Marsk FPSOs Sustainability Report

Transcription

Maersk FPSOs
Sustainability
Report 2010
Contents
Introduction
Company profile. . . . . . . . . . . . . . . . . . . . . . . 5
A message from the CEO.. . . . . . . . . . . . . . . . . 6
About the report. . . . . . . . . . . . . . . . . . . . . . . 8
Working with sustainability
Governance. . . . . . . . . . . . . . . . . . . . . . . . . . 10
Our approach to sustainability.. . . . . . . . . . . . . . 13
Stakeholder engagement . . . . . . . . . . . . . . . . . 17
Performance and policies
Maersk FPSOs as an employer . . .
Occupational health.. . . . . . . . .
Safety as a value. . . . . . . . . . . .
Climate change and environment .
Community involvement. . . . . . .
Anti corruption policy. . . . . . . . .
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Appendices
Appendix A: GRI Standard Disclosure . . . . . . . . . 30
Appendix B: Industry practice and
environmental performance . . . . . . . 33
Appendix C: The Maersk Principles of Conduct . . . . 35
Maersk FPSOs
Maersk FPSOs works actively for sustainable development and
growth of our business. Safety is always the first item on our agenda.
Introduction
Sustainability Report 2010
Company profile
Maersk FPSOs contributes to global energy supply by delivering safe
and reliable floating oil and gas production services. We develop, build,
install and operate mobile production units for oil companies around the
world that match the needs of each specific field.
Maersk FPSOs was established in
1995 as part of the A.P. Moller-Maersk
Group and is headquartered in Copenhagen, Denmark.
Our revenue in 2010 was USD 288
million, an increase of 15 % compared
with 2009.
We employ approximately 650
people, 450 of whom work offshore
and 200 work onshore. Our long-term
customers are primarily major energy
companies such as Shell, ConocoPhillips, Total, Statoil and Woodside.
List of assets
Maersk FPSOs owns and operates a
fleet of four FPSOs, one FGSO and one
jack-up production module:
• • • • • • AERSK PEREGRINO Brazil
M
MAERSK NGUJIMA-YIN Australia.
MAERSK CURLEW UK
NORTH SEA PRODUCER UK.
N’KOSSA II FGSO Congo.
VOLVE jack-up drilling and production unit Norway
Maersk FPSOs
Geographical reach
Maersk FPSOs has offices in Australia, Brazil, Congo, Norway, UK and
Denmark. Our six production units
operate out of these locations.
Main impacts and risks
Maersk FPSOs’ sustainability concerns
and challenges lie in the areas of
health, safety, environment (spills
and emissions) and local community
involvement. Being part of the oil and
gas industry, we acknowledge that our
operations may pose inherent risks to
our employees and the marine environment. It is our first priority to avoid any
negative impact that may result from
our activities. To this end, we employ
advanced safety and risk management
procedures and work hard to nurture a
strong safety culture.
The main risk from our activities is
loss control during operations and
the potential impact that this could
have in terms of loss of lives, environmental accidents and any resulting
economic consequences for the local
community and our company.
5
Introduction
6
a message from our CEO
A message from
the CEO
higher quality requirements from all
stakeholders.
Dear Reader,
Sustainability, and especially safety,
is top of mind in our business and
presents some of our industry’s most
pressing challenges. It is with this
in mind, that I am proud to present
Maersk FPSOs’ first independent
sustainability report for 2010.
The FPSOs industry experienced positive trends in 2010 and the outlook
for 2011 is promising. The demand
for floating production units is very
strong – more than 100 projects
requiring a floating production unit
within the foreseeable future have
been identified within the industry.
Easy-to-access oil and gas fields are
starting to deplete and, at the same
time, new discoveries continue to be
located in deeper and more remote
areas, resulting in increased complexity in accessing them. Thus, the FPSO
industry will have to be able to meet
Maersk FPSOs
Furthermore, the demand for more
complex and technically advanced
solutions has led to increased capital
requirements, which has sparked
consolidation within the industry that
looks set to continue. The new market
structure will impose greater demands
on a company’s financial strength and
capabilities, in order to meet technical
and regulatory operational requirements which will be needed to win
contracts within the FPSO industry.
The oil industry in 2010 was regrettably
characterised by the tragic Macondo
accident that took place in the Gulf of
Mexico in April last year. The accident
caused the entire industry – from oil
companies to contractors, suppliers and authorities – to review and
improve standards for both safety and
environmental procedures. We believe
this will result in stricter legislative and
environmental requirements in 2011;
changes that Maersk FPSOs welcomes
– as we firmly believe this will only lead
to a safer and more environmentally
friendly industry.
At Maersk FPSOs, all employees are
entitled to a safe, healthy and environmentally sound workplace. We are
committed to and work actively towards ensuring this through promoting workforce involvement, lowering
risk and conducting behaviour-based
safety training to enhance the existing
high safety culture.
In 2010, Maersk FPSOs established its
own HSE department to ensure that
the highest attention is paid to this
very important part of our business.
Our overall HSE performance is in line
with our stated objectives and consists
of, among other things, a process for
continuous improvement to reduce our
impact on the external environment.
Maersk FPSOs received the ISO 14001
Certificate of Approval from Lloyds
Register in 2010. This certification
documents how we systematically
manage the environmental aspects of
our business and continuously improve
our performance in this area by setting
objectives, training personnel and
monitoring environmental impacts.
The overall aim of ISO 14001 is to provide organisations with a framework
and strategic approach to developing
environmental policies, plans and
actions, requiring their commitment
to comply with or exceed statutory
requirements, along with a commitment to continuous improvement.
By outlining the generic requirements
for an environmental management
system, the international standard
establishes a common reference for
communicating on environmental
management issues between organi-
Introduction
sations, customers, regulators and
other stakeholders.
Maersk FPSOs continually strives to
promote a work environment that is
conducive to safe and healthy work
practices by complying with the principles of OHSAS 18001 and by performing regular work environment reviews.
As a signatory to the UN Global Compact, APMM Group/Maersk FPSOs
embrace, support and enact core values in the area of the environment: we
support a precautionary approach to
environmental challenges; undertake
initiatives to promote greater environmental responsibility; and encourage
development and diffusion of environmentally friendly technologies.
Our goal is “zero lost time incidents”.
At Maersk FPSOs, the safety of all
our personnel is paramount and
continues to be a top priority. In 2010,
there were a total of five Lost Time
Incidents (LTIs) on our six assets and
onshore facilities. We consider this
to be five incidents too many. We will
Maersk FPSOs
continue to focus on improving our
general safety culture in order to make
2011 another year of zero lost time
injuries, a record we proudly achieved
in 2009.
In 2011, as part of our overall strategy,
we have an increased focus on “Toolbox and Training”. This involves enforcing CSR processes; actively engaging
the organisation in CSR; promoting key
CSR projects; and auditing and reassessing our CSR portfolio of activities.
During 2010, we finalised the Maersk
Peregrino project. This involved a
total of more than 15 million manhours, with two LTIs recorded. Maersk
Curlew, which operates in the North
Sea, reached 1,000 days with zero
LTIs despite being under increased
exposure due to the extensive
workload incurred as a result of a
disconnection, dry docking and reconnection offshore. The floating gas
production unit, N’kossa II, reached
2,700 consecutive days with zero LTIs,
demonstrating an excellent safety
performance, and proving that a goal
of “zero LTI’s” is achievable.
7
Safety in Maersk FPSOs is a core
value. It is not a priority that changes,
but a permanent value and mindset. Therefore, we will continue to
promote a behaviour-based safety
culture and environment, where
safety is part of every routine and
it is standard behaviour to act in a
responsible way.
Our CSR strategy moving towards
2015 states our intention to incorporate sustainability into all aspects
of our activities. We will promote
solutions which meet or exceed local
requirements in cooperation with our
clients and business partners.
Through this and many more initiatives planned for 2011 I look forward
to continue the work of building an
even stronger foundation for Maersk
FPSOs to perform in a safe and environmentally friendly way.
Stig Hoffmeyer
Chief Executive Officer
Maersk FPSOs
Introduction
8
About
the report
This report covers the activities of Maersk FPSOs in 2010, and
is our first independent sustainability report. In 2009, we published
a joint environmental report with Maersk Drilling, as Maersk FPSOs
was part of Maersk Drilling until November 2009.
As we still share a number of corporate functions with other Maersk
companies in the offshore industry,
parts of this report will be similar to
parts of the Maersk Drilling Sustainability Report 2010.
The report aims to provide a balanced and comprehensive view of
our operations and onshore activities. It focuses on management and
performance in the areas of health
and safety, environmental management as well as our interactions
with the communities in which we
operate.
The annual reporting cycle follows the
fiscal year – January 1 to December
31 – and the report should also be
considered as a supplement to A.P.
Moller-Maersk Group’s financial and
sustainability reporting.
We report according to the Global
Reporting Initiative Grade C (GRI). A
full overview can be found on page
35. This includes page references
to the GRI indicators included in this
Maersk FPSOs
report, which indicators we report
on in full, and which are only partially
included due to lack of relevance to
our operations or lack of available
data.
Furthermore, we have tried to align
the report with the AA1000 principles
of materiality, completeness and responsiveness. In terms of responsiveness, we have not had any direct or
indirect requests from stakeholders,
except for the industry organisations
and regulatory bodies involved in our
ongoing HSE management process
globally. In our management of sustainability, we also rely on stakeholder
feedback received through our recent
strategy process.
One important change compared with
previous reporting relates to a change
in our accounting principles - from
operational to financial scope. This
has led to another split on emissions
regarding scope 1, 2 and 3 in the
Greenhouse Gas Protocol, and has
had a significant impact on the data
presented.
Topics included
We report on the sustainability issues
that are material to our business. The
issues considered to be of material
importance were initially selected
through an internal process in 2009,
and then consolidated into our
new, comprehensive CSR strategy
launched in 2010, which included the
analysis of external trends and external stakeholders.
The 2010 Sustainability Report covers
health, safety, and environmental
issues, which are the backbone of
our sustainability efforts, but also
includes input from business-driving
activities from within the engineering,
commercial and operations functions.
Scope of report
The report contains performance data
for safety and the environment. Safety
data include all assets under the direct
operational control of Maersk FPSOs,
regardless of ownership. Operational
control implies an asset that is subject
to our health, safety and environmental management systems.
Introduction
Environmental data are reported
according to the principle of financial
scope. This is a change from previous
reporting and occurs due to changes
in the reporting principles used by the
A.P. Moller-Maersk Group.
Principles of data reporting
The majority of the data in the report
are compiled from the Maersk FPSOs
HSSE performance monitoring programme using our global reporting
system, Synergi.
In this report we have chosen to
present only the most critical data
inside each relevant section. A more
comprehensive data overview will
be available at http://www.maersk.
com/Sustainability/PerformanceAndReporting/Pages/Publications.
aspx. Data for this report have been
compiled based on internal reporting
from Australia, Brazil, Congo, Norway,
UK and Denmark.
For greenhouse gas (GHG) performance, we use data from 2008 as
our baseline, with the addition of
continuous data collection from
quarterly reports submitted by each
operational area.
Not included in this report are
performance data originating
from assets or construction work
that are not under our operational
control, i.e. construction projects in
Singapore.
Maersk FPSOs
Environmental data presented in this
report are aligned with the practices
of the ”Oil and Gas Industry Guidance
for Voluntary Sustainability Reporting” by the International Petroleum
Industry Environmental Conservation
Association (IPIECA) and the American Petroleum Institute (API).
The consolidated data provide a fair and
accurate picture of our performance.
9
The majority of the data in this report
have been validated internally as part
of the data collection for the A.P. MollerMaersk Group Sustainability Report.
The data collection methodology has
significantly improved compared with
previous years, with better collection
processes, enhanced internal controls
and data that have been validated by
the accounting function.
The internal validation of the data
was achieved by requiring local management sign-off on data, providing
descriptions of data collection processes, and submitting data samples
from each unit.
Variations in local measurement and
data collection methodologies still
exist, but we are constantly working
to align the capture, reporting and
consolidation of data across our business. These efforts will serve to further
reduce discrepancies in the future.
10
Governance
The CEO and the Senior Management Team preside over governance
issues within Maersk FPSOs. Together, they are responsible for setting
strategy and providing organisational oversight.
Our activities and leadership are
steered by A.P. Moller-Maersk Group’s
values and Principles of Conduct.
These outline our commitment to
responsible business practices and
set out what can be expected of business conducted under the Maersk
name. The Principles of Conduct can
be found in the back of this report.
Both business and sustainability goals
in Maersk FPSOs are aligned with the
strategy, priorities and targets set by
the A.P. Moller-Maersk Group. In 2010,
the Group began the implementation of a sustainability strategy that
strengthens and supports future
sustainability work in Maersk FPSOs.
SUSTAINABILITY GOVERNANCE
Maersk FPSOs’ sustainability work is
managed via a governance structure
that comprises a set of policies, strategies, processes and manuals.
Overall responsibility for sustainability
lies with Maersk FPSOs’ CEO. Our work
on health, safety and the environment
Maersk FPSOs
is managed and monitored by an
independent HSE team.
The execution of CSR activities within
Maersk FPSOs is overseen by a CSR
steering committee and a shared
CSR function with Maersk Drilling. The
shared CSR function sets strategy and
manages the implementation of CSR
projects, relying on a CSR network to
ensure coordination and commitment
across departments and operating
units. The steering committee approves the strategy and assesses
progress at bi-annual meetings.
Implementation of all strategies and
activities takes place via operations
and Maersk FPSOs’ management
system and reporting tool, Sirius.
Policies and strategies
Maersk FPSOs has three policies covering the areas of safety and security,
health, and the environment, which
were issued early in 2009. A policy
and guidance on anti-corruption was
added in late 2009.
In 2009, a CSR strategy was developed for Maersk FPSOs, in cooperation with Maersk Drilling, and was
approved early in 2010. Consequently,
a CSR action plan with set targets
for relevant areas has been initiated,
including a process to create a CSR
policy and a policy on philanthropy.
These initiatives formed the basis for
the first Sustainability Steering Committee meeting held in 2010.
Risk mapping of Maersk FPSOs’ operations is ongoing, with plans in place
to integrate risk management into the
general management system, Sirius.
Risk assessment includes the study
of operational and HSE risks, commercial risks and strategic risks, all with
an integrated CSR perspective.
At the end of 2010, the following
initiatives to integrate sustainability
locally and globally were being
undertaken:
• Mapping CSR conditions and risks
for each local operation, using a
materiality analysis as the basis for
a local plan. A tool is currently being
developed and has been tested in
South America.
• The formalisation of high level
commercial and strategic decision
support - including which markets
to enter, asset decisions and
cooperation with customers - for
providing an internal CSR consultation perspective has been subject
to further work.
• A n awareness campaign on the
eight principles of conduct is being
Maersk FPSOs
developed. The campaign will be
launched in early 2011, as a means
of driving CSR implementation and
making the principles relevant and
applicable in day-to-day operations.
Global commitment
As part of the A.P. Moller-Maersk
Group, Maersk FPSOs is committed to the UN Global Compact. In
2008, Maersk FPSOs was included
in an analysis identifying gaps in
the Group’s policies and activities
11
compared to the requirements in
the UN Global Compact. This led to
Group initiatives on anti-corruption,
responsible procurement and global
labour principles.
The group-wide anti-corruption policy
has already been implemented in
Maersk FPSOs, including the training
of approximately 30 key personnel
. Initiatives on responsible procurement and global labour standards
were developed during 2010 for
rollout in 2011.
Maersk sees reporting on our sustainability performance
as a key part of being a sustainable business.
13
Our approach
to sustainability
Maersk FPSOs strives to exceed the requirements set out in
local and international rules and regulations. This is essential for safety,
environmental performance, community involvement, as well
as our business conduct towards customers, suppliers and other
business partners.
Maersk FPSOs views the area of
sustainability as comprising both HSE
and CSR. With the finalisation of our
CSR strategy in 2010, we have made
significant inroads in integrating
sustainability aspects into all relevant
business processes.
The CSR strategy states our intent
to strengthen our CSR potential and
performance, in line with our business imperatives, through continuously improving our environmental
performance and our involvement in
the communities in which we operate.
The CSR strategy was built on analysis of external trends and continued
internal dialogue. We found that reputation and compliance are considered
Maersk FPSOs
important focus areas with most external stakeholders, specifically with
regards to how oil field exploration
impacts the environment and local
communities. Furthermore, there is
continued emphasis on managing the
risks related to safety, emissions and
spills.
Implementation activities
The internal CSR strategy launch has
been driven by our Senior Management Team and has involved all functions. It was widely communicated
through key internal channels such
as our intranet and printed employee
magazine. Going forward, the
magazine will include at least one CSR
feature in each issue, taking the best
examples of sustainability in action
from our local operations.
As a further initiative, an external
business process improvement team
has been brought in to challenge the
mindset of business process owners
on how to integrate triple bottom line
thinking into new or ongoing development of processes.
A system-based integration
Integrating sustainability into all our
business processes is the ultimate
goal for Maersk FPSOs, as it is for
other business units in the A.P MollerMaersk Group. The integration of
sustainability aspects serves to support operational excellence, reduce
inefficiencies and costs, strengthen
client relations as well as other vital
partnerships, and reinforce team
spirit and our brand as a value-driven
and sustainability-minded employer.
Our CSR Strategy
Our ambition
Our approach
We will continually work to improve
and strengthen our CSR potential
and performance in relation to
protecting the environment and
preventing pollution, and through
involvement with the communities
in which we operate, in compliance
with the principle of ISO 14001.
This will be achieved by:
• I mproving our environmental
performance through technical
enhancements, commercial
partnerships and vigilant operational behaviour
• S
trengthening our community
involvement through increased
understanding, managed processes and a shared toolbox
• S
ecuring consistent, high standards on how we conduct our
business in relation to human
rights, labour standards and
anti-corruption, with the help of
our management system
• P
romoting and enabling triple
bottom line thinking (people,
planet and profits) and stakeholder engagement at local and
corporate level
Our resources
• C
ommunicating transparently,
internally and externally, to
document and promote our CSR
profile and ambition
We will build upon our values, our
principles of conduct, our management system and the integration
of key initiatives into the business.
• D
riving continuous progress
and improvements through a
designated CSR management
and reporting process, and CSR
portfolio management
Maersk FPSOs
14
Maersk FPSOs uses Sirius, a webbased management system, as the
main tool to help achieve this goal.
All business processes mapped in
the system have been reviewed to
integrate quality, health and safety
and environmental issues where
relevant. Sirius assists the business
in managing compliance more efficiently. Inputting into the system
will be ongoing throughout 2011.
Sirius is compliant with ISO 9001,
ISO 14001, OHSAS 18001, ISM and
ISPS.
Sirius was rolled out in part of the
organisation in 2010, complete with
training of all relevant units through
courses and e-learning. 165 people
were trained in five locations, corresponding to over 25 % of all
employees. These people will serve
as local super users, and will be
responsible for cascading training
on Sirius to their colleagues locally.
In 2011 the rest of the organisation
will receive Sirius and the associated
training.
It is the firm conviction of Maersk
FPSOs that Sirius will provide both
employees and customers with
evermore consistent quality in our
operations, including higher safety
and environmental performance in
the work we carry out.
In terms of tracking our CSR performance, we will – in addition to our
HSE metrics on LTIs, Total Recordable Case Frequency (TRCF), spills,
recycled waste and emissions
– implement various CSR measures
in 2011. These measures are aimed
at tracking progress while also
serving to formulate and revise the
initiatives in the CSR strategy as
required.
The measures will be based on:
• A CSR risk and mitigation survey,
which measures exposure to risks
and strengths of mitigations asset
by asset,
• Specific questions in our annual
Employee Engagement survey
relating to perceptions of visibility
and culture on CSR
• A customer satisfaction survey
including CSR-specific questions as
was undertaken in 2010
• More specific measures in relation
to anti-corruption, human rights
monitoring and supplier assessment and audits.
Maersk FPSOs
Awarding sustainability
performance
It is Maersk FPSOs’ policy to encourage
health and safety in the workplace and
the protection of the external environment in everything we do. To this end,
in cooperation with Maersk Drilling, we
have developed an HSE Award scheme,
effective from 1 January 2011. The
scheme recognises the achievements,
by both individuals and operating
units, in reaching milestones not only
in safety but also in health and environmental protection performance.
A certificate will be awarded when
an operating unit completes a period
of 90 operating days without any
recordable HSE incident. This covers
total recordable cases (including
medical treatment cases, restricted
15
work cases, lost time incidents and
fatalities), dropped objects, and spills
to the external environment.
The new award scheme builds on an
existing scheme that focused only
on LTI performance. This approach
utilises the strong safety culture and
management structures already in
place within FPSOs, to create even
greater efficiency and effectiveness in
our work on environmental issues.
Broadening the scope of our award
scheme also allows us to respond to
the increasing focus on environmental performance from customers,
regulators and employees. Moreover,
the scope of the new scheme acts
as a driver for a safer workplace and
environmental improvement.
We observe, listen and learn because our stakeholders are key drives
for current and future successes.
17
Stakeholder engagement
Our increased efforts to engage with stakeholders were initiated in
2010, as we worked at both global and local levels to enhance our understanding of stakeholder and community needs. One of the goals of our
CSR strategy is to make community involvement a primary focus.
Firstly, we are preparing a set of
shared guidelines and a toolkit for
community involvement. As part of
this, each unit will be requested to
map stakeholders and analyse their
interrelation with Maersk FPSOs to
improve how we handle and respond
to stakeholders. The results will then
be entered into a web-based tool currently in development, and will provide
each unit with an action plan, grouping stakeholders into three categories: engage, monitor and react. This
process is designed in accordance
with the AA1000-SES standard and
will be implemented early in 2011. The
entire organisation, both headquarters and local units, will be involved
in the exercise, providing us with an
overview of opportunities for dialogue
and risk management needs.
Each unit in Maersk FPSOs is already
responsible for identifying and
managing stakeholders in relation to
regulatory requirements. The identification of stakeholders is an integral
part of our operation and commercial
set-up, as environmental and safety
processes have specific steps where
units are required to map external
requirements.
Maersk FPSOs
Maersk FPSOs does not define public
policy positions or participate in public
policy development and lobbying.
These responsibilities reside with the
A.P. Moller-Maersk Group.
Customer surveys
Maersk FPSOs carries out an annual
Customer Satisfaction survey among
existing and potential customers. In
2010, 19 customers responded to the
survey giving an overall response rate of
35 per cent, compared to 43 % in 2009.
Customers are questioned on a range
of topics covering: People & Approach;
Project Management; Units & Equipment; Operational Performance;
Safety & Environment; and Price &
Quality. Rankings are based on a scale
from 1 to 7, with 1 being low, and 7
being high.
Maersk FPSOs performs well on
Safety & Environment, achieving a
score of 5.0, the highest score for any
topic measured in the survey. This
compares with a score of 4.3 in 2009.
In 2010, Maersk FPSOs’ overall satisfaction score was 3.4, ranking slightly
above the 3.3 result achieved in 2009.
New initiatives driven by employee feedback
In Maersk FPSOs, employee engagement is of key importance. We
learned from our participation in
the 2010 A.P. Moller-Maersk Group
Employee Engagement survey that
there is room for improvement in
the leadership capabilities in Maersk
FPSOs.
This led us to establish a crossdepartmental working group to
address our leadership challenges,
with representatives from both onshore and offshore employees. The
group is divided into two streams.
One will organise a leadership forum
in 2011, where participants from all
regions and areas of the company
will focus on leadership skills and
teamwork. The other work stream
is focused on ensuring that local
action plans are made and implemented to address specific local
challenges.
The goal is for Maersk FPSOs to create
step improvements in our employee
engagement and become on par with
the top 25 companies outside the A.P.
Moller-Maersk Group.
Maersk FPSOs
as an employer
Maersk FPSOs employ approximately 650 people. The workforce
composition shows a split of 80 per cent offshore employees and
20 percent onshore.
A highly competent workforce is necessary for Maersk FPSOs to meet or
exceed the expectations of our customers and other stakeholders. We
offer our employees both technical
and safety training as well as courses
focusing on personal development.
In addition, Maersk FPSOs implemented a new Human Resources
system in 2010 – SAP HR – which
provides employees with a better
overview of learning opportunities.
The system allows a manager to gain
a clear overview of competency gaps
in his or her team. This will, in turn, help
us provide better service to our customers, and create cost efficiencies in
our HR organisation.
MD Nationality
3%1%
Denmark
17 %
United Kingdom
Norway
3%
0%
0%
Oceania
51 %
North America
Asia
Africa
South America
24 %
Other Europe
1%
MD Nationality
0% 8%
0%
5%
Denmark
United Kingdom
Diversity
Maersk FPSOs operates globally and
employs a diverse group of employees, with more than 25 nationalities
represented. We regard this diversity
as a benefit to the organisation. The
distribution of nationalities for both
the onshore and offshore workforce
can be seen below.
Maersk FPSOs
6%
37 %
Norway
Oceania
7%
North America
Asia
Africa
South America
18 %
Other Europe
19 %
18
Historically, Maersk FPSOs’ workforce
is predominantly male, and as can be
seen from the graphs below, this is
still the case today, particularly in the
offshore segment.
While we do not presently have valid
data to show nationality distribution
at managerial level, it is a fact that
women and non-Danes are underrepresented within management level
at Maersk FPSOs.
As part of the global rollout of the
A.P. Moller-Maersk Group’s diversity
project, Maersk FPSOs has begun
investigating the root causes behind
the low incidence of women in man-
Gender onshore
agement. The focus is on recruitment,
work-life balance, opportunities for
promotion and employee development. The investigation aims to
challenge established myths and
commonplace explanations for the
under-representation of women.
Gender offshore
3%
Male
Male
Female
Female
31 %
69 %
Maersk FPSOs
19
97 %
20
Occupational Health
With regard to health, we operate under the guidance of the
A.P. Moller-Maersk Group Health Strategy and the Maersk FPSOs’
health policy.
Working offshore can be especially
demanding on a person’s health. Several factors influence this. In the control room and engine room, a range
of automated processes requires
constant monitoring. Outside the control rooms, weather conditions can be
harsh, with high winds and extreme
temperatures affecting working conditions. A number of tasks on board
are strenuous, such as the handling of
heavy equipment and machinery.
Added to this, lengthy separation
from family and friends is a fact of
working offshore and this can have a
negative impact on the physical and
mental wellbeing of employees.
Keeping our people healthy
In light of this, Maersk FPSOs
explores all avenues to provide a
sound working environment for
employees, offering healthy alternatives wherever possible. We facilitate
communication with employees’
families onshore, and seek to provide
employees with optimal quarters
for relaxation and socialising, as well
as fitness facilities, and nutritious
meals on our units.
management system for Maersk FPSOs. This complies with the principles
of the international standard OHSAS
18001.
to employees in order to assess how
they perceive their work environment,
the results of which are also included
in the WPA.
Surveys based on measurements and
assessments of e.g. noise, vibrations,
light, climate and psycho-social impacts in the working environment are
compiled in a Work Place Assessment
(WPA). This forms the basis of an
occupational health and working environment programme for each unit,
under the supervision of a WPA manager. Questionnaires are distributed
Following the completion of a Work
Place Assessment, every unit and office develops a Working Environment
action plan or programme to improve
their working environment, for which
they are responsible for following up on.
Our health policy
Maersk FPSOs is committed to providing
a work place that promotes healthy work
practices with the aim to continuously
improve occupational health and support
a healthy lifestyle among the companies’
employees as well as contracted and third
party personnel.
Maersk FPSOs
• Compliance with occupational health
laws and regulations
• Positive promotion of health and well-
being at work, and support a healthy
lifestyle of the individual
• Systematic management and control of
health risks
• Monitoring health management through
This is achieved through:
• Management commitment to Maersk
FPSOs’ health policy
• Compliance with the principles of OH-
SAS 18001
The management of our working environment is integrated into the overall
Wholesome food policy at HQ
While we feel an added responsibility
for the health of our offshore employ-
surveys and reporting on health issues
for improvement purposes
• Fostering continuous improvement of
occupational health by promoting best
practices and establishing clear objectives and targets
21
ees, Maersk FPSOs also has a responsibility to promote a healthy lifestyle
among our office-based employees.
In 2010, several locations in Maersk
FPSOs set up initiatives to improve
health through better diet. One such
initiative was implemented at our
headquarters in Lyngby, Denmark,
where a Galley Council and a food
policy were established, covering
around 80 Maersk FPSOs employees.
The policy commits the canteen to
providing employees with nutritious
meals, embracing diversity by offering
a range of ethnic menu options, and
providing a pleasant environment
and relaxed atmosphere in which employees can take a break from work.
The Council has been appointed to
monitor the canteen’s performance
against these goals.
Offshore work and its
impacts to health
Maersk FPSOs Norway has joined
‘PUSSH’, a longitudinal survey
examining how different types of
shift rosters are related to work environment factors, such as sleeping patterns, circadian rhythm, and
health. It also looks at the impact
of isolation in working life. The
survey includes both onshore and
offshore workers in the petroleum
sector. The project is carried out
in collaboration with the National
Institute of Occupational Health
(NIOH), the University of Bergen,
and the International Research
Institute of Stavanger (IRIS).
Maersk FPSOs
Safety is a value, not a priority you can change. At the core of our
sustainability efforts lies the protection of Maersk FPSOs employees.
23
Safety
as a value
At Maersk FPSOs, concern for safety is a core value. It is a constant
consideration in the way we run our operations – not a priority that
changes.
We promote a behaviour-based
safety culture, and are committed
to open and honest communication
about our performance on safety,
for instance making the monthly
safety statistics available to all
employees.
Our focus on safety is also demonstrated in other ways. We ensure
that all employees on board our operating units are provided with, and
wear, personal safety equipment that
exceeds statutory requirements.
We translate all work permits into
the relevant local languages. We hold
”Toolbox Talks” – a walk-through of
operational tasks to evaluate safety
risks and mitigating actions – for all
non-routine jobs, twice daily at shift
changes and also at crew changes.
In addition, we hold weekly safety
meetings and safety drills on board
operating units.
time incidents”. In spite of this, our
performance on LTI frequency has
outranked the industry benchmark
for over 10 years. As stated in our values, we are committed to improving
our general safety culture through the
continuous training and development
of our employees in safety matters.
Safety performance 2010
In 2010, Maersk FPSOs’ Lost Time
Injury Frequency (LTIF) was 2.83, compared to 0.00 in 2009.
Table shows the total number of LTIFs
in Maersk FPSOs for 2009 and 2010.
In total, five incidents accounted for
the LTIF figure in 2010, which took
us away from our goal of “zero lost
Social performance – Safety
20092010
Number of full time employees (F TE)
number
630
614
Lost time injury frequency a
frequency 0.002.83
Fatalities
number 00
a
The lost time injury frequency figure includes all persons working at premises under our management control.
Maersk FPSOs
In 2010, two of our units, N’kossa II
and Maersk Curlew, demonstrated
that Maersk FPSOs’ “zero lost time
incidents” goal is an achievable target.
Maersk Curlew, which operates in the
North Sea, reached 1,300 days with
no incidents and N’kossa II reached
2,700 consecutive days with zero LTIs.
Safety-related incidents are also
subject to external scrutiny and
we systematically report any noncompliance within HSE to the relevant
authorities.
Our safety policy
Maersk FPSOs is committed to conducting its activities in a safe and secure working environment that prevents harm, both
to our personnel as well as contracted
and third party persons working under the
direction of our companies.
• Compliance with the principles of OH-
SAS 18001, ISPS and ISM
• Setting targets for and ensuring con-
tinuous improvement
Safety initiatives in 2010
Continuous improvement of our safety
performance and the nurturing of a
strong safety culture within the organisation are key to Maersk FPSOs reaching its goal of zero accidents. These
were some of our activities in 2010:
• Compliance with or exceeding applicable
safety and security laws and regulations
• ollout of our second-generation
R
management system, Sirius. Two
units, two shore bases and our
headquarters are now using the
Sirius system. We will roll out Sirius
to the remaining locations in 2011.
• stablishment of an independent
E
HSE department, which is working
on carrying out the priorities in our
HSE strategy.
• rganisation of a Global HSE
O
Seminar with participants from our
• Encouraging employees to freely report
Safety and security are top priorities. We
focus on protecting our personnel, assets
and operations.
ways and means to improve our overall
safety performance
• Operating a “target zero” principle for
unsafe acts and conditions, actively usThis is achieved through:
• Management’s active demonstration
and commitment to safety and security
• Promoting and driving a strong safety
culture and creating a secure environ-
ing lessons learned
• Measuring and benchmarking perfor-
mance internally and externally, against
market leaders
• Systematic identification of risks and
ment in which all employees share this
hazards against clear acceptance
commitment
criteria
Maersk FPSOs
24
different units and shore bases, in
which many safety initiatives were
discussed. The outcome was a
list of actions to carry out in 2011
in order to improve our work and
cooperation on HSE between the
different locations.
• • ollout of a comprehensive camR
paign focusing on the prevention
of dropped objects was planned in
2010 and will be launched in 2011 in
cooperation with Maersk Drilling.
I ntroduction of third party e-learning for all contractors and visitors
boarding our units, to ensure they
are familiar with Maersk FPSOs’
safety policies and culture prior to
starting work. In total, 431 persons
completed the e-learning module.
The goal is to create a shared safety
culture and mindset for everyone
working at our premises.
Further HSE initiatives for 2011 have
been outlined in the HSE annual plan,
such as “Emergency and Relative
Response Training”, which will be
launched during the year.
other reported incidents of armed
robbery at sea, particularly in West
Africa, Latin America and South East
Asia.
The Maersk Group works in close
collaboration with naval forces and
industry associations to maintain a
high level of awareness and preparedness when transiting pirate-infested
waters, notably areas of the Indian
Ocean. All ships in the A.P. MollerMaersk Group follow industry and naval recommendations set out in ”Best
Management Practices”(BMP3).
In 2010, Maersk FPSOs took these
risks into consideration when planning the maiden voyage of the new
operating unit, Maersk Peregrino,
between Keppel Yard in Singapore and
its operating location in Brazil. In this
instance, the voyage was carefully
planned to avoid sailing in areas affected by intense maritime piracy.
Security
Another element in securing our employees’ safety is keeping them safe
from piracy and armed robbery.
At present, Maersk FPSOs is subject
to a relatively low level risk of piracy
due to the locations of our units and
the type of units we operate. Typically,
these issues are addressed in the
“Unit Security and Contingency Plans”,
designed to reinforce preparedness
and take into account local considerations.
In 2010, Somali pirates began attacking and hijacking merchant ships
in areas deep in the Indian Ocean
previously thought unreachable and
along the East African coast by using
hijacked fishing vessels and dhows as
mother vessels. There have also been
The exception to this is the N’kossa
II, which is located off the coast of
Congo on the West Coast of Africa,
where Maersk FPSOs considers
there to be a higher risk of piracy,
and accordingly takes the necessary
precautions.
Maersk FPSOs
25
Managing the risks
from chemicals
In Maersk FPSOs, we focus on all
health and safety aspects. Many
chemical products are used on
board our units for maintenance
and cleaning purposes, and in our
work processes. They serve to
improve production processes, for
laboratory tests and also to lower
the risk of errors and accidents.
Prior to use, chemicals are riskassessed and approved. As part
of the chemical management
process, tools for preparing risk
assessments and maintaining material safety data sheets (MSDS)
are used. Throughout 2010, Maersk
FPSOs worked on the chemical
management system together
with Maersk Drilling. This entailed
making improvements to our
chemical management process
as well as the establishment of
an online MSDS catalogue used
to simplify the process of keeping
MSDS’s up-to-date at all times. The
online catalogue is due to be rolled
out globally in the first quarter of
2011.
26
Climate change
and the environment
As global attention on climate change and environmental protection
remains high on the agenda, and in the aftermath of the Macondo
accident in the Gulf of Mexico, Maersk FPSOs is increasing its focus
on its environmental performance.
This is an expectation voiced by our
main stakeholders, regulators and
customers, as well as a requirement in
our internal policies and management
systems.
Greenhouse Gas (GHG) emissions, together with waste management, are
our primary environmental impacts.
We work to improve our environmental performance in accordance with
our environmental policy, which can
be seen on the following page. Maersk
FPSOs has recently obtained ISO
14001 certification, demonstrating
that we operate a comprehensive
environmental management system.
Reduced CO2 emissions in 2010
Maersk FPSOs continues to be committed to finding ways of reducing our
environmental footprint. However, our
ability to manage our GHG emissions is
somewhat limited by the way responsibilities are divided between operators and customers in our industry.
As operators of production units,
Maersk FPSOs does not cover the cost
Maersk FPSOs
of fuel, and as such, does not make
decisions on the type of fuel purchased
etc. Consequently, we have few ways of
influencing emissions. For this reason,
we have chosen to align with the reporting principles applied by the A.P. MollerMaersk Group and only report on direct
GHG emissions from sources that are
under our own financial control.
When applying this definition, Maersk
FPSOs’ main source of GHG emissions
comes from the transit of units from
shipyards to operating locations. This
takes place only when a new unit is
sailing from the shipyard to the operating position. In 2009 we had no such
transit and in 2010, FPSOs brought
into use a new unit, the transit from
Singapore to Brasil caused our CO2
emissions to increase substantially.
The table below shows our CO2 emissions in 2009 and 2010.
Our strategic framework
Maersk FPSOs supports a precautionary approach to environmental
challenges, undertakes initiatives
to promote greater environmental
responsibility and encourages the
development and diffusion of environmentally friendly technologies.
Between 2009 and 2013, Maersk
FPSOs will be working within the
framework of the A.P. Moller-Maersk
Group’s Eco-efficiency strategy. This
strategy commits us to comply with
and exceed legislative and regulatory
requirements, including performance
permits owned by customers. A major
aspect of this strategy is the leader-
CO2 performance
20092010
Greenhouse gas (GHG) emission
1,000 tonnes CO2 eq0.1 9.6
CO2 – direct and indirect
1,000 tonnes CO2 eq0.1 9.6
ship, commitment and support from
senior management to promote an
environmental culture that equals our
current safety culture.
Our primary means of improving
our environmental performance will
be technical improvements to the
FPSOs, commercial partnerships and
vigilant operational behaviour.
Environmental management
system in place
In 2010, Maersk FPSOs received
ISO 14001 certification from Lloyds
Register. This documents how Maersk
FPSOs has processes in place for the
management of the environmental
aspects of our business, and is applying the principle of continual improvement.
daily work and the environment in
which we operate.
We aim to promote environmental
innovation projects through cooperation with selected customers. It is
also our goal to initiate environmental
campaigns following the model already used for safety campaigns.
Furthermore, Maersk FPSOs is looking
at investigating green technologies
and other innovations sponsored by
dedicated senior staff. In 2010, we
27
established ”green teams” on two offshore units, Maersk Curlew and North
Sea Producer.
Waste is one of the primary impacts of
our operations on sustainability. We produce both hazardous and non-hazardous waste, as well as waste for recycling
on our units. Maersk FPSOs ensures that
the waste products are sorted on board
the ship and sent onshore for further
treatment. As part of our HSE strategy,
we are looking at developing new waste
management processes.
Environmental policy
Maersk FPSOs is committed to protecting
the environment. This is reflected in the
emphasis we place on the environmental
• Compliance with the principles of ISO
14001
• Protecting the environment with the
aspects of managing our business off-
use of modern environmental protec-
An ISO 14001 Awareness Programme
is planned for 2011 in order to train
employees and inform them of the
importance of the ISO 14001 certification and the consequences it has in
their daily work and activities.
shore and onshore. By means of target
tive equipment
Initiatives and plans
In 2010, we introduced and enhanced
a systematic risk assessment profile
for chemical substances. The underlying goal is to assess and substitute
chemicals to guarantee a minimal risk
both for the people using them in their
This is achieved by:
available technology as well as innova-
• Management commitment to environ-
tion
setting, awareness and training combined
with monitoring, we aim to continuously
reduce emissions, to avoid harm to the
environment and to find innovative improvement solutions.
• Coaching employees to understand how
their own activities can influence the
environmental impact of our work
• Environmental improvement activities
based on sustainable, cost-beneficial
and proven principles that rely on best
Maersk FPSOs
mental performance
• Conducting activities so as to meet or
exceed applicable environmental laws,
regulations and standards
• Cooperation with external partners
regarding innovation and improvement
projects
With teamwork we see everything as possible.
29
Community
involvement
Investing in the local community is an integral part of tender processes
and contractual agreements in the oil industry, known as ”local content”.
These demands are often high and
focus on anything from local staffing
and sourcing to community engagement through donations and capacity
building. As part of our CSR strategy,
Maersk FPSOs has chosen local community involvement as a main focus
area. Our contracts with customers
often require our units to operate
in the same area for up to 20 years,
allowing our involvement in the local
community to be equally long-term.
One aspect of this focus on local community is to maximise the use of local
services and bring value to the community through our business operations. However, as requirements differ
from area to area, a specific approach
is therefore adopted in each area.
to split our local investments, contractual or voluntary, so the majority
will go into capacity development and
a minor percentage will be earmarked
for donations.
Maersk FPSOs pursues a systematic
and sustainable approach to community involvement. In 2010, we
began drafting an internal policy on
philanthropy, which will lead to philanthropic activities in support of both
overall community development and
Maersk FPSOs-related activities and
opportunities. Accordingly, we will aim
Examples of capacity development
are investing in education, healthcare
and vocational training relevant to the
oil industry, often in partnership with
customers. Another opportunity is investment in the development of local
businesses to support our logistical
needs at a level that meet our standards e.g. on waste management.
Anti-corruption policy
Maersk FPSOs takes a firm stance
against corruption and bribery in all
its business dealings. The A.P. MøllerMaersk Group’s anti-corruption policy
and supporting guidelines were published in 2009.
Implementation of the anti-corruption
policy and guidelines continued in 2010.
Maersk FPSOs
Standard clauses were inserted into
contracts; due diligence documentation was established for entering into
contracts with agents and contractors;
and counselling for managers and other
key personnel with contact to authority
representatives was carried out. No additional training was carried out during
2010, as staff for which training was
relevant, remained the same as those
trained in 2009, with a few exceptions.
Maersk FPSOs also rolled out the Group’s
“whistleblowing system” in 2010, using
intranet announcements and briefings
to introduce the system. No specific incidents of corruption were suspected or
identified within Maersk FPSOs in 2010.
Appendices
30
Appendix A:
GRI Standard Disclosure
Italic indicates that the indicator is only partly covered by the report.
GRI Standard Disclosures
Section in Report
Strategy and Analysis
1.1
Foreword by CEO
Message from the CEO
1.2
Description of key impacts, risks, and opportunities. Main impacts and risks, Company profile
Organisational profile 2.1
Name of the organisation
Company profile 2.2
Primary brands, products, and/or services
Company profile; list of assets 2.3
Operational structure of the organisation
Governance
2.4
Location of organisation’s headquarter
Company profile 2.5
Number of countries where the organisation operates
Company profile; geographic reach 2.6
Nature of ownership and legal form.
Company profile 2.7
Markets served
Company profile; geographic reach 2.8
Scale of the reporting organisation
Company profile 2.9
Significant changes during the reporting period regarding size, structure, or ownership.
Maersk FPSOs as an employer
2.10 Awards received in the reporting period.
Report Parameters 3.1
Reporting period
About the report
3.2
Date of most recent previous report (if any).
About the report 3.3
Reporting cycle
About the report 3.4
Contact point for questions regarding the report or its contents
Colophon (back cover flap)
3.5
Process for defining report content
About the report; topics included 3.6
Boundary of the report
About the report; scope of the report 3.7
Specific limitations on the scope or boundary of the report
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations etc.
Data measurement techniques and the bases of calculations
About the report; principles of data reporting
3.10
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base
years/periods, nature of business, measurement methods).
About the report
3.11
Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.
About the report
3.12
Table identifying Standard Disclosures in the report
This table, Appendix A. 3.13 Policy and current practice with regard to seeking external assurance for the report. About the report Governance, Commitment and Engagement
4.1
Governance structure of the organisation Company profile, Governance 4.2
Indicate whether the Chair of the highest governance body is also an executive officer.
Governance
4.3
For organisations that have a unitary board structure, state the number of members Group Sustainability Report
of the highest governance body that are independent and/or non-executive members.
Maersk FPSOs
Appendices
4.4
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Group Sustainability Report
4.8
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation
Governance, Our approach to sustainability
4.9
Procedures of the highest governance body for overseeing the organisation’s identification Governance, Our approach
and management of economic, environmental, and social performance, including relevant to sustainability
risks and opportunities, and adherence or compliance with internationally agreed standards,
codes of conduct, and principles. 4.12
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses. 4.13 Memberships in associations and advocacy organisations 4.14
List of stakeholder groups engaged by the organisation. 4.15 Basis for identification and selection of stakeholders with whom to engage. 31
Governance, Our approach to
sustainability, Stakeholder engagement
Our approach to sustainability, Stakeholder engagement
Management Approach and Performance Indicators
EC1
Economic performance
Factsheet, Group Webpage*
EN3
Direct energy consumption by primary energy source. Factsheet, Group Webpage*
EN4
Indirect energy consumption by primary source.
Factsheet , Group Webpage*
EN6
Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.
Climate change and environment;
EN7 Initiatives to reduce indirect energy consumption and reductions achieved. Climate change and environment EN8 Total water withdrawal by source. Factsheet , Group Webpage* EN16 Total direct and indirect greenhouse gas emissions by weight
EN17 Other relevant indirect greenhouse gas emissions by weight. Factsheet , Group Webpage*
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved.
Climate change and the environment; Reduced CO2 emissions in 2010
EN19 Emissions of ozone-depleting substances by weight. Factsheet , Group Webpage*
EN20 NO X , SO X , and other significant air emissions by type and weight
EN23 Total number and volume of significant spills. Factsheet , Group Webpage*
EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.
Climate change and environment
LA1
Total workforce by employment type, employment contract, and region. Maersk FPSOs as an employer
LA7
Rates of injury, occupational diseases, lost days, and absenteeism, and number Safety performance, Group Webpage*
of work-related fatalities by region.
LA8
Education, training, counselling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.
Health for all
LA12 Percentage of employees receiving regular performance and career development reviews.
SO1
Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting. Community involvement
SO3
Percentage of employees trained in organisation’s anti-corruption policies and procedures. Governance; Community involvement SO4 Actions taken in response to incidents of corruption.
Visible combat of corruption, Community involvement SO5
Public policy positions and participation in public policy development and lobbying. Governance SO8
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. Safety performance 2010
PR2
Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle,
by type of outcomes. Safety performance 2010
PR5
Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. Stakeholder engagement,
Employees and customers surveyed
”*Further data can be found on our group webpage under Complete Data set 2010: http://www.maersk.com/Sustainability/PerformanceAndReporting/Pages/Publications.aspx
Maersk FPSOs
We strive to continuously be a responsible and profitable company that
balances economic, social and environmental concerns for the benefit
of the company as well as the global and local community.
Appendices
Appendix B :
Industry practices and
environmental performance
As is general practice within the FPSO
industry, the legal environmental
requirements are divided between
contractors and operators, which
to a great extent influences the way
operations are conducted. Therefore,
the environmental performance of
Maersk FPSOs is dependent on close
cooperation with the operators.
Compliance with environmental regulations and requirements are divided
between contractual requirements
and general maritime environmental
regulations. The general maritime
regulations primarily focus on compliance with the MARPOL Convention
dealing with oily water and sewage
discharges, waste management and
atmospheric emission control.
Primary gas released into the atmosphere includes carbon dioxide (CO2),
methane (CH4), sulphur oxides (SOx),
nitrogen oxides (NOx) and volatile
organic compounds (VOC). Gas
emissions are the result of onboard
combustion of fuel for power production or flaring of excess gas. FPSO
units typically consume reservoir
products for fuel driving the turbines.
However, the main contributors are
turbines fuelled by gas for powering up the hydrocarbon production
Maersk FPSOs
plant. The flaring from production
is managed in accordance with the
operator’s flaring permit. In the North
Sea, production-related discharges
are regulated through the North East
Atlantic OSPAR Convention and the
continental shelf requirements.
As a general rule, fuel and chemicals
for production are provided by the
operator. This provides the contractor with the requirement to comply
with the discharge permit, but with
limited room for influencing the type
of fuel, fluids or chemicals used. The
main substance to be discharged
into the sea is produced water, which
is a by-product from the processing of hydrocarbon condensate.
Discharge permits are applied and
approved by agencies to the operator. Maersk FPSOs discharges are in
compliance with the statutory marine
requirements for individual operating
areas.
Maersk FPSOs ensures that any
waste products are sorted on board
the unit. Three categories are generally differentiated between: Hazardous waste; non-hazardous waste;
and recycled waste. Once sorted,
the different types of waste are sent
onshore for further treatment.
33
Appendices
34
Conducting our business safely and responsibly is inherent in our
values and our Principles of Conduct. We have high expectations
for our own behavior in the interaction with others, and expect the
same of our business partners.
Maersk FPSOs
Appendices
35
Appendix C :
The Maersk
Principles of Conduct
In Maersk FPSOs, we are committed
to conducting our business in a sustainable way and therefore adopt and
adapt the overall Maersk Principles of
Conduct.
Supporting and respecting
internationally proclaimed
human rights
• We respect human rights and
endeavour to ensure that we do not
contribute to human rights violations.
Responsible business
behaviour
• We conduct our business in an
ethical and lawful manner, and we
will promote the same business
behaviour within our sphere of
influence.
• We work against all forms of corrupt practices, including bribery and
extortion.
• We compete fairly everywhere we
do business.
• We are committed to promoting
sustainable business practices in
our supply chain.
Maersk FPSOs
A good place to work
We treat every employee with
respect and dignity and are committed to creating a working environment free from discrimination
and harassment, and one in which
diversity is encouraged.
• We respect our employees’ rights
to associate freely – to form and to
join, or not to join, trade unions – and
to bargain collectively.
• We do not tolerate any form of
forced or compulsory labour.
• We prohibit the use of child labour.
awareness within our organisation
at all times.
• Protecting health
and safety
• We are committed to providing all
people working under our direction with a healthy and safe work
environment, and continuously
strive to improve our performance.
Maintaining high security
standards
• We endeavour to take all precautions necessary to maintain high
security standards and security
Supporting our customers
We wish to be recognised as a reliable, trusted and engaged partner
in all our business dealings.
• Protecting the environment
We protect the environment by
exercising constant care and
optimising our operations, and
endeavour to use natural resources
responsibly and reduce our environmental impact.
• We are committed to countering
climate change by striving to minimise greenhouse gas emissions
from our business activities.
• Engaging with society
We strive to improve the ways in
which we contribute directly or indirectly to the sustainable development of the communities in which
we work, and society at large.
• We are committed to being accountable to our stakeholders and
report publicly on our performance.
• Colophon
We value your feedback
If you have any questions, comments or suggestions
about this report or our performance, we welcome
your feedback. You can send your comments to:
Maersk FPSOs
Esplanaden 50
1098 Copenhagen K
Denmark
E-mail: [email protected]
Telephone: +45 3363 3544
Print: This publication is send by mail to protect the environment
Editor: Lisbeth Nedergaard
Layout: Hertz bogtrykkergården a/s

Marsk FPSOs Sustainability Report

Transcription

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