–19), Environment (page 31)
5.
Management approach and performance indicators
EC1 Economic performance
EN3 Environmental performance
LA7 Labour practices and decent Work
Highlights (page 2–3), Environment (page 26–39)
Highlights (page 2–3), Health and safety (page 14–19)
40
Share your opinion
If you have any enquiries, suggestions or comments to
this report or our performance, or how we present this
information, we welcome your comments. You can send
us your feedback by email at grphse@maersk.com.
Acknowledgements
Editors: Group Relations, CSR
Contributing writer: Eva Harpøth Skjoldborg
Design and production: Branded Design ApS
Cover photo: Tom Ingvardsen
Printing: Bording Graphic A/S
You are also welcome to contact Joseph Nazareth, Head
of Group HSSE, at +45 3363 4825 or write to us at:
Esplanaden 50
1098 Copenhagen K
Denmark
May 2009
Att: Group Relations, HSSE
TABLE 6
TABLE 7
Lost Time Injury Frequencies in the A.P. Moller - Maersk Group 2008
Environmental p
Business unit
Energy consumption
Performance ‘07
APM Terminals
Container Inland Services*
Danbor
Dansk Supermarked
Maersk Container Industry*
Maersk Drilling and FPSOs
Maersk Line (incl. Safmarine)*
Maersk Logistics*
Maersk Oil
Maersk Tankers
Norfolkline***
Odense Steel Shipyard**
Rosti***
Star Air (data from 2009)
Svitzer
Target ‘08
Performance ‘08
Target ‘09
Industry benchmark
1.53
2.34
0.59
13.59
57.00
10.78
10.35
14.40
2.52
10.60
3.27
1.50
2.00
3.29
1.71
2.12
0.60
12.23
45.60
8.91
7.15
19.88
0
9.20
3.34
1.09
1.07
3.83
1.96
1.43
1.38
5.63
42.11
3.58
n/a
n/a
n/a
24.70
32.30
2.355
n/a
n/a
0.666
1.207
n/a
n/a
32.308
32.30
2.60
2.00
1.64
6.38
13.60
2.38
8.75
3.09
1.10
1.00
3.26
1.62
1.10
0.60
11.50
33.70
8.42
0
1.50
5.08
4.35
n/a
9.60
4.80
11.78
1.67
Transport
Energy
Industry
GHG emissions
n/a
*** In 2007, all the business units marked * were part of the Container Business and reported under Maersk Line (vessels)
(2.12)
and Container Business (2.35)
*** Figures do not include the shipyards in Estonia and Lithuania due to insufficient data
*** Some business units have developed reduction targets over a five year period, and targets have not been adjusted in light of
annual performance
Transport
Energy
Industry
Other air emissions
5
International Association of Drilling Contractors ISP Summary Report 2008
6
International Association of Oil & Gas Producers, Safety performance indicators – 2007 data, Report No. 409, May 2008
7
Marine Safety Forum 2007: www.marinesafetyforum.org/upload-files//notices/amm_11.07_ukcs-safety-performance.pdf
8
Dansk Arbejdsgiverforening, Arbejdsulykker 2007, 20 August 2008
Transport
Energy
Industry
TABLE 8
TABLE 9
Environmental performance: transport segment 2008
Environmental performance: energ
Energy consumption
Fuel oil
Diesel
Natural gas
Electricity
Energy intensity
GHG emissions
GHG emissions
CO2
CH4
HFC
N 2O
CO2
GHG intensity
Other air emissions
SOx
NOx
VOCs
PM
MJ/USD turnover
2008
11,985
256
0
838
17.6
2007
13,067
110
1
66
18.6
Energy consumption
Fuel oil
Diesel*
Natural gas
Electricity
Energy intensity
1,000 tonnes CO2 eq
38,931
42,600
GHG emissions
GHG emissions
37,865.4
138.1
0.0
448.5
41,076
23
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 MWh
1,000 tonnes
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes
kg CO2/USD turnover
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 tonnes
911
CO2
CH4
HFC
N 2O
450.7
1.2
590
1.5
CO2
GHG intensity
607.6
892.4
17.14
28.9
616
1,026
n/a
45
n/a
Other air emissions
SOx
NOx
VOCs
PM
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 MWh
MJ/USD turnover
1,000 tonnes CO2 eq
1,000 tonnes
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes
kg CO2/USD turnover
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 tonnes
performance in the A.P. Moller - Maersk Group 2008
Fuel oil
Diesel*
Natural gas
Electricity
Energy intensity
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 MWh
MJ/USD turnover
2008
2007
2008
2007
2008
2007
2008
2007
2008
2007
11,985 13,067
1,022
781
10
0
256
113
53
110
163
304
0
874
12
1
897
10
838
17
726
66
5
666
17.6
5.4
0.2
18.6
6.8
1.5
13,017 13,848
422
577
886
908
1.581
737
10.9
12.2
GHG emissions
CO2
1,000 tonnes
CO2 eq
2008
CH4
1,000 tonnes
HFC
1,000 tonnes
CO2 eq
1,000 tonnes
CO2 eq
N 2O
CO2
1,000 tonnes
CO2 eq
1,000 tonnes
GHG intensity
kg CO2/
USD turnover
2007
2008
2007
2008
2007
2008
2007
2008
2007
2008
2007
38,931 42,600
8,757 9,961
510
791
37,865.4 41,076
8,461.4 8,972
228.0
248
138.1
16.4
21.2
23
827
2
0.0
2.5
0.1
n/a
n/a
n/a
448.5
36.1
1.0
911
152
13
450.7
12.9
259.7
590
10
528
1.2
0.5
0.01
1.5
0.9
0.1
48,198 53,352
46,554.8 50,296
175.7
852
2.6
n/a
485.6
1,076
723.3
1,128
0.8
1.0
2007
2008
Indirect
GHG emissions
SOx
NOx
VOCs
PM
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 tonnes
2008
2007
2008
2007
2008
2007
2008
2007
607.6
144.3
121.6
616
38
2
892.4
87.4
2.2
1,026
63
5
17.14
14.57
0.14
n/a
16
n/a
28.9
n/a
n/a
45
n/a
n/a
873.5
656
982.0
1,094
31.85
16
28.9
45
TABLE 10
gy segment 2008
Environmental performance: industry segment 2008
2008
1,022
113
874
17
5.4
2007
781
163
897
5
6.8
Energy consumption
Fuel oil
Diesel*
Natural gas
Electricity
Energy intensity
8,757
9,961
GHG emissions
GHG emissions
8,461.4
16.4
2.5
36.1
8,972
827
n/a
152
CO2
CH4
HFC
N 2O
12.9
0.5
10
0.9
CO2
GHG intensity
144.3
87.4
14.57
n/a
38
63
16
n/a
Other air emissions
SOx
NOx
VOCs
PM
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 MWh
MJ/USD turnover
1,000 tonnes CO2 eq
1,000 tonnes
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes CO2 eq
1,000 tonnes
kg CO2/USD turnover
1,000 tonnes
1,000 tonnes
1,000 tonnes
1,000 tonnes
2008
10
53
12
726
0.2
2007
0
304
10
666
1.5
510
791
228
21.2
0.1
1
248
2
259.7
0.01
528
0.1
121.6
2.2
0.14
n/a
2
5
n/a
n/a
n/a
13

preparing for the future

Transcription

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