SUSTAINABILITY ACTION PLAN 2013 - Maersk Tankers
SUSTAINABILITY ACTION PLAN 2013 - Maersk Tankers
SUSTAINABILITY ACTION PLAN 2013 - Maersk Tankers
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<strong>SUSTAINABILITY</strong><br />
<strong>ACTION</strong> <strong>PLAN</strong><br />
<strong>2013</strong>
January <strong>2013</strong><br />
Content<br />
Endorsement 4<br />
Technical Operations: Vision and mission 5<br />
<strong>Maersk</strong> <strong>Tankers</strong> A/S and Broström Sustainability Policy<br />
Sustainability compass 8<br />
Roadmap <strong>2013</strong>: Sustainability Strategy Update 6<br />
At <strong>Maersk</strong> <strong>Tankers</strong> and Broström we recognize that a<br />
sustainable future is integral to the way we conduct<br />
our business. We place a high priority on the health,<br />
safety and security of our employees and assets as<br />
well as on the wellbeing of all those contributing to<br />
or affected by our operations. We are committed to<br />
the protection and conservation of the environment<br />
and we aim to integrate sustainable thinking and<br />
corporate social responsibility into all our business<br />
processes and business relationships. Employee skills<br />
and competencies are developed by continually raising<br />
awareness and impartment of training.<br />
We promote the health, safety and security of all our<br />
employees through managing risks and changes with<br />
prudence and promoting a strong safety culture. It is the<br />
objective of <strong>Maersk</strong> <strong>Tankers</strong> and Broström to provide<br />
a safe workplace with zero work-related injuries. We<br />
promote good occupational health and a healthy<br />
lifestyle for all our employees.<br />
development by means of management commitment<br />
and motivating our employees. We aim to continuously<br />
reduce emissions, optimise our operations, have zero<br />
spills, zero incidents, avoid harm to the environment, and<br />
to find innovative and timely solutions for improvement.<br />
We recognize that our operations are far reaching and<br />
have a global influence. With this in mind, we work<br />
diligently with our employees, local communities and<br />
internationally recognized bodies to ensure that social<br />
factors are integral to our business principles.<br />
We assure consistent and best-in-class quality in our<br />
services to external and internal customers through<br />
efficient yet safe operations and the continuous<br />
monitoring of our performance. We promote continual<br />
improvement as a principal driver by knowledge-sharing<br />
practices and the timely review of our management<br />
systems while always meeting or exceeding all applicable<br />
legislative and regulatory requirements.<br />
Health, Safety, Security, Quality and Vetting 10<br />
Fuel optimisation: Working with innovation 14<br />
Environment and CSR 16<br />
Crewing 20<br />
Technical Operation 22<br />
Group core values 24<br />
It is our policy that no employee, contractor or visitor<br />
shall be under the influence of alcohol or drugs while<br />
onboard our vessels.<br />
We continue to maintain our strong focus on the<br />
protection of the environment and sustainable<br />
This Policy statement is in support of the <strong>Maersk</strong><br />
Principles of Conduct. The <strong>Maersk</strong> <strong>Tankers</strong> and Broström<br />
Sustainability Action Plan supports the ambitions of<br />
this policy.<br />
Tommy Thomassen<br />
VP, Head Of Technical Operations.<br />
<strong>Maersk</strong> <strong>Tankers</strong><br />
Hanne B. Sørensen<br />
Chief Executive Officer<br />
<strong>Maersk</strong> <strong>Tankers</strong> A/S
Page 4<br />
Page 5<br />
Endorsement<br />
At <strong>Maersk</strong> <strong>Tankers</strong> we recognize that a sustainable<br />
future is integral to the way we conduct our business.<br />
With this in mind, we work diligently with our<br />
employees, local communities and internationally<br />
recognized bodies to ensure that environmental and<br />
social factors are integral to our business principles.<br />
During the last years, <strong>Maersk</strong> <strong>Tankers</strong> has worked<br />
continuously in improving our sustainability performance<br />
and reaching targets. Up to now, 80 percent<br />
of our focus has been on risk, making sure that we<br />
are always fully covered, and only 20 percent focus<br />
on the actual opportunities lying within. Today we<br />
can conclude that our efforts shows good results,<br />
having programs in place, leadership within the<br />
tanker industry established and cost savings on<br />
resilience and risk managed – in other words, MT are<br />
ready to take the next step and increase opportunity<br />
focus, starting by engaging external partners and<br />
customers.<br />
The time to position ourselves is now, if we want<br />
to be a competitive company in the future. <strong>Maersk</strong><br />
<strong>Tankers</strong> need to ensure that our performance<br />
results and focus on sustainability is presented<br />
to customers. This focus on sustainability is not a<br />
waste of time, but rather a matter of timing.<br />
For most companies, sustainability is still a nascent<br />
discipline. However, it is a fact that a sustainable<br />
“change-of-attitude” has evolved significantly over<br />
the past decade, and the interest is becoming<br />
more and more inevitable; an increasing number of<br />
our customers are now implementing responsible<br />
procurement programs of their own and increasingly<br />
turn to suppliers with high sustainability ratings and<br />
standard.<br />
As we have our own house in order, MT can now move<br />
towards engaging customers on this issue and align<br />
ourselves with their ambitions and strategies. Activities<br />
involves among other things establishment of<br />
partnerships with e.g. NGO’s, local government units<br />
and piers, to set minimum levels of requirements<br />
as well as discuss and agree with customers on a<br />
definition of responsible tanker business.<br />
By asking customers how they are going to manage<br />
their sustainability strategy when it comes to<br />
choosing suppliers, we can learn how to hook them<br />
on <strong>Maersk</strong> <strong>Tankers</strong> initiatives and projects and get<br />
an early advantage compared to our competitors.<br />
It can be difficult to determine the exact value<br />
from engaging sustainability, although we do see<br />
commercial benefits from addressing strategic<br />
planning and programs for risk and resilience; cost<br />
savings from e.g. implementation of new efficient<br />
technologies reducing fuel consumption, or less<br />
lost-time accidents increase our on-board productivity.<br />
We feel confident that by leading the way, <strong>Maersk</strong><br />
<strong>Tankers</strong> will not only be able to help lift the bar in the<br />
industry but actually also create future standards,<br />
giving our organization a strong competitive edge<br />
and commercial advantage at an early stage.<br />
Best regards<br />
Tommy Thomassen<br />
VP, Head Of Technical Operations.<br />
<strong>Maersk</strong> <strong>Tankers</strong> A/S
Page 6<br />
Page 7<br />
"Our vision is to be best in class and be<br />
the recognised industry leader by our<br />
customers, providing second-to-none<br />
safe, sustainable and cost-efficient cargo<br />
transport solutions through innovative<br />
design and engaged employees"<br />
Technical Operations: Vision and mission<br />
Technical Operation<br />
Maintain a high communication level<br />
of all information required for safe<br />
and efficient operations to management<br />
team<br />
To ensure optimal vessel management<br />
and operational efficiency<br />
Align operational management with<br />
business goals and strategy<br />
<strong>Maersk</strong> <strong>Tankers</strong> Technical Operations consists<br />
of the Technical Fleet Groups focusing on daily<br />
technical operations of the fleet, Marine Standards,<br />
which provides support on matters related to HSEQ,<br />
vetting and Sustainability, and a Crewing function<br />
which manages our daily crewing activities.<br />
We will deliver best-in-class technical management<br />
by meeting or exceeding customer and industry<br />
requirements. Our fleet will be operated cost-effectively<br />
with a focus on reducing our environmental<br />
footprint and ensuring the health and safety of our<br />
employees.<br />
Crewing<br />
To maintain competitive advantage<br />
in the marketplace by creating a<br />
more customer-focused organization<br />
and finding new ways of<br />
lowering costs.<br />
To gain access to the most<br />
attractive customers and cargoes by<br />
ensuring to offer top-quality services.<br />
CRW<br />
TO<br />
ENV &<br />
CSR<br />
HSSQ<br />
& VET<br />
Health, Safety,<br />
Security, Quality<br />
and Vetting<br />
Promoting the health of our<br />
employees through suitable working<br />
conditions and healthy lifestyle<br />
options.<br />
Ensuring a safe and controlled<br />
working environment for our<br />
employees and those associated<br />
with our business.<br />
Maintaining the security and safety<br />
of<br />
our employees, their personal<br />
property and our assets at all times.<br />
Improving process effectiveness.<br />
Environment<br />
and CSR<br />
Fully integrating Sustainability into<br />
the <strong>Maersk</strong> <strong>Tankers</strong> organization.<br />
Being the sustainable leaders in<br />
our industry and standardising the<br />
quality of our pools.<br />
Collaborating with strategic partners<br />
to raise the bar in our industry.
Page 8<br />
Page 9<br />
Industry Profile: Illustration of the tanker shipping market and the factors that drive demand and supply.<br />
Factors that affect the transport market<br />
Factors driving demand<br />
Macroeconomic and political factors<br />
• Economi growth • Industrial production<br />
• Trade patterns • Energy & environmental policies<br />
• Trade policy issues• War & conflicts<br />
Factors driving supply<br />
Newbuildings<br />
Shipyard capacity • Labour costs<br />
• Prices of input goods • Vessel prices<br />
• Interest rates • Access to capital<br />
Energy market<br />
Oil • Coal • Natural gas • Nuclear power<br />
• Hydroelectric power<br />
Transport capacity<br />
Size of global fleet • Newbuilding rate<br />
Scrapping rate • Age structure<br />
• Environmental and safety issues<br />
Roadmap <strong>2013</strong><br />
Sustainability Strategy Update<br />
<strong>Maersk</strong> <strong>Tankers</strong> Technical Operation strives<br />
for continuous development of the business´<br />
sustaina¬bility strategy and it is our belief that this<br />
work needs to be championed from all parts of the<br />
organization, including top- management commitment:<br />
Social and environmental decisions need<br />
to be integrated in every business aspect,<br />
both technically, commercially and operationally,<br />
and the communication of our sustainability<br />
strategy needs to be strong and consistent. This will<br />
eventually be the key in evaluating the success of<br />
integration as well as identifying the areas that still<br />
need improvements.<br />
Living our own Group Core Values, we are working<br />
on leading the industry´s way towards greater and<br />
sustainable performance, first and foremost by<br />
ensuring good and responsible business practices<br />
throughout our value chain.<br />
Oil market<br />
Refinery utilisation • Refinery locations • Regional<br />
imbalances • Stock levels • Spot and forward prices<br />
• Industry structure<br />
CARBON PACT, 3D<br />
In April 2012, <strong>Maersk</strong> <strong>Tankers</strong> became the<br />
first tanker company to sign a Carbon Pact<br />
agreement with a major oil company – our<br />
customer Statoil. The pact calls for a 10%<br />
relative reduction of the footprint of Statoil’s<br />
voyages over a three year period (2012-<br />
2014). As part of the pact we will engage<br />
with Statoil in technical, operational and<br />
commercial workshops to optimise the<br />
shared benefits of the pact.<br />
The tanker shipping market<br />
BENKERT ENVIRONMENTAL<br />
AWARD WINNING<br />
US Coast Guard’s Admiral William M.<br />
Benkert Environmental Protection<br />
Award, Florida USA, May 2012:<br />
<strong>Maersk</strong> <strong>Tankers</strong> wins a silver award<br />
in this prestigious competition<br />
based on “outstanding efforts to<br />
protect the marine environment”<br />
in the category “ Foreign Vessel<br />
Operations, Large Business”.<br />
Shipowners and logistics operators<br />
Service offer • Contract forms<br />
• Geographic concentration • Ownership<br />
MACN WORKGROUP<br />
DESCRIPTION<br />
As co-founder and active<br />
participant in the Maritime<br />
Anti-Corruption Network (MACN),<br />
<strong>Maersk</strong> <strong>Tankers</strong> are taking the<br />
lead on developing information,<br />
training material and courses<br />
for ship owners and seafarers,<br />
focusing on bribery, facilitation<br />
payments and agents.<br />
First HSE report<br />
Membership of<br />
Global Compact<br />
signed<br />
Anti Corruption<br />
Programme<br />
launched<br />
Member<br />
of WEF<br />
Global Labour<br />
Principles<br />
launched<br />
Member of<br />
the Logistics<br />
Emergency Teams<br />
(LET)<br />
Responsible<br />
Procurement Member of UN<br />
Programme Global Compact<br />
launched<br />
LEAD<br />
Climate Change<br />
Strategy approved<br />
BP<br />
Award x2<br />
2012 Carbon<br />
Pact with Statoil<br />
USCG, Benkert<br />
Environmental<br />
Award<br />
Member<br />
of WOC<br />
(World Ocean<br />
Council)<br />
Member<br />
of MACN<br />
(Maritime Anti<br />
Corruption Network)<br />
Combpack Risk<br />
Assortment in CSR<br />
(Corporate Social<br />
Responsibility)<br />
2008<br />
2009<br />
2010 2011<br />
2012<br />
<strong>2013</strong><br />
Environmental<br />
Strategy<br />
Sustainability<br />
Action Plan<br />
published<br />
Materiality issue<br />
and stakeholder<br />
identification<br />
First Annual<br />
Group Sustainability<br />
Conference<br />
Whistleblower<br />
Programme<br />
launched<br />
Mærsk Sustainability<br />
Reporting<br />
Guidelines<br />
First Annual<br />
Executive Sustainability<br />
Day - focus<br />
on Safety<br />
Group Health and<br />
Safety Strategy<br />
approved<br />
3D Thinking introduced - Carbon Pact<br />
concept published as story example in<br />
Group Sustainability Report 2012<br />
New CO 2<br />
target set:<br />
20% reduction<br />
by 2020<br />
(2010 baseline)<br />
Follow up on<br />
materiality<br />
assessment<br />
10.9% CO 2<br />
reduction<br />
(2010 baseline)<br />
Development of<br />
new Environment &<br />
CSR strategy
Page 10<br />
Page 11<br />
Sustainability<br />
compass<br />
TECHNICAL OPERATION<br />
Performance<br />
2011<br />
Performance<br />
2012<br />
CAPs 0,85% 4,33% 0,85%<br />
Rejections per vessel per year 0,70 0,48 0,70<br />
Main Engine SFOC 103,24 103,52 106<br />
ME Cylinder Oil Consumption 2,08 1,9 3,00<br />
Target <strong>2013</strong><br />
New York<br />
Copenhagen<br />
Paris<br />
Mumbai<br />
Seoul<br />
Shanghai<br />
Tokyo<br />
Our Sustainability Performance is being monitored<br />
through the Marine Standards Balanced Scorecard and<br />
KPI (Key performance indicator) system.<br />
The Sustainability Compass is the visual appearance<br />
of the balanced scorecard which reflects <strong>Maersk</strong> <strong>Tankers</strong>’<br />
performance throughout the year and highlights our areas of<br />
improvement and risk when it comes to sustainability issues.<br />
Technical Off-service 0,99% 0,44% 0,55<br />
Rio<br />
Singapore<br />
TO<br />
CREWING<br />
Performance<br />
2011<br />
Performance<br />
2012<br />
Performance related terminations - - 0,008<br />
Sea Staff attrition rate 7,50 0,065 0,075<br />
Target <strong>2013</strong><br />
CRW<br />
HSSQ<br />
& VET<br />
HEALTH, SAFETY, SECURITY,<br />
QUALITY AND VETTING<br />
Performance<br />
2011<br />
Performance<br />
2012<br />
LTI Frequency 1,12 0,97 0,8<br />
TRC Frequency 3,37 2,56 2,5<br />
Target <strong>2013</strong><br />
Back to Back crewing for officers<br />
( Same ship)<br />
0,60 0,64 0,7<br />
On Time Relief 0,90 0,97 0,95<br />
Matrix Compliance - 0,98 0,96<br />
Document compliance<br />
(Red Flag error report)<br />
0,75 0,96 0,95<br />
ENV &<br />
CSR<br />
Security Observation & Non -conformities - - 2<br />
PSC Deficiencies per inspection 0,8 1,1 0,5<br />
No. of ISM deficiencies - 3,40 0,5<br />
SIRE observations per inspection - - 5,5<br />
PSC inspections with NIL deficiencies - - 70%<br />
*The target is based on Technical Vessel Index and relative to 2007<br />
baseline<br />
**Internal Inspection Frequency” should be 2 inspections per year at<br />
intervals not exceeding 6 months<br />
ENVIRONMENT AND CSR<br />
Performance<br />
2011<br />
Performance<br />
2012<br />
Oil Spill Frequency 0,002 0,016 0,005<br />
Relative CO2 emissions* 4,38 0,045 -0,08<br />
% Garbage Landed at Green Ports 8,15% 27,3% 30%<br />
Average waste generated per vessel<br />
per day<br />
0,211 0,180 0,172<br />
No. of Supplier CSR audits - 3,00 5,00<br />
Target <strong>2013</strong><br />
"What you don’t measure<br />
you cannot manage."
Page 12<br />
Page 13<br />
Health, Safety,<br />
Security,<br />
Quality and<br />
Vetting<br />
CRW<br />
TO<br />
ENV &<br />
CSR<br />
HSSQ<br />
& VET<br />
Where we’re aiming in <strong>2013</strong><br />
In <strong>2013</strong>, we shall concentrate on following initiatives:<br />
• Continue development of ‘<strong>Maersk</strong> <strong>Tankers</strong>’<br />
standards incorporating our values, best industry<br />
practices, learning from audits & inspection and<br />
our experience in the past.<br />
• Detailed analysis of our Ship Inspection Report<br />
Program (SIRE), Tanker Management and Self<br />
Assessment (TMSA), Incident and accident data<br />
to spot trends and formulate action plan for<br />
continuous improvement.<br />
• Education of our sea and shore based colleagues<br />
in carrying out detailed risk analysis for routine/<br />
non-routine activities shall go long way in having<br />
resilient operations.<br />
Two editions of Safety Awareness Week<br />
(SAW) were launched this year with slight<br />
amendment to the format basis the<br />
feedback received from the vessels. This<br />
continues to be a success story with<br />
accidents showing sharp dip in the<br />
immediately following weeks.<br />
• Continuous improvement of our processes and<br />
development of employees to lay strong foundations<br />
for building resilience into our operations.<br />
Onus is onto us to eliminate avoidable expenditure<br />
and avoid rejections which cause financial and<br />
reputational grief to the company.<br />
Key Actions and Success in 2012<br />
• Safety performance is headed in the right direction<br />
with LTIF and TRCF showing the lowest ever<br />
figures for us. With an industry average of an LTIF<br />
of 1.2, we are well below this figure and close to<br />
our targets.<br />
• 8 of our vessels getting NIL observation during<br />
SIRE inspection. This gives us the assurance that<br />
we have both men and machines within our fold to<br />
deliver absolute perfect results.<br />
• SIRE Helpline continues to lead our actions for<br />
lowering the frequency of repeat SIRE observations.<br />
• Vetting bonus incentive scheme (VBIS) launched<br />
to reward good performance during SIRE inspections.<br />
• A revamped version of Vessel concise guide to<br />
SIRE inspections launched to provide unified<br />
reference document for structured preparation for<br />
SIRE inspections.<br />
• <strong>Maersk</strong> <strong>Tankers</strong> continued to contribute towards<br />
Best Management Practices for protection against<br />
Somalia based piracy (BMP) publication.
Page 14<br />
Page 15<br />
Health, Safety and Quality Projects <strong>2013</strong> Vetting and Marine Operation Projects <strong>2013</strong><br />
Title Description Actions<br />
Superintendent’s vessel visit Package<br />
Unified Checklist for audits<br />
Risk Assessment Library<br />
Root cause analysis tool<br />
Safety Campaigns<br />
MLC<br />
Oil Spill Campaign<br />
* CR: Change request<br />
#<br />
VIMS: Vetting Inspection Management System)<br />
Superintendent to be actively involved in<br />
imparting training to ship staff during the<br />
visit to raise awareness and impart necessary<br />
practical education in a shipboard<br />
environment.<br />
Unified checklist to be develop to cover all<br />
aspects of MIRE, ISM, ISPS, ISO and MLC to<br />
avoid duplication<br />
A generic risk assessment library to be<br />
created from shore side for reference by<br />
the vessels for undertaking routine tasks.<br />
Root cause analysis tool to be improved<br />
to capture various issues that are raised<br />
from a drill down approach.<br />
Safety Campaigns to be run as part of<br />
the Safety Awareness week to increase<br />
awareness and engage the seafarers.<br />
MLC shall come in force in Aug <strong>2013</strong>. Vessel<br />
audits need to be performed for verifying<br />
compliance<br />
An oil spill campaign to be run to reduce<br />
the number of contained oil spill<br />
incidents.<br />
Training department to prepare catalogue<br />
of training to be imparted during vessel<br />
visit. Where required Superintendent to<br />
be trained in the subject.<br />
CR* has been created for VIMS # software<br />
update to allow tagging of questions to generate<br />
different checklists from same source<br />
questionnaire<br />
Generic risk assessment library to be<br />
created from shore side and rolled to the<br />
vessels. Vessels to make it ship specific<br />
Root cause analysis tool to be re-developed<br />
within ShipNet and released for use<br />
by end 2012 for more detailed trending.<br />
Campaigns on matters such as Working<br />
at Height, safe manual handling to be run<br />
during the course of Safety Awareness<br />
week run every quarter.<br />
Superintendents to be trained in MLC<br />
audits. Checklist to be incorporated in<br />
ShipNet for performing audits.<br />
Run an oil spill campaign to raise awareness<br />
and preventive measures for oil<br />
spills.<br />
Title Description Actions<br />
Customer like analysis of data and<br />
trends from SIRE & PSC* inspections,<br />
TMSA reviews and Incidents.<br />
Best Practice Sharing<br />
VIMS & ShipNet<br />
VCR<br />
Customer visits and visibility<br />
* PSC: Port State Control<br />
To carry out exhaustive trending of data, as<br />
done by our customers to get an outside-in<br />
view of our performance<br />
To share best practices observed during<br />
internal audits<br />
The switch between VIMS and ShipNet to<br />
be turned on to have one mean of follow<br />
up.<br />
Vessel conditions report (VCR) module<br />
in ShipNet for ‘at a glance’ view of vessel<br />
hull condition<br />
Increase visibility as a quality operator<br />
and seek feedback for improvement of<br />
the system.<br />
Templates to be created and handed over<br />
to GSC to carry out detailed analysis. Action<br />
plan on the analysis to be developed<br />
by Marine Standards.<br />
To generate visual templates for various<br />
locations on board and share best practices<br />
coming from industry and internal audits.<br />
Each observation to be raised during audits/inspections<br />
to be followed up either<br />
in ShipNet or VIMS to avoid duplication<br />
of efforts.<br />
VCR module to be rolled out in ShipNet<br />
as means of monitoring of ship’s hull and<br />
deck condition on monthly basis.<br />
Once in a year visit to major customers’<br />
vetting department to be made by Marine<br />
Standards. Participate in joint sales meetings,<br />
workshops, conferences arranged by<br />
<strong>Maersk</strong> <strong>Tankers</strong> or customers.<br />
Security Projects <strong>2013</strong><br />
Title Description Actions<br />
CSO** Drill Module<br />
ISPS ## Audits<br />
CSO drill module for all vessels to be completed,<br />
where vessels can select scenario<br />
and initiate drill without CSO intervention<br />
ISPS internal and external audits to be<br />
closely monitored<br />
Procedure to be created in ShipNet.<br />
Internal audits - 2 or less observations per<br />
inspections. External Audit – NIL observation<br />
** CSO: Company Security officer om<br />
##<br />
ISPS: International Ship and Port Facility Security
Page 16<br />
Savings in Total, Year-to-date October,<br />
Environmental Baseline 2010-2012<br />
Total Fuel Oil Savings<br />
= 71.000 MT HFO<br />
Total Emission Savings = 224.000 MT CO 2<br />
Page 17<br />
Hull Cleaning Reduce the excess consumption due to hull fouling<br />
by a combination of scheduled visual inspections<br />
3600 mt FO<br />
and structured monitoring the vessels speed<br />
11200 mt CO 2<br />
performance and taking action when required.<br />
Propeller Polish Reduce the excess consumption due to Propeller<br />
fouling by a combination of scheduled cleaning<br />
2200 mt FO<br />
VLCC SSS<br />
intervals, visual inspections and a structured<br />
7000 mt CO 2<br />
monitoring the vessels speed performance.<br />
21300 mt FO<br />
66900 mt CO 2<br />
Continuous Super Slow<br />
Steaming around 10% MCR<br />
(Max Continuous Rating)<br />
primarily in Ballast.<br />
Base Load<br />
reduction<br />
15000 mt FO<br />
46900 mt C0 2<br />
Reduction of the normal power demand of running<br />
the vessel by monitoring the and daily comparing<br />
the base load to a temperature dependent model<br />
value.<br />
Fuel optimisation<br />
Working with<br />
innovation<br />
Innovation is a fundamental part of modern<br />
business. If you don’t innovate, you stand<br />
still. In today’s world, standing still means<br />
going backwards as others keep moving<br />
ahead.<br />
At <strong>Maersk</strong> <strong>Tankers</strong>, we are working together with the<br />
innovation department consisting of a team of<br />
Marine Engineers, Naval Architects, who work on<br />
“outside the box” ideas and projects of varied nature.<br />
A strong focus is energy efficiency, which goes hand<br />
in hand with improved environmental performance.<br />
"The chart shows the total savings on carbon<br />
emissions (CO 2<br />
) and Fuel Oil (FO) for some of the<br />
major 2012 projects."<br />
Non VLCC SSS<br />
6500 mt FO<br />
20600 mt CO 2<br />
Primarily Non Continuous<br />
Super Slow Steaming around<br />
10% MCR (Max Continuous<br />
Rating) primarily in Ballast,<br />
where vessels with Mechanical<br />
Engines perform SSS when<br />
possible using a 20hr/4hr split<br />
between SSS and ECO speed.<br />
Projects and<br />
savings YTD<br />
October 2012<br />
Propeller Boss<br />
Cap Fin<br />
270 mt FO<br />
840 mt C0 2<br />
CLO Cons<br />
800 mt<br />
Others<br />
2400 mt FO<br />
7500 mt C0 2<br />
Speed<br />
instructions<br />
20000 mt FO<br />
63000 mt CO 2<br />
Installation of PBCF’s on existing vessels to reduce<br />
the Main Propellers losses due to the Vortex<br />
effects. 5 vessels are presently fitted with PBCF<br />
and we expect more to be installed.<br />
Reduction of CLO consumption, by closely monitoring<br />
the specific CLO consumptions and comparing<br />
to model values. Advising Fleet groups and vessels<br />
on correct adjustments when necessary.<br />
• Reduction of Fuel consumption on Boilers at sea.<br />
• Improvements on the ME and AE SFOC (Specific<br />
Fuel Oil Consumption)<br />
• Reduction of Inert gas consumption in Port.<br />
• Reduction of Boiler fuel consumption on voyages<br />
with heated cargo.<br />
Reduction of speed by improving speed instructions,<br />
better voyage planning, Optimizing Slow<br />
speed performance (40 – 60 % MCR), Challenging<br />
Normal CP speeds.
Page 18<br />
Page 19<br />
Environment<br />
and CSR<br />
CRW<br />
TO<br />
ENV &<br />
CSR<br />
HSSQ<br />
& VET<br />
Where we are aiming in <strong>2013</strong><br />
It is recognized that a strategic approach to Environment<br />
and CSR, with a long-term perspective, can<br />
have a positive effect on our bottom-line, help<br />
us maintain our good image and strong customer<br />
base which should increase our top line. In working<br />
more strategically and formalized with CSR, we can<br />
get a competitive edge in attracting new<br />
business opportunities.<br />
• Raise internal Environment and Climate Change<br />
(E&CC) awareness through communicating initiatives<br />
and performance, awareness & specific<br />
training programmes.<br />
A Ship Energy Efficiency Management<br />
Plan (SEEMP) has been developed for all<br />
<strong>Maersk</strong> <strong>Tankers</strong>’ vessels to be in compliance<br />
with IMO requirements.<br />
Each SEEMP is unique and specific<br />
for each vessel. The plan contains all<br />
measures taken to improve energy performance<br />
of the vessel. The plans has been<br />
incorporated into VPMS which is already<br />
used to monitor and improve the energy<br />
performance of the fleet.<br />
Key Actions and Success in 2012<br />
• Total CO 2<br />
reduction of 10.9% from a 2010 baseline<br />
based on optimisation projects.<br />
• KPI’s defined and integrated for commercial and<br />
operational desks to measure CO 2<br />
efficiency;<br />
Energy Efficiency Operational Index<br />
• Introduced new KPI (EEOI) and reporting format<br />
for the Handytankers pool partners.<br />
• Submitted the first Carbon Pact Performance<br />
Report for signed-up customer Statoil.<br />
• ELearning course on Environmental Management<br />
and Compliance has been rolled out.<br />
• Developed tariff cards for the NEU region as a<br />
measure to reduce the cost of landing waste.<br />
• Rolled out the Responsible Procurement Program<br />
to selected vendors and business partners.<br />
• A structured report on facilitation payment is in<br />
place to further strengthen our commitment in<br />
tackling bribery issues.<br />
EEOI: Energy Efficiency Operational Index<br />
EEOI = g CO2 / tonnes cargo* km<br />
• Energy Efficiency of our assets to reduce environmental<br />
impacts through improvements on<br />
vessels to meet our Climate Change (CC) target.<br />
• Measures to prevent spills and increase Marpol<br />
Awareness<br />
• Reducing Environmental Impacts through<br />
improved chemical/waste management<br />
• Utilize the facilitation payment insights from<br />
2012 to create joint initiatives to reduce their<br />
demand in <strong>2013</strong><br />
• Increase the scope of vendors and business<br />
partners to be included in the Responsible<br />
Procurement program<br />
• Increase employee engagement and encourage<br />
sustainable thinking within MT by arranging<br />
periodic visits to the Non-Governmental Organisation<br />
(NGO).<br />
We will do this by:<br />
• Engaging proactively with clients and other<br />
external stakeholders communicating our initiatives,<br />
performance and value proposition and by<br />
communicating positions concerning critical<br />
environmental and climate change issues<br />
• Achieved the target of 5% reduction in average<br />
waste per day and increasing % waste landed at<br />
green ports by 5% ahead of time.<br />
Developed by IMO (International Maritime Organisation) as<br />
indicator of energy efficiency of a ship in operation<br />
• Engage in setting industry Environmental<br />
standards that will improve the performance of<br />
tanker operations
Page 20<br />
Page 21<br />
Environment Projects <strong>2013</strong><br />
Title Description Actions and target<br />
Title Description Actions and target<br />
Reduce air emissions<br />
Plan use of energy, technology<br />
and transport to achieve maximum<br />
benefit for minimum expenditure<br />
of resources.<br />
Minimise oil pollution risks<br />
Reduce oily water discharge from<br />
daily vessel operation<br />
Enhance ballast water management.<br />
Reduce environmental impact of<br />
waste disposal<br />
Chemical Management<br />
Reduce CO 2<br />
exhaust emissions per<br />
cargo unit x nautical mile by 15% by<br />
31st December 2015 from 2007 levels.<br />
Work with Technical and MMT to highlight<br />
Energy Efficient Assets<br />
SOx<br />
Continuously reduce environmental impacts<br />
of tanker vessel operation.<br />
Zero incidents which have impact on sea<br />
or land from fuel, oil transfer and operation<br />
of equipment.<br />
Ensure Environmental Compliance Training<br />
is Complete Shore side and Offshore.<br />
Evaluate ballast treatment technologies<br />
on tanker vessels.<br />
We want to reduce costs associated with<br />
waste disposal, and engage with these to<br />
develop best practice sharing and standard<br />
operating procedures between local<br />
and global units.<br />
Reduce environmental impacts from<br />
chemicals<br />
Support and Drive optimization projects in<br />
the following areas.<br />
· Mapping current initiatives and approaches<br />
· Developing a "green vision" for our assets<br />
· Cargo Heating<br />
· Load and discharge operations<br />
Implement KPI’s on Energy Efficiency for<br />
Technical, Commercial and Operational<br />
Desks.<br />
Set up best practice guidelines for use of<br />
Incinerators based on Safety and Environmental<br />
guidelines<br />
Investigate possibilities in exhaust gas<br />
recirculation and scrubber technology<br />
through the Marine Fuel Forum<br />
Ensure Quarterly trending of all MARPOL<br />
Impacts to ensure we target areas for<br />
improvement<br />
Liaise with Operational Desk to ensure we<br />
manage vessels as effectively as possible<br />
Initiate MARPOL awareness campaign<br />
focusing on minor spills.<br />
E Learning Course to be completed by all<br />
crew on board, focusing on Environmental<br />
Compliance and the on-board role of the<br />
Environmental Officer on the Safety Management<br />
Team.<br />
Ensure all vessels have anti Fouling Management<br />
Plans<br />
Update guidelines on voluntary zero<br />
dumping procedure in ShipNet<br />
Investigate the link between costs of landings<br />
and green ports and prepare proposal<br />
for cost reduction of landings.<br />
Prepare tariff cards for European and<br />
Asian ports<br />
Map the possibilities of establishing a<br />
system that monitors our chemical consumption<br />
on vessel specific basis, both<br />
in order to improve working environment<br />
and environment in terms of substitution,<br />
but also to identify possibilities of cost<br />
optimization in terms of identification of<br />
points of over consumption.<br />
Environmental reporting & industry<br />
standardization<br />
CSR Projects <strong>2013</strong><br />
Verification Audit of our Environmental<br />
Reporting Process<br />
Ensure proper and credible environmental<br />
benchmarking for tanker vessels.<br />
TC in and Pool CO 2<br />
emissions<br />
Independent verification of our Environmental<br />
Reporting System<br />
Title Description Actions and target<br />
Group Standards<br />
Anti-Corruption Programme<br />
Communication<br />
Human Rights<br />
Responsible Procurement<br />
Focus on local content engagement<br />
in areas where employees or<br />
cadets are from.<br />
Basis the UN Global Compact and other<br />
legislative requirements, <strong>Maersk</strong> <strong>Tankers</strong><br />
must ensure all applicable programs are<br />
implemented.<br />
Reducing the financial impacts of facilitation<br />
payments.<br />
To ensure we highlight our focus on Sustainability<br />
to the top customers who have<br />
similar approach.<br />
Implement the Human Rights Programme<br />
in <strong>Maersk</strong> <strong>Tankers</strong><br />
Invite business partners and vendors to<br />
enroll in the program<br />
Solicit inputs from our employees on<br />
potential CSR projects in their local areas<br />
through the Officer's seminars.<br />
Work within Industry to ensure a methodology<br />
for environmental benchmarking is<br />
in place and available.<br />
Map of Pool Partner/TC in vessels to ensure<br />
commercial desks can view potential<br />
vessels from an Energy Efficiency point.<br />
Ensure that all Group Standards and<br />
Programs are implemented in <strong>Maersk</strong><br />
<strong>Tankers</strong> in a timely and appropriate level.<br />
Such as Human Rights Policy and more<br />
local engagement.<br />
Refocus on the Facilitation Payment Program<br />
to ensure that our current processes<br />
are well implemented and understood.<br />
Communicate to relevant stakeholders<br />
on our current sustainability performance<br />
and future initiatives<br />
Develop an sustainability communication<br />
strategy and communication plan<br />
With Group and other BU’s ensure that<br />
the Human Rights Programme is implemented.<br />
Planning audits of 3 Shipowners and 2<br />
Repair Yards, 2 major manufactures<br />
- Understand <strong>Maersk</strong> <strong>Tankers</strong>’ potentials<br />
for engagement in Local Content projects<br />
-Build in “Local Content” sessions as part<br />
of Office Seminars held in developing<br />
countries<br />
-Outline project and potentials based on<br />
suggestions from employees<br />
21
Page 22<br />
Page 23<br />
Key Actions and Success in 2012:<br />
• Identification of tasks to offshore and recruitment and<br />
training of GSC staffs were put in place as of end of July.<br />
• Briefing and debriefing costs have been reduced<br />
through implementation of online communication<br />
solution between hub places and local place of<br />
seafarers.<br />
• Execution of crew change in cost efficient ports has<br />
been started since end of January and continuously<br />
maintains across different Crewing teams to save cost.<br />
• Improving the communication as well as quality service<br />
to our customers, other business units and employees,<br />
by developing the MT Crewing website, Training web<br />
application - Competency Manager for Enhanced<br />
Training (COMET), and Seafarers’ Portal. The MT<br />
Crewing website went live on 30th March with useful<br />
contents to all stakeholders for better visibility of<br />
organization’s activities;<br />
• Furthermore, COMET serves as a platform for seafarers<br />
where they can facilitate all their training activities<br />
such as identifying training records, etc.<br />
• Seafarers’ Portal was initiated to improve the<br />
communication with seafarers by further utilizing the<br />
website as communication medium where they can<br />
access all management communication and strategies.<br />
• Managing an attrition rate of 6% and an on time relieve<br />
of 98% (+/- 30 days) regarding attrition rate and<br />
On-Time relieve<br />
Crewing Projects <strong>2013</strong><br />
Crewing<br />
Title Description Actions and target<br />
CRW<br />
TO<br />
ENV &<br />
CSR<br />
HSSQ<br />
& VET<br />
Operational Efficiency Implement MTBS Processes to be improved include the budgeting<br />
process and the training administration processes<br />
by further enhancing our COMET system.<br />
Simplification of Budgeting process<br />
Further development of training web application<br />
Development of manning offices as regional<br />
centers<br />
Improved communication<br />
Empowerment of manning offices<br />
The goal is to empower the manning offices and<br />
to develop them as regional centers.<br />
Develop communication with new hires Junior<br />
officers.<br />
Employee Engagement Further development of communication By executing more initiatives and enhance the<br />
current portals rolled out in 2012.<br />
Crew Quality<br />
Customer Satisfaction<br />
- Benchmark training activities with peers<br />
- Enhance soft skills through leadership courses<br />
and the personal Appraisals<br />
- Ensure compliance more actively with Maritime<br />
Labour Convention (MLC)<br />
- Zero rejections due to experience matrix<br />
In <strong>2013</strong>, we will benchmark our training activities<br />
with our peers to give us the ability to<br />
assess how we stand compared to our peers,<br />
and thereby further improve training plans and<br />
processes.<br />
Crewing will ensure that we meet all the requirements<br />
when MLC comes into effect in <strong>2013</strong>.<br />
Where we’re aiming in <strong>2013</strong><br />
<strong>Maersk</strong> <strong>Tankers</strong> Crewing vision is to be the leading crewing<br />
service provider in the segment that we operate in through<br />
the creation of a more customer-focused organization as<br />
well as the reduction of cost.<br />
Building on our success in 2012, Crewing aim to achieve<br />
greater success in <strong>2013</strong> in the following aspects:<br />
• Operational Efficiency: Continuously review and streamline<br />
processes<br />
• Cost Efficiency: Be conscientious in our cost management<br />
and constantly identify opportunities for savings<br />
• Employee Engagement: Constantly engage our colleagues,<br />
understand their needs and support one another<br />
• Crew Quality: Continuously review and improve the<br />
quality of our seafarers<br />
• Customer Satisfaction: Consistently strive to understand<br />
the needs of our customers and meet their expectations<br />
• In order to execute an promotion to Master or Chief<br />
Engineer, a candidate must have minimum two recommendations<br />
with approval from both the technical,<br />
nautical, crewing department and the Head of MTTO, all<br />
according to our Promotion Approval Plan.
Page 24<br />
Page 25<br />
Technical<br />
Operation<br />
CRW<br />
TO<br />
HSSQ<br />
& VET<br />
Where we’re aiming in <strong>2013</strong><br />
<strong>2013</strong> will be another year for <strong>Maersk</strong> <strong>Tankers</strong><br />
Technical operation team to ensure smooth vessel<br />
management and operational efficiency. This we will<br />
do by maintaining focus on the areas of responsibility<br />
from 2012 as well as keep focus on:<br />
• Purchasing Logistics <strong>Maersk</strong> <strong>Tankers</strong> will assume<br />
responsibility for the freight budgets, KPI´s to be<br />
developed for benchmarking purposes. This to<br />
ensure further optimization of deliveries to most<br />
optimal ports.<br />
ENV &<br />
CSR<br />
• Best Practice Sharing across the fleets<br />
• Enhance focus on timely close outs of CAPS<br />
(Corrective Action Process)<br />
• Completion of all MIRE (<strong>Maersk</strong> Inspection Report<br />
Program) Inspections on time and updates to<br />
system within less than 3 days<br />
• Development of leading Key Performance Index<br />
(KPI’s) for Technical Department<br />
• Continued development of P200 initiatives and<br />
continued follow-up with vessels.<br />
• Vendor rating of onboard received orders with<br />
amongst other KPI’s packing material, product<br />
quality etc.<br />
• LMS training of all buying personnel with regards<br />
to company standards within the area of Responsible<br />
Procurement.<br />
Technical Operation Projects <strong>2013</strong><br />
Key Actions and Success in 2012<br />
Technical Operation take the role and responsibility<br />
of informing and making of recommendations for<br />
<strong>Maersk</strong> tankers Management team, concerning<br />
abnormal deviations to budgets, vessel operations<br />
etc. which may be required for safe operations or as<br />
requested by managers.<br />
Throughout 2012, we have maintained focus on the<br />
below areas:<br />
• At all times ensure that the vessel is maintained in<br />
line with <strong>Maersk</strong> <strong>Tankers</strong> sustainability and<br />
commercial goals<br />
• Work with ship managers to manage vessels in the<br />
best way possible, both efficiently and economically.<br />
• Ensure standard of maintenance onboard is<br />
understood and implemented by managers<br />
• Share knowledge, ideas and advice as found<br />
necessary with ship managers<br />
• Visit and inspect vessels at regular intervals<br />
• Greater focus on Low Value Orders to ensure<br />
better consolidation, thereby reducing transport,<br />
packaging and administration<br />
• P200 Best Practice onboard requisition handling<br />
including consolidation, optimal delivery points,<br />
RACI model (defining roles and responsibilities)<br />
providing timely delivery of spares needed for<br />
onboard maintenance of equipment.<br />
• Establishing Pembroke hub to reduce number of<br />
truck deliveries from central Rotterdam warehouse.<br />
• Measurement tools on ordering habits created<br />
and shared with each vessel.<br />
Title Description Actions and target<br />
Retrofit<br />
Fuel efficiency<br />
Daily Running Cost (DRC)<br />
Vessel Specific Dashboard<br />
Freight Cost<br />
Research shows saving can be up to 7% for<br />
VLCCs. End 2012 pilot has been planned if the<br />
results confirm the study, we will look at retrofitting<br />
large parts of our entire fleet, starting with<br />
our VLCCs.<br />
Improve our own and TC fleet performance<br />
both at sea and in ports through focus on speed<br />
instructions, base load, hull cleanings, boiler<br />
consumption at sea, port consumptions, etc.<br />
Continue focus on DRC that assures quality<br />
standards<br />
Develop Dashboard and work with vessels to<br />
continue improvements<br />
Further optimize deliveries to most optimal<br />
ports.<br />
Testing and if positive retrofitting part of VLCC<br />
fleet throughout <strong>2013</strong><br />
Continue with fuel efficiency focus in technical,<br />
operational and commercial areas<br />
Maintain focus on DRC<br />
Maintain focus on ordering habits<br />
Purchasing Logistics to take over responsibility<br />
for freight budget
Page 26<br />
Page 27<br />
Car Carriers<br />
Where we are aiming in <strong>2013</strong><br />
During the year <strong>2013</strong>, <strong>Maersk</strong> <strong>Tankers</strong> will operationally<br />
and technically manage 9 PCTC for Hoegh Auto<br />
liners.<br />
As across the board the car carriers are applied and<br />
managed to same standards of safety and quality<br />
that of the tanker industry. Furthermore, KPI’s for<br />
the car carriers’ vessels as well as the fleet group are<br />
similar to the tanker vessels.<br />
Key Actions and Success in 2012<br />
During 2012, we elongated 3W class PCTC (Pure car<br />
and Truck Carried) cargo spaces, thereby increasing<br />
the cargo capacity without increase in emission, but<br />
with a drop in speed. Some of the car carriers’ key<br />
actions in 2012 as well as top performances are<br />
highlighted in the below:<br />
• Three DSME class vessels elongated by 20 meters<br />
(179.9mtrs to 199.1mtrs)<br />
• Increased cargo capacity (standard car units) by<br />
about 20% (from 4303 to 5208)<br />
• One year LTI (Lost Time Injuries) free in 2012.<br />
• Total 55 inspections by Port State Control with<br />
only 20 observations in 2012.
Group core values<br />
CONSTANT CARE<br />
Take care of today, actively prepare for tomorrow<br />
HUMBLENESS<br />
Listen, learn, share, give space to others<br />
UPRIGHTNESS<br />
Our word is our bond<br />
OUR EMPLOYEES<br />
The right environment for the right people<br />
OUR NAME<br />
The sum of our values, passionately striving higher