SUSTAINABILITY REVIEW - Maersk Supply Service

SUSTAINABILITY REVIEW
Results 2012 - Action plan 2013

TABLE OF
CONTENTS
CEO statement ............................3
Our business strategy ......................4
Materiality assessment .....................6
Stakeholder interaction ....................8
Quality Assurance ........................10
HEALTH & SAFETY ........................12
An integrated part of our operations ..........13
A small token of appreciation ................14
Extraordinary safety record ..................15
ENVIRONMENT ...........................16
We are dedicated to protecting the environment ..17
The way we think ..........................18
SOCIAL RESPONSIBILITY ..................20
Focus on the benefits for our business .......21
Training programme for Angolan seafarers ....22
Our dedicated people ......................25
RESPONSIBLE BUSINESS PRACTICES ......26
Sunlight is the best disinfectant .............27
Responsible procurement ..................28
Performance & Targets ....................30
Company Profile .........................37
Abbreviations & Definitions ...............38
“Only through the dedication
Contact information ......................40
of our employees can we reach
our ambitious targets for
sustainability
Carsten Plougmann Andersen
CEO

CEO STATEMENT
3
“We strive for zero personal injuries
CEO STATEMENT
Maersk Supply Service has the ambition to fully integrate
sustainability in all business operations in 2013. In this our
second sustainability review we present our steps towards
fulfilling this ambition and introduce our targets for the
years to come.
The report shows that 2012 has been a busy and important
year in our efforts to reach the ambitious targets for our four
sustainable themes: Health & Safety, Environment, Social
Responsibility and Responsible Business Practices. Our
action plans for each theme will secure a constant follow-up
up on our targets in 2013.
Sustainability based on Quality Assurance
As we emphasise in the review Quality Assurance (QA)
secures our sustainable steps. We commit ourselves to
the highest standards and use QA to ensure continuous
improvements in meeting these standards. By means
of certifications, audits and vettings we ensure that
sustainability forms an essential part of our operation.
Reviewed risk management process
Our sense of responsibility is reflected in our safety culture
and our contribution to provide a healthy environment for all
our employees. We strive for zero personal injuries.
In 2012 we have reviewed our risk management process in
order to improve the risk and hazard awareness as well as to
capture lessons learned in the risk management process. It
enables us to prepare better risk assessments.
Protecting the environment
As part of our effort to protect nature, we are very
dedicated to prevent oil spills and reduce fuel consumption.
Our targeted Health & Safety and Environment (HSE)
inspections of the vessels identify risk of safety incidents
and environmental spills. We train our crews and implement
periodic drills. We benchmark our vessels to ensure that
they operate with a minimum consumption of fuel, and
in 2012 we initiated the construction of two new and
innovative offshore vessels with a state of the art standard
for emission levels.
CSR governance structure
Further, in 2012 we expanded our work with sustainability
by making Corporate Social Responsibility (CSR) an even
more integrated part of the daily business. We are in the
process of establishing a CSR governance structure in
the organisation and are systematising our CSR related
activities. To ensure a closer integration of CSR, we involve
our employees at local basis in developing their own CSR
action plans.
Zero tolerance for bribery
Due to the increased focus on CSR, Responsible Business
Practice has become a more integrated part of our
sustainability work. We focus on anti-corruption and
responsible procurement. We expanded our anti-corruption
programme in 2012 and adhere to a zero tolerance policy
for bribery. We focus on strategic suppliers and prioritise
our efforts in areas where the impact on our sustainability
performance is most beneficial.
The way we think
Engaged employees are essential to our ability to remain a
business success and to continue our ability to perform. The
result of our employee engagement survey in 2012 proves
high participation and engagement, which is very positive.
Only through the dedication of our employees can we reach
our ambitious targets for sustainability.
Carsten Plougmann Andersen
CEO

4
// OUR BUSINESS STRATEGY
SUSTAINABILITY
AN INTEGRATED PART OF OUR BUSINESS STRATEGY
In 2010 we started to work strategically with
sustainability as an integrated part of our business
strategy.
Our work with sustainability is covered by the areas HSE
and CSR.
Our focus on Health & Safety and Environment, which
gives us our licence to operate, started even before and
we have worked systematically with these topics for
many years.
In recent years we have broadened our scope so today
social responsibility and responsible business practices
are equally important topics on the sustainability
agenda for Maersk Supply Service.
Sustainability
HSE
- Health & Safety
- Environment
CSR
- Social Responsibility
- Responsible Business Practices

5
2013 integration
The A.P. Moller - Maersk Group has an overall goal to
integrate sustainability in all of its business operations by
2013 with the ultimate purpose of turning sustainability
into a long-term competitive advantage.
Since the fourth quarter of 2011 we have been reporting
on our integration progress to the A.P. Moller - Maersk
Group Sustainability Council. During 2012 we have
worked on reaching the goals set by the Group. We are
thus well on track fulfilling the ambitions of the Group
to fully integrate sustainability in 2013 and use it as a
business differentiator.
SUSTAINABILITY
Our work with Corporate Social Responsibility
(CSR) includes Health & Safety, Environment, Social
Responsibility and Responsible Business Practices.
Our Corporate Social Responsibility (CSR) strategy is
based on impact studies, materiality assessments, risk/
opportunity mapping and our overall business strategy.
Our CSR strategy is furthermore closely linked to our
values, our policy statement and our membership of the
UN Global Compact.
HEALTH & SAFETY
ENVIRONMENT
SOCIAL
RESPONSIBILITY
RESPONSIBLE
BUSINESS
PRACTICES
We work with sustainability as an integrated part of our
safety management system. By means of certifications,
audits and vettings we ensure that all procedures are
followed and the risk potential is minimised. In 2013
we follow up on our targets and standards to assure
continual improvements.
Our sustainability depends on the skills, commitment
and behaviour of our employees. Attracting and retaining
the right people is essential for reaching our goals for
sustainability. In 2012 we have started implementing a
Vessel Empowerment programme which aims to add
more meaningfulness and personal growth into the
everyday work life of our offshore employees.
OUR PRIORITIES FOR CSR
Our priorities for social responsibility include
labour rights, human rights, diversity, disaster
response and community involvement.
Our work to promote responsible business
practices focuses on anti-corruption and
responsible procurement.

Occupa
hea
Drug and
alcohol polic
6
MATERIALITY
ASSESSMENT
When we first set the course for a strategy on CSR we went
through an internal process to identify our stakeholders
and prioritise them according to how they influence on
our business. Thus, our sustainability work is based on a
thorough analysis of the risks and opportunities for our
business. The issues illustrated in the figure below were
selected internally. It is our goal to involve our stakeholders
in our materiality assessment in the coming years. Our
surroundings keep changing, and so do our stakeholders’
views and influence on our company.
Focus on safety
It was no surprise to us that our materiality assessment
pointed at safety as the most important topic, as it has high
significance for most of our stakeholders and high influence
on our business success. Other important issues for our
Safety

MATERIALITY ASSESSMENT
7
stakeholders and us are environment, anti-corruption,
health, human rights, responsible procurement and local
engagement.
As our materiality assessment underlines the importance
of the issues for our business, all topics are included in this
report and we have set up targets for their integration in our
daily operation.
tional
lth
Discrimination
& equal
opportunity
Crisis
management
Anticorruption
Supply chain
Climate
Human rights
& labour rights
Environment
y
Local
community

8
// STAKEHOLDER INTERACTION
STAKEHOLDER
INTERACTION
Dialogue with our stakeholders is a key part of our
sustainability effort, and we continue to experience
that it is through close relations to our surroundings
that we achieve the best results. Therefore, we are
constantly working on methods and initiatives to
keep improving our relationship with our
stakeholders.
COMMUNITIES
Community involvement and
investment enhance our reputation
and make our employees proud
In the dialogue with our stakeholders we listen
to everybody no matter what their level of
influence is on our business.
EMPLOYEES
Our employees are essential for
meeting our obligations to all
other stakeholders and their
engagement is crucial for our
strategy and growth
CUSTOMERS
Our customers are increasingly focused
on sustainability and responsible
business practices. Therefore, we are
dedicated to working together
to improve the sustainability
of our activities by sharing
best practice
A.P. MOLLER - MAERSK
GROUP
In cooperation with the Group we set
guidelines and conditions for our
business practices at both
strategic and operational
level

9
AUTHORITIES
Close contact with local and
central governments is important
to ensure mutual trust
NGOs
NGOs raise awareness of all
sustainable issues, and we find
it important to listen to
their views
BUSINESS
ASSOCIATIONS
Our membership of branch
organisations helps us to be best in
class on upcoming regulations
and trends
LABOUR UNIONS
Labour unions influence our
employee relations and help us with
valuable knowledge. We have a
common interest in securing safe
and sustainable workplaces
SUPPLIERS & PARTNERS
Close relationships with our
suppliers, partners and distributors
are crucial for our sustainable
business, and we want them to
cooperate in the most
responsible way
MEDIA
A good on-going relationship
with the media is important for
the sustainable profile of Maersk
Supply Service. Therefore we have
an open attitude towards media
and aim at servicing the
press in a thorough and
professional manner

12 10
“Quality Assurance is the
base for our sustainability

QUALITY ASSURANCE
11
QUALITY
ASSURANCE
Quality Assurance has become the base for our
progress on sustainability. It ensures continuous
focus on our customer’s needs.
By means of certifications, audits and vettings we meet our
own requirements and the demands of our customers. We
make sure that procedures are followed and that the risk
potential is minimised. Wherever in the world we operate,
we follow high standards to ensure efficient and sustainable
operation.
Vettings
To meet the high standards set by our customers regarding
safety, quality and the environment, our vessels in general
are subject to a wide range of in-depth assessments of
quality and suitability before the tasks. As part of the
offshore business we have adopted Offshore Vessel
Management and Self Assessment (OVMSA) published
by Oil Companies International Marine Forum (OCIMF). In
OVMSA we self-assess our safety management system
against more than 300 key performance indicators (KPIs)
and industry best practice guidance listed in the twelve
elements; from crew management and supply operation to
safety inspections and environment.
The result of the self-assessment will be used to develop
continuous improvement plans for operational safety and
environmental performance securing the highest standards
of ship management and operational excellence.
Our internal inspection regime – Maersk Offshore Vessel
Inspection Questionnaire (MOVIQ) – is based on the
Offshore Vessel Inspection Questionnaire (OVIQ) published
by OCIMF. The OVIQ consists of more than 600 questions in
15 chapters covering all areas of the vessels ranging from
construction to certification and operation. By using the
OVIQ we want to achieve a high standard of our vessels,
increased safety of our operation and reduce the number of
findings in external inspections.
In 2013 we will tighten up on our targets and standards with
new initiatives and KPIs.
Our Fleet Auditors
To conduct inspections and audits of our vessels and offices
we have established an internal team of fleet auditors.
In addition to the MOVIQ vessel inspections the auditors
perform internal audits of vessels according to the
International Safety Management (ISM) Code, which is the
international standard for safe management and operation
of our vessels. According to the code all vessels are to be
audited at least once a year. Additionally the auditors handle
audits in connection with our environmental management
system ISO 14001.
Henrik B. Carstensen is one of our fleet auditors. He says:
“As fleet auditors we ensure that the ships and the offices
function in the best possible way in terms of technical
operations, employee safety and environmental aspects.
We coach and support in HSE matters, and in addition
to the inspections and audits we assist in investigating
accidents to personnel and other types of incidents and
servicing of safety equipment such as inflatable vests and
multigas detectors. Furthermore, we assist the site team
and vessel management in managing Health & Safety and
Environmental matters during conversions and upgrades of
vessels.”

12
“Toolbox talks are mandatory
before performing any task

13
HEALTH & SAFETY
AN INTEGRATED PART
OF OUR OPERATIONS
Safety is paramount for Maersk Supply Service and
an integrated part of our operations and how we do
business. Our goal is zero incidents, and we strive
to lead the industry in managing and mitigating the
hazards of offshore marine work.
Safe Job Analysis (SJA) and from office side include
minimum requirements for safeguards/barriers. As part of
the changed system, toolbox talks are mandatory before
performing any task. A toolbox talk is a walk-through of risk
mitigating actions including evaluation of safety risks.
Safety is the most critical item on our sustainability agenda
because it is essential to maintain our licence to operate.
Our sense of responsibility is reflected in our safety
culture, which is built up by employees at all levels – from
senior management to new cadets. High standards of
safety underpin employee wellbeing and reduce the risk
of accidents, costs of employee absenteeism as well as
business interruptions and delays, while helping to attract
and retain the best people.
Our customers expect rigorous safety procedures and they
assess safety performance when selecting their supply
vessel provider. Therefore we are constantly scrutinising
how we can take safety to an even higher level.
Individual responsibility
We believe in the power of individual responsibility. Our
crew members are expected to do anything within their
power to prevent incidents and accidents i.e. exercise their
Stop Work Authority in potential unsafe situations.
We give our employees the opportunity to learn more
about safety. In 2012 we launched a new leadership course
including safety for all captains and we offer e-learning
modules regarding risk management on our vessels.
Strengthening our risk management process
In 2012 we reviewed the management process for our risk
analysis. This enables us to strengthen our procedures.
With the new system we are implementing an improved
way of doing risk assessments, where we can do better
PHYSICAL INITIATIVE
We strive to provide a healthy work environment for all
our employees both onshore and offshore.
As it is important with exercise and proper food for our
seafarers we have launched a voluntary programme
to help them reduce obesity, fatigue and sickness,
and to improve endurance, fitness and general health.
The health programme, “Physical Initiative” has been
running globally since 2009. It provides a personal
programme for each seafarer with one-on-one counselling
to help meet the goals, and the seafarers can
report their results anonymously as Maersk Supply
Service only receives overall statistics. The Physical
Initiative pays each vessel a visit every third year.
The interest for the programme has been increasing
ever since the launch, and in 2012 the programme
covered approximately a third of our vessels. Due to
the interest and the obvious benefits for the crews it
has been decided to expand the programme to cover
100% of our vessels operations in Brazil in 2013.
Furthermore we have signed a three-year contract
with a Canadian company to help counsel the crew on
our vessels operations in Canada. We will continue the
effort in 2013.

14
HEALTH & SAFETY
A SMALL TOKEN OF
APPRECIATION
Maersk Supply Service is committed to employee safety,
and we have implemented several programmes to support
good safety performance on our vessels.
Part of the strategy for 2012 was to recognise vessels
that achieve two years Total Reportable Cases (TRC) free
performance or more with a small token of appreciation for
the entire crew assigned to the vessel. Due to the frequent
change of crew members the price is deliberately not big
and flashy, but is intended as a reward and a visible sign
of recognition to the vessel for good safety performance
during the period.
A polo shirt for the crew is thus the prize of 2 years TRC free
performance. 3 years TRC free performance give a polo
shirt and a cap, while 4 years or more are rewarded with an
additional backpack along with the polo shirt and the cap.
As part of our CSR strategy, we also have a programme
that rewards vessels with 5 or more Lost Time Injury (LTI)
free years. The acknowledgment consists of an earmarked
donation from 1,000 to 15,000 US dollars, which the
current management and crew of the rewarded
vessel donate to a charitable purpose of its own
choice e.g. a local organisation.
SAFETY
LADDER >>
Pathological
Who cares as long
as we’re not caught
Reactive
Safety is important,
we do a lot every time
we have an accident
Calculative
We have systems in
place to manage all
hazards
Proactive
We work on the
problems that we
still find
Generative
Safety is how we
do business here
“Working with safety is a never
ending effort in maintaining our
license to operate

15
EXTRAORDINARY
SAFETY RECORD
Sixteen years without any crew member being forced to
take a full day off due to a LTI is an accomplishment that
impresses Captain Dave Brindley.
With just a few weeks onboard the Maersk Mariner,
the experienced Dave Brindley, who recently took over
command of the vessel, is quick to pass on any credit for
the extraordinary safety record to the crew and the masters
who came before him.
“It is easy enough to paint a house to make it look good, but
keeping it looking good is very difficult. Similarly, it is much
easier to take measures to heighten the safety of a vessel,
than to maintain that level of safety which Maersk Mariner
has actually done over such a long period of time. It is a
remarkable and inspiring achievement,” he says.
Managing Director of Maersk Supply Service (Brazil) Viggo Andersen
(red shirt) with members of the crew of Maersk Mariner from left to
right: Amilson Pacheco, Captain Glyn Whitehead and Antonie Mello.
Confidence builds safety
Such a culture of maintained safety needs to be built on the
foundation of confidence at all levels of command, Dave
Brindley explains:
“The crew needs to have the confidence to call out anybody
on safety violation, including their superior officers. Everyone
is responsible for their own and everybody else’s safety at
all times. Likewise, a vessel’s management needs to have
confidence that the company will stand by their decisions, if
they choose to stop work due to a potential safety risk.”
An investment in the future
Last year, in honour of their 15 years without an LTI, the
Maersk Mariner was awarded with 15,000 US dollars from
the company to be given to a charity of their choosing. They
chose a Brazilian charity named Centro de Transformacão
Humana, which helps children from low income families
with tutoring, sports and after school activities.
Captain Glyn Whitehead hands a donation to Josiane Carvahal
from Centro de Transformacão Humana.
www.ceth7.org

16
RECYCLING INITIATIVE IN ST. JOHN’S
Segregating and recycling garbage offshore is important
to reduce a vessel’s environmental footprint. Without
the proper facilities to sort the garbage once the vessel
reaches port the effort is meaningless. So when
proactive crewmembers onboard the Maersk Detector
informed management that they had nowhere to land
their segregated garbage in St John’s, actions were
taken to have three containers established. HSE Area
Manager in Canada Jeffrey Penton (see photo) says:
them bright blue and now the crews have a place to dispose
of their garbage for proper recycling. To date, this
environmental initiative has proven extremely effective
and efficient.”
“The marine base was not going to act on the matter, so
I approached our management with a proposition and
was permitted to establish the facilities on our behalf.
We had three recycling containers procured, painted

17
ENVIRONMENT
WE ARE DEDICATED TO PROTECTING
THE ENVIRONMENT
We place high priority on environmental
considerations when managing our business, and
we are dedicated to protecting the environment.
We take pride in living up to our environmental
responsibilities and even exceeding local
environmental requirements.
Operating at sea with nature around us all the time makes
us fully aware of our shared commitment to preserving
the environment. Climate and environmental issues are
important determining factors for our customers in all
areas of our operation. We are expected to take care of the
environment and reduce our energy consumption when we
operate on their behalf. This we already do, and we are in
constant dialogue with our stakeholders to make sure we
stay up-to-date with their demands and expectations.
Preventing spills
As part of our effort to protect nature, we are very dedicated
to prevent oil spills. An example is our targeted Health &
Safety and Environment (HSE) inspections of the vessels
identifying wear and tear, risk of safety incidents and
environmental spills by inspections of e.g. hoses at hydraulic
cranes and safe chemical storage.
As liquid transfers to and from offshore installations can
pose a risk of spills we have uniform procedures for planning
these tasks including risk assessment and toolbox talks
plus check of third party equipment. We have effective
contingency plans including rapid response capabilities.
Thus we report all spills and do lessons learned plus
corrective actions to prevent incidents to reoccur. We train
our crews and implement periodic drills offshore.
Lowering fuel consumption
Reducing fuel consumption is high on the agenda for both
our customers and us. This applies to the way we use
resources and maintain our equipment. We benchmark our
vessels to ensure that they operate with the lowest possible
fuel consumption by reducing transit speed, minimising
hotel load and operate on minimum safe number of
engines. Through our vessel performance system we
receive detailed reports for our vessel’s fuel consumption
in different operational modes and can compare them to
identify best practises to the benefit of our environment and
our clients.
New standards for energy consumption
In 2012, we initiated the building of two new offshore
vessels at Chilean shipyard Asenav. The vessels
are designed for operation in ultra-harsh environment
offshore Canada. They will set a new standard for emission
levels with expected reduced energy consumption by up to
25% compared to conventional offshore support vessels.
Environmental training
A way to strengthen our environmental performance is to
provide our employees with opportunities to learn even
more in this area. During 2012, we launched a new training
programme with focus on energy efficiency, environmental
compliance and operational tasks related to the
environment. The training is mandatory for officers, cadets
and office personnel.
“We are fully aware of our
shared commitment to
preserving the environment

18
ENVIRONMENT
THE WAY
WE THINK
Even minor reductions in daily fuel consumption
can have a big influence on the environment
and our bottom line. By untraditional thinking
the crew of Maersk Logger found a way to save
the environment significant emissions and the
charterer a lot of money.
hours of dodging have given our charterer a considerable
cost saving and reduced operating costs. Therefore Maersk
Supply Service considers recommending drifting as a
general procedure on all vessels when the local conditions
and thorough risk management procedures allow it.”
Drifting or dodging? The difference in energy consumption
for Maersk Logger was significant when the captain of the
vessel, Preben Hall, and his crew chose to power down and
drift, when the vessel was on stand-by duties just north of
the Equator in spring 2012.
Traditionally, vessels on stand-by duties would be dodging
– sailing around – waiting for instructions in a safe distance
from the rig. But dodging can be wasteful, and as an
employee in Maersk Supply Service, Captain Preben Hall
is used to smart planning of all operations, constantly
taking the environment and the needs of the charterer into
consideration. He says:
“The fuel consumption in the deep water offshore industry
is often directly related to the way we think. So by thinking
out of the box the idea arose to let Maersk Logger power
down when the local conditions allowed this and only
have the auxiliary engine running during stand-by hours.
Of course, we asked our charterer for permission and they
agreed to our initiative.”
“The initiative obviously required thorough risk
management with assessment of hazards such as weather,
area, security plus distance from rig and other vessels.
We had prepared Work Scope Authorisation, and all crew
onboard were introduced to the plan and trained during
safety meetings and daily routines.”
“Our idea and implementation has been very well received
both by management and our customers. The reduced
Captain Preben Hall: “The fuel consumption is often directly related
to the way we think.”
A BOOST TO MOTIVATION
Besides saving fuel of up to 300 litres of diesel oil
per hour the main advantages of turning down the
power include fewer emissions, cutback on lubes
consumption, and reduction of noise levels for engine
personnel plus saved long-term maintenance. Another
added bonus is the boost to the motivation and
commitment which the crew gets in the daily work,
when they experience the benefits we obtain by power
down and drift.

19
FUEL METERS MAXIMISE SAVINGS
ENVIRONMENTALLY FRIENDLY DETERGENTS
As part of our efforts to reduce the amount of
potential environmentally harmful chemicals in our
processes we have in 2012 launched a pilot project
to help us find environmentally desirable products for
cleaning the interior of our vessels.
The project is implemented in cooperation with three
selected suppliers. Their offers and solutions, all
including volume reducing dosing applications, are
currently being tested as a basis for the selection of a
new shortened and simplified range of detergents in
2013.
In 2012 we have tested our Real Time Fuel
Consumption System (RTFC) as part of our focus on
fuel reduction. It consists of ultra precise fuel meters,
which are sending real time data to various displays
in the engine room and on the bridge stations of the
vessel to monitor the fuel consumption on a daily
basis in cooperation with our customers.
The RTFC system has been commissioned onboard
our Canadian vessels Maersk Norseman and Maersk
Nascopie. Captain Jerome Baker evaluates that the
system is another step forward increasing our fuel
savings. He says:
“ The RTFC system seems to be working well. It gives
an instant feedback on fuel usage, which raises
awareness of how much fuel we use and helps us
being conscious of using our equipment to maximise
savings”.

21
SOCIAL RESPONSIBILITY
FOCUS ON THE BENEFITS
FOR OUR BUSINESS
Health & Safety and Environment have been top
priorities at Maersk Supply Service for long. In
2011 we expanded our effort to include other
sustainability related issues under the headlines
Social Responsibility and Responsible Business
Practices.
In 2011 we published our first sustainability review,
and during 2012 we have been working on reaching our
ambitious targets. As an example we have added more
resources by employing an Intern from the Technical
University of Denmark (DTU) to enable us to fulfil our goals.
Systematising and implementing
In 2013 we will continue our efforts to make social
responsibility an even more integrated part of our daily
business. Our ambition is to focus more on the benefits
of social responsibility for the employees, the societies
in which we operate and our business. We are currently
systematising our processes of implementation.
In connection with this a new tool has been introduced and
tested by our employees during a workshop in Brazil. The
purpose of the tool is to involve our employees at the local
offices in developing their own CSR action plan in addition
to their existing HSE action plans. We are processing the
results from this pilot-project, preparing to roll out the tool in
all of our offices globally.
As part of that process we will establish a CSR governance
structure in the organisation similar to the one as we already
have on Health & Safety and Environment.
THE PERFECT MATCH
On 1 September 2012, Anne Mette Brasen joined
Maersk Supply Service as a intern for one year. She
is studying Design and Innovation with focus on
sustainable development on DTU. Her employment
is a cooperation between Maersk Supply Service and
DTU, which gives her the opportunity to combine
the theory from her study with three to four weekly
days of practice at Maersk Supply Service. At the
same time, Maersk Supply Service gets new inputs
from the university cooperation consisting of new
trends and a more strategic oriented approach.
Anne Mette Brasen says:
“My task is to strengthen the internal work and
processes regarding social responsibility and
raise awareness of the theme among staff. I will
help to develop and implement strategies for
the continued work, and work with research, idea
generation, conceptualisation and implementation
of final solutions
focusing on a closer
integration of CSR.
The internship is
a perfect match
between my
theoretical skills
and Maersk Supply
Service’s ambition
to systematise and
develop the work
with sustainability.”

22
SOCIAL RESPONSIBILITY
TRAINING PROGRAMME FOR
ANGOLAN SEAFARERS
In 2012 Maersk Supply Service launched a new
seafaring programme for Angolans that contributes
to building capacity in the Angolan offshore
industry.
24 young Angolan recruits are currently enrolled in Maersk
Supply Service’s General Purpose Seafarers training
programme at the Maritime Foundation in Chennai, India.
This initiative was launched in the first half of 2012 as the
first phase of an extensive training initiative for Angolan
national seafarers. The programme includes one year of
training in English and basic seaman skills followed by
an onboard programme to sail on our ships in Angola as
trainees. When the training is finished the graduates will
fulfil international requirements and achieve full STCW
(Standards for Training, Certification and Watchkeeping)
Certification. The next class of trainees is expected to
commence their training in 2013.
The group will spearhead our ambitious training initiative
aimed at building up a pool of local seafarers in oil rich
Angola, which is an important growth market. A new
programme for bridge and engine room cadets is also
under development and furthermore, we are exploring the
opportunities for developing a training programme for galley
staff.
Creating shared value through training
The initiative is a prerequisite from the Angolan authorities
for doing business in the country, but building capacity in
the Angolan offshore industry also benefits Maersk Supply
Service as we are planning for tomorrow by developing
a recruitment base in one of our future growth markets.
Moreover, we strongly believe that the initiative will serve
as an important component in creating a competitive
advantage.
Previously we have implemented successful schemes
for hiring locals in other parts of the world and now with
this new initiative we add another dimension to our local
engagement. By educating our own people we make sure
that our crews receive the best training right from the start.
They will get the Maersk way under their skin and live our
values.
SAFETY TRAINING IN ENGLISH
Safety is paramount on board our vessels. Offshore
operations, particularly those related to installing
subsea assets and performing anchor handling, can
be fraught with risk.
Since the corporate language in Maersk Supply
Service is English, the Angolan seafarers need to
speak and understand English in order to act in
a safe and responsible way on board our vessels.
This is why the trainees commence the training
programme with an initial six months of immersive
English training before they receive the safety
training that is required. In this way we can ensure
that everybody understands each other and can
communicate in a correct, efficient and safe way
when working onboard our vessels.

24 young Angolan recruits
spearhead our ambitious training
initiative aimed at building up a pool
of local seafarers in Angola
23

24
EDUCATION PROGRAMME
FOR CADETS IN BRAZIL
Maersk Supply Service aims to maintain a pool of
officers in Brazil by offering local cadets apprenticeships
in cooperation with two Brazilian Navy Academies.
In 2012 we hired a mix of 40 engine cadets and deck
cadets to the education programme out of more than
600 applicants.
Brazilian Navy requires our deck cadets to spend
minimum 120 days on board container ships and 240
days on board offshore vessels. The requirements for
the engine cadets are 60 and 120 days respectively.
To meet these requirements our cadets embark on
Maersk Line ships all over the world and on Maersk
Supply Service vessels operating in Brazil.
As part of the apprenticeship our cadets have benefits
such as individual Health and Dental Care plus
Individual Life Insurance. When hired as an officer they
are also entitled to Family Health and Pension Plan.
In 2013 it is planned to hire a total of 30 new cadets
on the same conditions.
In the A.P. Moller – Maersk Group we have more than
2,000 cadets from all nationalities sailing around the
world.

25
SOCIAL RESPONSIBILITY
OUR DEDICATED
PEOPLE
Sustainability starts with our team of
approximately 2,000 seafaring employees
representing many nationalities such as Danish,
British, Australian, Canadian, Brazilian, Romanian,
Polish, South African and more. Only through the
dedication of our employees we can reach our
targets for sustainability.
The success of our sustainability work depends on the skills,
commitment and behaviour of our people onshore and
offshore in every region in which we operate.
First and foremost it is crucial to ensure an atmosphere of
respect and cooperation in the daily interactions between
vessel crews and offshore customers, just as it is between
our office staff and business partners around the world.
That is why we invest in initiatives to strengthen both the
skills and engagement of our employees.
Vessel Empowerment
Attracting and retaining the right people to Maersk Supply
Service is essential for securing our position in the market.
The fundamental idea behind a new pilot project, Vessel
Empowerment, is to place the decision processes and
responsibilities “at the heart of the action”, at the seafarers.
By doing so and by focusing on improving the skills and
competences of the seafarers we steer towards adding
more meaningfulness and personal growth into the
everyday work life of our offshore employees.
A team of internal and external experts are working together
with eight pilot vessels on implementing the programme.
The crews have been involved from the beginning of the
project in order to secure the commitment and ownership,
hence success of the project. The programme will continue
in 2013, and after an evaluation it will be decided if it is going
to be fully implemented throughout the entire organisation
in the next five to six years.
When fully implemented we expect more skilled, dedicated
crew, cost effective operation and as a result of this, more
safe and efficient performance of our fleet.
Employee engagement survey
In September 2012 the A.P. Moller - Maersk Group carried out
its annual employee engagement survey. For Maersk Supply
Service onshore employees the result was basically status
quo with high participation and engagement, which is very
positive.
For the seafarers we have seen progress on all three
parameters; higher engagement, higher manager
effectiveness and value understanding. In addition, the
participation in the survey has increased by more than 50%,
which is also seen as a very positive and encouraging trend.
Engaged employees are essential to our ability to drive our
efforts towards a business success and to our continued
ability to perform.
“The result of our annual
employee engagement survey
shows high participation and
engagement

26
“We adhere to a zero
tolerance policy for bribery

27
RESPONSIBLE BUSINESS PRACTICES
SUNLIGHT IS
THE BEST DISINFECTANT
Our work to promote responsible business
practices focuses on two main areas: anticorruption
and responsible procurement.
We have expanded our anti-corruption programme to
ensure our business remains upright, as we are increasingly
providing services in areas such as the coasts of Africa,
South America and Southeast Asia. Although these areas
provide valuable business opportunities, they can also
present corruption challenges in the form of improper
payment demands from public authorities dealing with
the vessels and crew. To meet these challenges, Maersk
Supply Service has over the last year intensified our focus on
anti-corruption measures with new training and reinforced
internal procedures.
Anti-corruption training
At the centre of our efforts are in-person anti-corruption
seminars and e-learning systems for both onshore
employees and seafarers. Lesley Coben, Senior Legal
Counsel for Compliance, explains:
“Particularly at the beginning of a training campaign, there
are benefits of in-person training as people often have
very specific questions during anti-corruption training
that are difficult to address through an e-learning. Faceto-face
seminars also provide the added benefit of letting
participants know who I am, and that I am there to support
them if need should arise during one of their voyages.”
E-learning to offshore staff
While it is relatively easy to reach onshore employees,
reaching seafarers onboard vessels, which are operating
around the world and constantly moving, is a challenge.
We have addressed this issue by providing an e-learning
programme for all captains and other relevant staff to
ensure awareness of the issue. In addition we have added
anti-corruption training to Officers’ Seminars already
planned throughout the year.
Zero tolerance for bribery
One of the central points of the training is to underscore that
Maersk Supply Service, as a member of the Maersk Group,
adheres to a zero tolerance policy for bribery.
“We stress that the policy is based on moral and legal
imperatives, that it is absolutely supported by management
and that it is enforced. We want all our employees to know
that the company will back them up when they say ‘no’ in
difficult situations,” Lesley Coben says.
Lesley Coben also hopes the training will have a trickle-down
effect through the ranks.
“We are helping experienced seafarers and management
realise that they can set the example. It is crucial for
effectiveness of this zero tolerance policy that the junior
seafarers and employees can see it reflected in the conduct
of their senior colleagues. It helps entrench the anticorruption
training in the daily business of our vessels and
their crews,” she says.
Improved reporting mechanisms
Along with the training seminars, we have also worked
to improve internal reporting mechanisms for payment
demands made against our operation and employees. It is
one of the best methods of combating the corruption.
“Sunlight is the best disinfectant and if we can track places
where we have experienced corruption, we increase the
chances for our crews and everybody else to avoid and
combat it in the future,” explains Lesley Coben.

28
RESPONSIBLE
PROCUREMENT
Our responsible procurement work aims for
continuous improvement, capability-building
and risk management.
We want to build sustainable relationships with
our suppliers based on the Group Programme for
Responsible Procurement, which was launched in
2011. The programme helps us focus on responsible
and strategic suppliers and prioritise our efforts in
those areas where the impact on our sustainability
performance is most beneficial.
In this way we can concentrate our work where it
makes the most sense. The programme has been
started with a phased roll-out with focus on major
suppliers, areas of high risk and capability building. The
goal is that 50% of the procurement must come from
suppliers who are part of the programme.
Responsible procurement in Brazil
Ensuring responsible business behaviour is not
simply a matter of examining one’s own actions. The
behaviour of the suppliers that you do business with
also speaks about your company’s uprightness. To get
a better understanding of their suppliers, our Brazilian
office is currently conducting a round of audits.
“Performing these audits helps to ensure that the
suppliers are providing their service to us in the most
responsible and correct way. It makes us much more
comfortable when dealing with them and also allows
us to help them with any challenges they may have,”
explains Luz Amanda Teixeira, Senior Assistant in the
Procurement Department.
The first round of auditing included visits to five
suppliers, who were all very cooperative. The
companies have provided action plans for developing
any areas where they found room for improvement.
The process to audit the suppliers is set to continue
with an external agency. Their work will be submitted
to the management team for evaluation and the
purchasing team will conduct the Responsible
Procurement Programme with all the medium and
small suppliers in Brazil.

29
RESPONSIBLE BUSINESS PRACTICES
“We want our suppliers to provide their
services in the most responsible and correct
way

30
// PERFORMANCE & TARGETS
PERFORMANCE & TARGETS
Our sustainability is based on external and internal investigations and audits.
Our goal is world-class vessel operations.
QUALITY ASSURANCE
Area Target 2012
Performance 2012 Target 2013
OVID
–
–
100% vessels with
a valid OVID or
equivalent.
PSC /Flag State detentions
–
0
0
Maximum PSC deficiencies (Paris
MOU/Tokyo MOU/ USCG/Tc) per
inspection
–
1.88
1
Maximum PSC deficiencies
(Brazil) per inspection
–
3.39
3
Maximum ISM findings per
external audit
3.3
2.5
2
HSE audits of subcontractors
–
3
5

31
PERFORMANCE & TARGETS
Our sense of responsibility is reflected in our safety culture.
Our goal is zero incidents.
HEALTH & SAFETY
Area Target 2012
Performance 2012 Target 2013
Reduce LTIF* by 10% per year
from 2012 to 2017
0.55
0.83
0.75
Reduce TRCF* by 10% per year
from 2012 to 2017
2.5
1.93
1.74
Increase SOC by 10% per year
from 2012
20,000
27,381
30,000
Health Initiatives
Vessels visited by external Health
Professional - individual coaching of
crew members
–
33% of our fleet is
covered
33% of our non-
Brazilian fleet is covered
and 100% of our
Brazilian fleet covered
Establish a baseline for Take 5
hazard recognition initiative and
increase by 25% 2013 - 2017
–
–
Establish baseline
*) Frequency is per million man-hours
SAFETY SAFETY REPORTING REPORTING
SAFETY PERFORMANCE
30.000
6
25.000
5
20.000
4
15.000
10.000
SOC
3
2
TRCF
5.000
0
2005
2006
2007
2008
2009
2010
2011
2012
NM
1
0
2005
2006
2007
2008
2009
2010
2011
2012
LTIF

32
// PERFORMANCE & TARGETS
PERFORMANCE & TARGETS
Our environmental efforts aim at minimising waste, achieving zero spills to the
environment and increasing environmental awareness in the organisation.
ENVIRONMENT
Area Target 2012
Performance 2012 Target 2013
Waste reduction
Usage of half liter bottles
Establish baseline
503,926
50% reduction
Emission/Fuel consumption
30% reduction of average CO 2
emissions per vessel (tonnes) from
2010 - 2020
12,220
10,900
11,830
Environmental awareness
Percent of relevant staff completing
“Environmental Management and
Compliance” e-learning training
70
73
85
Spills
20% reduction in the number of
uncon trolled spills per year from 2011
to 2017.
Baseline 2011: 39
31
25
24
AVERAGE CO 2
EMISSIONS PER VESSEL (TONNES)
SPILLS
14.000
12.000
10.000
8.000
6.000
4.000
2.000
0
2010 2011 2012 2013 2014 2015 2016
2017 2018 2019 2020
CO2 emission per vessel
(tonnes)
Reduction
45
40
35
30
25
20
15
10
5
0
2011
2012
2013
2014
2015
2016 2017
Actual
Target

33
PERFORMANCE & TARGETS
We want to be a responsible employer contributing to the communities
where we operate.
SOCIAL RESPONSIBILITY
Area Performance 2012
Target 2013
Local content Angola
Number of teams enrolled for education
Local content Brazil
Number of cadets enrolled in Maersk
Vessels
CSR training
For top 2 onboard our vessel and all
relevant senior managers ashore
Closer CSR integration
CSR Planning Tool
1 team of 24 young recruits receive
basic training onshore
40 (25 Engine Cadets - 15 Deck
Cadets)
–
One area (Brazil) has tested the CSR
planning tool
The team of 2012 will be seagoing and
3 new teams will start training onshore
30 (The decreasing number is due
control of retention)
85% of all Captains and Chief Engineers
onboard plus Senior Managers ashore
to complete sustainability course
All areas (Angola, Australia, HQ, Canada
and Brazil) to finalise CSR planning tool
including development of action plans
Employee satisfaction
The employee satisfaction is reflected in
our yearly employee engagement survey
78 % of all employees are extremely
satisfied with our company as a place
to work.
85% of all employees think they are
being treated with respect.
82% of all employees think the
company is making a genuine effort
to be socially and environmentally
responsible.
Maintain the high level of employee
satisfaction

34
// PERFORMANCE & TARGETS
PERFORMANCE & TARGETS
We want to conduct our business in an ethical and lawful manner and we
are striving for our suppliers to do the same.
RESPONSIBLE BUSINESS PRACTICES
Area Performance 2012 Target 2013
Responsible Procurement
Number of suppliers to be invited to
responsible procurement training
Number of suppliers to register in the
Maersk Responsible Procurement
System
Number of suppliers to respond to self
assessment
Number of suppliers to be
audited with regard to responsible
procurement
Percent of total suppliers in Brazil
covered by responsible procurement
programme
Anti-Corruption
Systematic anti-corruption training
27
22
20
5
21
50
42
26
23
45
All Captains, Chief Engineers, Chief
Stewards and Cooks will have passed
anti-corruption training either online or
in-person.
All onshore employees will receive
anticorruption training.

COMPANY PROFILE
37
COMPANY PROFILE
Maersk Supply Service is part of the A.P. Moller – Maersk
Group which is a global conglomerate widely recognised
within the fields of shipping, offshore services, energy
and industry. In 1967 Maersk Supply Service entered the
offshore market as the first Scandinavian shipping company
and in 1974 it became an independent business unit in the
A.P. Moller – Maersk Group.
Maersk Supply Service provides the offshore industry with
subsea support, transport of equipment to drilling rigs and
production units, anchor handling, mooring installations
and rig moves. Our more than 60 vessels operate in all major
deepwater regions and harsh environments worldwide.
Vessels
Maersk Supply Service operates three types of vessels:
• Field and subsea support vessels are fitted with either
subsea cranes or A-frames. This particular type of
vessel is very flexible and is able to perform subsea
work, as well as conventional supply and anchor
handling duties for the offshore industry.
• Anchor handling tug supply vessels perform anchor
handling for semi-submersible drilling rigs and other
types of offshore equipment. Focus is specifically on
deep-water work.
• Platform supply vessels transport bulk and deck
cargoes, pipes and stores for rigs and platforms.
Employees
Maersk Supply Service has more than 2,200 employees
globally. Some 2,000 crew members are employed offshore
on our vessels in the North Sea, Brazil, Africa, Canada, UK,
Australia and the Far East. More than 200 employees work
onshore. Our goal is to achieve operational reliability and
efficiency to the highest standards for our customers. We
take HSE and CSR issues very seriously. We incorporate
contingency measures in our services and in the equipment
used at our vessels. Our crew members and office staff
receive continuous training and education.
Strategy
Our strategy is to primarily focus on deep-water and to work
worldwide in partnership with our customers to meet their
requirements by creating innovative, reliable and costefficient
solutions on time and on budget.
Vision and mission
Our vision is to be the customers’ first choice as a supplier
of safe, high quality and reliable offshore vessel services.
Our mission is to work with passion and focus on safety
and sustainability to create competitive advantages for our
customers, and in doing so, always to live up to our company
values.
VALUES
We have adopted the values of the A.P. Moller - Maersk
Group, and our values guide us in making the right
decisions in our daily work.
• CONSTANT CARE
Take care of today, actively prepare for tomorrow
• HUMBLENESS
Listen, learn, share, and give space to others
• UPRIGHTNESS
Our word is our bond
• OUR EMPLOYEES
The right environment for the right people
• OUR NAME
The sum of our values, passionately striving
higher

38
// ABBREVIATIONS & DEFINITIONS
UN GLOBAL COMPACT
The United Nations Global Compact is the largest
corporate responsibility initiative in the world
– with 7,000 signatories based in more than
135 countries, and Local Networks existing or
emerging in 90 countries. The UN Global Compact
asks companies to embrace, support and enact a
set of Ten Principles in the areas of human rights,
labour standards, the environment and anticorruption.
UN GLOBAL COMPACT LEAD
Participants of Global Compact LEAD are
characterised by a commitment to implement the
Blueprint for Corporate Sustainability Leadership
and a willingness to lead the Global Compact
with strong engagement at the local and global
levels. Equally important, LEAD companies have
a commitment to share their learnings and
outcomes with the broader universe of UN Global
Compact participants.
UN GLOBAL COMPACT LEAD GROUP
Maersk Supply Service is a member of the UN
Global Compact LEAD Group, which A.P. Moller -
Maersk joined in 2010 to achieve higher levels of
sustainability. We have implemented the Group
programme Maersk Global Labour Principles
which reflects our commitment to the UN
Global Compact, covering collective bargaining,
discrimination, child labour and forced labour, as
well as health, safety and security, working hours,
compensation and fair procedures.
THE SUSTAINABILITY COUNCIL
The Sustainability Council is part of strengthening
corporate and high-level governance. The
Sustainability Council’s main function is to oversee
compliance to group standards and policies as
well as make recommendations on new groupwide
sustainability strategies and policies.
VETTING
In-depth assessments of defined standards
regarding quality and suitability before tasks

39
ABBREVIATIONS &
DEFINITIONS
CSR - Corporate Social Responsibility
Dodging - Sailing around
HSE - Health & Safety and Environment
IMO - The International Maritime Organisation
ISM - The International Safety Management Code
ISO 14001 - Certified environmental management system
ISPS - International Ship and Port Facility Security
KPI - Key Performance Indicator
LTI - Lost Time Injury
LTIF - Lost Time Incident Frequency
MOVIQ - Maersk Offshore Vessel Inspection Questionnaire
NGO - Non-Governmental Organisation
OCIMF - Oil Companies International Marine Forum
OVID - Offshore Vessel Inspection Database
OVIQ - Offshore Vessel Inspection Questionnaire
OVMSA - Offshore Vessel Management and Self Assessment
RM - Risk Management
SJA - Safe Job Analysis
SOC - Safety Observation Cards
STCW - Standards for Training, Certification and Watchkeeping
SMS - Safety Management System
TRC - Total Recordable Cases
TRCF - Total Recordable Case Frequency

FOR FURTHER INFORMATION PLEASE CONTACT:
HEADQUARTERS
Denmark
Copenhagen
Visiting address:
Gl. Lundtoftevej 7
DK-2800 Lyngby
Denmark
Postal address:
Esplanaden 50
DK-1098 Copenhagen K
Denmark
OFFICES
Angola: Luanda
Australia: Perth
Brazil: Rio de Janeiro/Macaé
Canada: St. John’s, Newfoundland
Egypt: Cairo
Nigeria: Lagos
United Kingdom: Aberdeen
www.maersksupplyservice.com