health safety security and environment

PREPARING FORTHE FUTUREThe A.P. Moller - Maersk Group’sHealth, Safety, Security and Environment Report 2008

The A.P. Moller - Maersk Group is a global conglomeratewith approximately 120,000 employees with its head-quarters in Copenhagen, Denmark and offices in morethan130 countries. Our revenue for 2008 was USD 61.2billion, and profit before depreciation, amortisation andimpairment losses (EBITDA) was USD 16.5 billion.

The Group has activities in three main segments:

• Transport – dealing with almost every aspect of con-tainer shipping: global transportation of containersusing sea transport, planning of efficient transporta-tion for customers, and running container terminalsin harbours across the globe.

• Energy – working in exploration and production of oiland gas. This segment also includes activities in theoffshore service industry providing equipment, trans-port and other services to the oil and gas industry.

• Industry – in which we have activities within bothmanufacturing and retail.

An overview of the business units and the assets includ-ed in the reporting on Health, Safety, Security andEnvironment in 2008 can be found in “About this report”on page 4–6.

Our impact and challengesThe majority of our activities have significant environ-mental and safety impacts. We are sizeable participantsin the industries in which we participate. Therefore, wehave an obligation to contribute to sustainable solutions,wherever we can, as well as providing safe working con-ditions for those who as employees come under ourcare.

Our main environmental challenges are: Energy con-sumption, air emissions, ballast water, discharges to water, waste handling and ship recycling. Plus the over-all challenge of the effects of climate change.

Our main health and safety challenges lie in the area ofpersonal safety, process safety, employee health andworking conditions.

For security, our concerns are the growing risk of piracyand the security risks entailed in operating in hostile environments/countries.

We operate within the following business segments:

TRANSPORT

• APM TerminalsContainer terminal activities

• Container Inland ServicesInland transportation, manufacturing and repair of containers and container depots

• Maersk LineGlobal container ships operation

• Maersk Logistics/DamcoSupply chain management and freight forwardingservices

• NorfolklineFerry services and door-to-door transportation in Northern Europe

• SafmarineShipping company operating globally

• SvitzerTowing and salvage activities, emergency responseand transport to offshore installations

A.P. Moller - Maersk Groupcompany profile

The A.P. Moller - Maersk Group’s headquarters in Copenhagen, Denmark.

ENERGY

• DanborSupply base for the oil and gas industry

• Maersk Drilling*Offshore drilling activities around the world

• Maersk FPSOs*Owns and operates mobile oil and gas production units

• Maersk OilOil and gas production in Denmark, Qatar, Great Britainand Kazakhstan. Exploration activity in the North Sea,Algeria, Angola, Oman, Brazil and the American part ofthe Gulf of Mexico.

• Maersk Supply ServiceTowing and installation of large offshore installations

• Maersk TankersTanker shipping of crude oil, oil products and gas

* Former Maersk Contractors

INDUSTRY

• Dansk SupermarkedDenmark’s largest retail conglomerate of which A.P. Moller - Maersk owns 67.68%. Has two department stores and six retail chains, operating in six European countries, under the main brands Netto, Bilka and Føtex.

• Maersk Container IndustryMakes reefer and dry cargo containers

• Odense Steel ShipyardDesigns and builds ships in Denmark and the Baltic States

• RostiProducer of plastic based products

• Star AirAir cargo with a fleet of 12 aircraft

This report does not cover the A.P. Moller - Maersk Group’s37.5% ownership of Höegh Autoliners (car carrier) and20% ownership interest in Danske Bank (banking).

Contents

A.P. MOLLER - MAERSK GROUP

1 Foreword: Addressing our challenges2 Highlights4 About the report

10 Governance of health, safety, security and environment

HEALTH & SAFETY

14 Improving safety and protecting our employees

CASES

17 APM Terminals makes safety everyone’s business19 Global health week

SECURITY

22 Responding to security risks

ENVIRONMENT

26 Pursuing environmental efficiency27 Climate change on our agenda28 Environmental performance 2008

CASES

31 Our partnership approach33 Maersk Oil: addressing climate change36 Innovation driving performance37 Optimising customers’ supply chain 38 Green ship recycling: our policy

40 Global Reporting Initiative

Consolidated HSSE accounts

Forward looking statements

The report contains forward looking statements regarding expectations for A.P. Møller - Mærsk A/S and the A.P. Moller - Maersk Group’sachievements and performance. Such statements are subject to risks and uncertainties as various factors, many of which are beyondA.P. Møller - Mærsk A/S and the A.P. Moller - Maersk Group’s control, may cause actual development and results to differ materiallyfrom expectations contained in the report.

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Dear Reader

It is a pleasure to present the A.P. Moller - Maersk Group’s consoli -dated report on health, safety, security and environment covering2008. A year in which we launched a number of initiatives to accelerate our efforts and further support our commitment tosustainable development.

Accelerating our effortsOur Health, Safety and Environment Report 2007 was our firstannual non-financial report and captured our status at the time.Building on the baseline we established last year, the new reportis based on increased amounts of data, and we are in the processof consolidating targets as well as enhancing our knowledge ofemerging sustainability issues and stakeholder concerns. This willallow us to understand better our environmental and economicfootprint and our social impacts, mitigate risks, and thereby takegreater advantage of the resulting business opportunities.

Although we have been able to improve our safety performancein many of our business units, safety in the workplace continuesto be a challenge. In 2007, we had 25 fatalities, and we still had20 work-related fatalities in 2008. We deeply regret thesetragedies, and by examining the root causes, we will continue tostrengthen our work in order to prevent future incidents. An im-portant tool in this effort is our Health, Safety, Security andEnvironment Manual, which we began implementing last year.

Moreover, to further support our efforts in this area and to anchorsustainability in our businesses, we established a Corporate SocialResponsibility (CSR) unit at group level in the autumn of 2008.

Environmental strategyOur environmental strategy was launched in 2008 following adetailed development process initiated in 2007. Our environ-mental strategic ambition is to go beyond compliance and pur-sue eco-efficiency in our daily operations, across all businessunits, and in the business opportunities we seek.

Naturally, climate change is a concern for everybody – especiallyfor A.P. Moller - Maersk as our main business areas are withintransportation and energy production. We therefore support the upcoming climate conference in Copenhagen (COP15) inpursuing global solutions to the benefit of both climate and business.

In fact, improving our environmental performance remains one ofour Group priorities in 2009. The environmental strategy is nowbeing implemented in our business units and specific targets arebeing established and consolidated at group level. Finally, to pro-vide further transparency and accountability to our stakeholders,we will participate in the Carbon Disclosure Project (CDP) start-ing 2009.

Future reportingAs a natural step in our progression, we intend to develop the cur-rent Health, Safety, Security and Environment Report into a sus-tainability report starting next year. This involves broadening thescope of reporting to include issues such as human rights andlabour standards, responsible procurement and business conduct.

Similarly, in March 2009, we joined the internationally acknow -ledged framework for sustainability, the UN Global Compact. Byjoining the Global Compact we wish to show our commitmentand to take another step in adding structure to our sustainabilitywork, while also documenting our progress in this area for ourstakeholders.

In summary, a conglomerate of our size and with such wide-ranging business activities has a significant impact on many people and communities across the world. Accordingly, we havean obligation to address a growing number of stakeholder expect-ations and we are taking significant steps to meet these.

Nils S. AndersenGroup CEO

Addressing our challenges


“In fact, improving our environmentalperformance remains one of our Group priorities in 2009.”

2 Health, Safety, Security and Environment Report 2008

Health

In 2008, we completed the A.P. Moller - Maersk Group HealthManual. The purpose of the manual is to secure minimum re-quirements for the management of employee health. The in-creasing globalisation encourages us to set global requirementsin order to supplement local standards.

Safety

Once again we had no fatalities in the energy or industry seg-ments. However, in the transport segment we suffered 20 workrelated fatalities in 2008, a drop from 25 in 2007. We deeply re-gret these tragic events. None of the fatalities are acceptable, andwe will continue to stress the importance of working according toprocedures and respect for local procedures and regulations.

In 2008, for the first time, we can report an overall result for LostTime Injuries Frequency (LTIF) for the A.P. Moller - Maersk Group.This number was 5.08 and the underlying trend in the majority ofour business units is a reduction of LTIF. Our goal is a continuedreduction of work-related injuries, and our business units areconducting campaigns and training programmes to increasesafety awareness as a means to reach this goal.

During 2008, the implementation of the Group’s Health, Safety,Security and Environment Manual was begun in the businessunits. The purpose of this manual is to secure the appropriate organisation and leadership of the work to assist in reducing fatal-ities and work-related incidents. We firmly believe that this improved framework will enhance our performance in the yearsto come.

Highlights


We aim for employees being protectedby the same health practice no matterwhere in the world they work.Read more on page 19.

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Security

In 2008, three ships owned by the A.P. Moller - Maersk Groupwere hijacked or attacked by pirates in the Gulf of Aden and offthe East African coast. To mitigate the risk of piracy, we chose toreroute certain ships away from the Gulf of Aden at the end of2008. Through industry organisations we are working to maintainpressure on the international community to find global solutions.

Environment

In 2008, our Executive Board approved a group-wide environ-mental strategy. The cornerstones in our approach are innova-tion, technological advances and partnerships. Through this ap-proach, we will reduce our environmental footprint. Our businessunits are now in the process of setting targets for their contribu-tion to this task.

The general trend of our performance is that we have improvedthe scale of our environmental impact from 2007 to 2008. Themain contributing factors to the improvement in our perform-ance are a range of focused efforts to limit for instance fuel con-sumption and flaring.

Our energy use consists of fuel and electricity consumption. Ourfuel consumption in 2008, was approximately 13 million tonnesacross the Group, a slight decrease from 2007. Compared to thelevel of business activity in the transport segment1 (responsiblefor more than 90% of the Group’s fuel consumption) it repre-sents a reduction of 6%. Higher electricity consumption figuresreflect increase in volume of recorded data rather than increasedconsumption per se.

The total CO2 emissions of the A.P. Moller - Maersk Group in2008 were around 48 million tonnes CO2 equivalent, a decreaseof over 5 million tonnes CO2 equivalent. In absolute terms, this isa fall of approximately 9%. In terms of greenhouse gas intensity,measured by kg CO2 per USD turnover, it is a decrease of 20%.

1 Measured per FFE (Forty-Foot Equivalent container units), container shipping increased2% from 2007 to 7.0 million FFE.

Piracy is not a problem that the A.P. Moller - Maersk Group or the industry as such can solve alone. It represents a threat to internationaltrade and must be solved by the international community.Read more on page 22.


This report, the second of its kind from the A. P. Moller - MaerskGroup, focuses on our health, safety, security and environmental(HSSE) performance covering the calendar year 2008. We meas-ure our performance within these areas in order to improve ourperformance and to document our progress, and we strive toprovide our stakeholders with a balanced view of the Group’s situation and results.

ScopeThe report covers 18 of the A.P. Moller - Maersk Group’s businessunits.

The organisational boundary of the report has been establishedon the basis of what is defined as the operational control ap-proach2. This means the report covers health, safety and environ-mental impacts of assets over which the A.P. Moller - MaerskGroup has operational control. The principle of operational con-trol means that we have the authority to implement a Health,Safety, Security and Environmental management system, or thatwe are otherwise able to control the performance in these areas.Outside the scope of this report, the A.P. Moller - Maersk Groupalso owns 37.5% of Höegh Autoliners and has a 20% ownershipinterest in Danske Bank.

A list of the assets included in the report is shown below, demon-strating the diversity, size and HSSE impact of our Group.

About the report


We strive to provide our stakeholders with a balanced view of theGroup’s situation andresults.

2 Stated in the Greenhouse Gas Protocol developed by the World Business Council forSustainable Development and World Resource Institute.

TABLE 1

Transport segment assets

Number Assets included

APM Terminals 50 container Terminals and buildings terminals Workshops and offices

Reefer power generatorsLighting equipmentCargo handling equipment (quay cranes, rubber tiredgantry cranes, trucks, tractors, reach stackers)

Container Inland Services 2,090,161 m2 Depots, equipment maintenance and repair shops, terminals389 container handlers/reach stackers115 fork lifts 87 terminal tractors37 bumpcarts804 trucks (+38 leased)2,097 trailers796 chassis89 gensets

Maersk Line 493 ships 206 own container ships287 chartered container ships

Maersk Logistics/ 157 facilities 58 operated warehouses and container freight stationsDamco 99 subcontracted warehouses and container freight stations

Trucks and mechanical handling equipments

Norfolkline 18 ships 7 Ro/Ro ships 5 Ro/Pax ships6 chartered ships

Safmarine 58 ships 20 own container ships 19 chartered container ships19 chartered multipurpose ships

Svitzer 508 ship 330 tug boats 106 work boats 30 offshore support ships6 crew boats 3 ocean towage ships33 miscellaneous ships

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TABLE 2

Energy segment assets


Danbor Service 6 locations WarehousesOutdoor storage facilitiesMobile cranes and forklift trucks

Maersk Drilling 25 drilling units 25 mobile offshore drilling units

Maersk FPSOs 5 production 4 floating production, storage and offloading (FPSO) unitsunits 1 floating gas storage and offloading (FGSO) unit

Maersk Oil 36 production 16 offshore installations, units 13 satellite installations (unmanned)

2 onshore installations 2 floating production, storage and offloading (FPSO) units1 floating production unit2 floating storage offloading (FSO) units

Maersk Supply Service 54 ships 39 anchor handling tug supply ships andmultipurpose support ships10 platform supply ships3 craned offshore support ships2 field and subsea support ships

Maersk Tankers 61 ships 9 crude carriers 19 product tankers 5 LNG carriers 13 LPG carriers 15 chemical carriers

The report covershealth, safety and environmental impactsof assets over which the A.P. Moller - MaerskGroup has operationalcontrol.

TABLE 3

Industry segment assets


Dansk Supermarked 1,922,718 m2 1,275 stores and warehouses Company cars and trucks

Maersk Container Industry 3 production Production and office area plants Power station

Reefer and dry containers Dry ovens Trucks and forklifts

Odense Steel Shipyard 1 production plant Steel shipyard

Rosti 15 production 88,146 m2 production, warehouse, office area plants 283 injection and moulding machines

Specialised plastic welding equipmentPlastic Painting facilities

Star Air 12 aircraft 11 Boeing 767-200 SF freight aircraft1 Challenger 604 aircraft

For Dansk Supermarked, all stores and warehouses in Denmark and abroad are included.For safety data, the activities of Odense Steel Shipyard include the shipyard in Denmark, but not the shipyards in Estonia and Lithuania dueto insufficient data.For Maersk Container Industry and Rosti, all production plants are included.


The use of the control approach is most apparent in terms ofships in our transport and energy segments. In the transport seg-ment, ships owned by A.P. Moller - Maersk include a total of 746ships, and of these, chartered ships number a total of 331 ships.Since the A.P. Moller - Maersk Group has significant influence onthe operational parameters of chartered ships in terms of fuelpurchase and route planning, fuel consumption and air emis-sions from these ships are included in the environmental sectionof the report. On the other hand, since chartered ships are notcrewed by the A.P. Moller - Maersk Group, we have only limitedinfluence on these employees’ health and safety, and except forfatalities, chartered ships are therefore not included in the healthand safety data of this report.

For the energy segment, subsidiaries and joint ventures ofMaersk Oil, Maersk Drilling and Maersk FPSOs are includedwhere the A.P. Moller - Maersk Group has operational control. ForMaersk Oil, production units are included from the Danish andthe UK parts of the North Sea and from Qatar and Kazakhstan.Ships owned by the A.P. Moller - Maersk Group in the energy seg-ment include a total of 115 ships from Maersk Tankers andMaersk Supply Service. Chartered ships for Maersk Tankers andMaersk Supply Service are not included.

Selection of topics for the reportWhile preparing our environmental strategy in 2007, we assessedthe most important environmental issues facing the A.P. Moller -Maersk Group by identifying the main activities and environmen-tal impacts of each of our business units. In late 2008, we starteda high-level materiality review of the Group, in order to have abetter understanding of all the important issues around our busi-nesses. This involved identifying both our major stakeholders andthe significant environmental and social responsibility aspects of

the company and its operations; the purpose was to provide anoverview of the main issues which are material to our businessesfrom a sustainability standpoint. The issues were then prioritised.The materiality review identified a number of top priority issueswhich apply to the Group as a whole, namely:

1. Health, safety and security2. Environmental impact, including climate change impacts3. Human rights and labour standards4. Business conduct and governance5. Supply chain management and procurement6. Community involvement and investment

In addition to these, there are a number of issues which are spe-cific to the individual business units in the Group, and within anindividual business unit the priorities may well be different. Thisreport addresses the first two priorities while the remainder willbe addressed in future reports.


In late 2008, we started a high-level materiality review of the Group, in order to havea better understanding of all the important issues around our businesses.

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Stakeholder engagementDetermining the material topics of necessity involved identifyingour key stakeholders.

Stakeholder engagement in the A.P. Moller - Maersk Group takesplace at many different levels for example with our customers,regulators, employees, suppliers and contractors and with vari-ous industry bodies. During 2009, we intend to develop a morestructured approach to stakeholder engagement and explore fur-ther material issues for our business. This will be important inputto the development of our sustainability strategy going forward.

Extensions and improvementsWe started reporting on health, safety and environment issues inour Health, Safety & Environment Report 2007. This year, wehave added a new topic: security. Based on increasing activityand attention to the threat of piracy, which affects the safety ofour crews, assets and the industry as a whole, it has become ma-terial to the Group to report on this subject (see page 22).

Due to its growing importance – not only for the world at large butalso for our Group – we have also chosen to dedicate a section ofthe environmental chapter to the challenges of climate change.

We have also expanded the quantity and quality of the data, par-ticularly on the consumption of electricity, and over the next 3–5years we intend to increase the scope of our reporting to coverthe broader range of sustainable development issues which arematerial to our businesses.

The A.P. Moller - Maersk Group’sstakeholders

Local communities

Contractors

Customers

Trade unionsShareholders and investors

Regulators and authorities

Media

Society and the general public

NGOsA.P. Moller - Maersk Group

Suppliers

Employees


TABLE 4

Road map for reporting on key sustainability issues

2007 2008 2009 2010 2011 2012 2013

Health & SafetyFatalities +

Lost time injury frequency (LTIF) +

Occupational health and safety +

SecuritySecurity (e.g. piracy) +

EnvironmentBiodiversity (e.g. habitats protected or restored) + A

Energy consumption + A

Greenhouse gas emissions (direct & indirect) + A A

Hazardous wastes + A

Materials (e.g. steel consumption) +

Other air emissions (e.g. SOx, NOx and PM) +

Product and services (qualitative initiatives to mitigate impact) +

Significant spills (e.g. oil, chemicals and fuel) +

Solid wastes (e.g. total weight of waste sent to landfill) +

Transport (e.g. business travel) +

Water consumption + A A A

Other key issuesSocial responsibility (e.g. human rights) +

Compliance (e.g. fines) +

+ key issue introducedA indicators added

In the coming years, we will be developingfurther indicators andtargets for emissionsand occupational healthand safety, as well asdeveloping social responsibility indicatorsand extending our reporting to cover additional topics.

We have also expanded the quantity and quality of the data, particularly on the consumption of electricity, and over the next3–5 years we intend to increase the scope of our reporting tocover the broader range of sustainable development issues whichare material to our businesses.

Based on our work to determine materiality in 2007 and 2008,we will include water consumption, waste and spills, anti-corrup-tion and responsible procurement in our reporting for 2009. In2010 we aim to refine our reporting on emissions, energy andwater and add materials as well as products and services to ourreporting. In the coming years, we will be developing further indi-cators and targets for emissions and occupational health andsafety, as well as developing social responsibility indicators andextending our reporting to cover additional topics.

More information can be found on our websites:www.maersk.com and www.maerskgreen.com. Some of our busi-ness units provide detailed reporting on their own activities. Moreinformation can be found on their individual websites.

Reporting principles and assuranceThis report is based on the G3 Sustainability ReportingGuidelines developed by the Global Reporting Initiative (GRI),which is the world’s most widely used sustainability reportingframework. Please see page 41 for an overview of where in thisreport GRI standard disclosures can be found.

Furthermore, we are applying the AA1000 AccountabilityPrinciples Standard (APS) 2008 which provides the basis for es-tablishing, evaluating and communicating accountability. Thestandard demands that an organisation actively engages with itsstakeholders, fully identifies and understands the sustainabilityissues that will have an impact on its performance, and then usesthis understanding to develop responsible business strategiesand performance objectives.

Our reporting on environment (energy and consumption and airemissions) and health and safety (lost time incidents) has beenverified by Det Norske Veritas (DNV), which is one of the leadingcertification bodies. Our reporting has been verified according toDNV’s protocol, VeriSustain which draws on the AA1000 AS(2008) and the Global Reporting Initiative.


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Det Norske Veritas (‘DNV’) has been commissioned by themanagement of A.P. Moller - Maersk Group (‘the Group’) tocarry out verification of the Group’s printed 2008 Health,Safety, Security and Environment Report (‘the Report’). TheGroup is responsible for the collection, analysis, aggregationand presentation of information within the Report. Our re-

sponsibility in performing this work is to the management of A.P. Moller -Maersk Group only and in accordance with terms of reference agreedwith the Group. The assurance engagement is based on the assumptionthat the data and information provided to us is complete and true.

Scope and limitations of assuranceThe scope of work agreed upon includes the following:• Verification of the Health, Safety, Security and Environment (HSSE) ac-

tivities and consolidated group-level performance indicators reportedfor the period January–December 2008;

• All on-site verification work conducted at the Group’s Head Office only,during April 2009. We did not visit any operating sites of individual busi-ness units;

• Verification of baseline data and areas such as labour relations and human rights were not included in the scope;

• The reporting boundary covers those business assets within the Group’sTransport, Energy and Industry segments over which it has operationalcontrol.

Verification methodologyOur assurance engagement was planned and carried out in accordancewith the DNV Protocol for Verification of Sustainability Reporting. TheReport has been evaluated against the following principles: Materiality,Completeness, Neutrality, Reliability, Responsiveness and Stakeholder inclusiveness, as set out in the DNV Protocol.

As part of the verification DNV has challenged the HSSE-related statementsand claims made in the Report and assessed the robustness of the under-lying data management system, information flow and controls. We have:• Checked and reviewed documents, performance data and other HSSE-

related information made available to DNV; • Conducted interviews with 26 representatives, including data-owners

and decision-makers from different business units and Group functions;• Performed sample-based reviews of the Group’s implementation of its

HSSE-related policies, as described in the Report, and for determiningmaterial issues included in the Report;

• Performed sample-based checks of the processes for generating andmanaging the quantitative and qualitative data in the Report.

ConclusionsIn DNV’s opinion, the Report is an accurate and fair representation of theGroup’s HSSE-related strategies, management systems and perform-ance. The Group has worked systematically to strengthen its HSSE riskmanagement, and it shows a clear commitment to improved transparen-cy. As the Group extends its scope of reporting in 2009 to wider sustain-ability impacts, we expect the next report to address other material riskssuch as labour relations, human rights and business conduct. We haveevaluated the Report’s adherence to the principles on a scale of ‘Good’,‘Acceptable’ and ‘Needs Improvement’:

Materiality: Good. The Group has demonstrated internal processes thatare effective in bringing out HSSE issues of significance to the Group andits stakeholders. The results have been used to structure the Report con-tent and select relevant performance data.

Completeness: Acceptable. Within the reporting scope and boundarydefined by the Group, we accept that the Report does not omit relevantinformation that would influence stakeholders’ decisions or that reflectsignificant HSSE impacts during 2008. The Report prioritises safety andenvironmental data due to effective measurement. The use of the oper -ational control approach leads to the omission of health and safety datafrom chartered ships, but we commend the Group for choosing to reportfatalities data from chartered ships.

Neutrality: Good. We consider the overall tone of the Report to be neu-tral and the presentation of information to be balanced. The emphasis onvarious topics in the Report is proportionate to their relative materiality.Challenges and limitations are presented together with commitments tofuture improvements.

Reliability: Needs improvement. The data measurement techniques andbasis for calculations have been adequately described to DNV. No sys-tematic errors were detected, but we identified some manual errors inthe transcription of environmental and safety data into the Report, whichhave subsequently been corrected. We also recognise that the Group’sre-organisation of business units and its activities to improve HSSE datacollection and quality may affect year-on-year comparability. However, theGroup is strongly committed to ongoing improvement of data quality andwill implement a new IT-based data management system during 2009.

Responsiveness: Good. During 2008, the Group has responded tostakeholder expectations of improved transparency and engagement inan effective manner. An expanded platform of new strategy documents,guidance manuals and other internal management tools is in place tostructure HSSE management. This process and related activities in differ-ent business units are reflected in the Report.

Stakeholder inclusiveness: Acceptable. The Group is implementing asystematic process for identifying and engaging with stakeholders, andwe expect the next report to document this activity and results of such dialogues in more detail.

Opportunities for improvementThe following is an excerpt from the observations and opportunities re-ported back to the management of the Group. However, these do not af-fect our conclusions on the Report, and they are generally consistent withthe management objectives already in place. • In rolling out the new HSSE management platform, the Group should

undertake ongoing internal communication (e.g. through networks andtraining) to ensure participation across all business units;

• Internal benchmarking of best practices could help ensure knowledge-sharing among data-owners and decision-makers;

• Internal monitoring and auditing of data should continue to prioritisematerial indicators, such as GHG emissions and Lost Time Injuries, toensure accurate and reliable data;

• The Group’s road map for reporting on other environmental indicators(e.g. spills, waste and water) requires immediate action by businessunits to ensure a sound basis for measurement;

• Reporting of health data has not been a focus of the 2008 Report, butthe implementation in 2009 of the Group’s Health Manual should pro-vide a stronger basis for measuring and reporting health performancegoing forward;

• The Group’s plans to expand stakeholder engagement activities shouldprioritise dialogue with stakeholder groups whom the Group has notpreviously engaged with in a structured manner.

DNV’s independence and disclaimerDNV was not involved in the preparation of any statements or data in-cluded in the Report except for this Assurance Statement. DNV did notprovide any services to the Group during 2008 that could conflict with theindependence of our work. DNV maintains complete impartiality towardstakeholders interviewed during the verification process. DNV expresslydisclaims any liability or co-responsibility for any decision a person or entity would make based on this Assurance Statement.

For Det Norske Veritas,

Dr Helena Barton Thomas Andrésen-GosselinService Area Manager: VerifierCR Report Verification Det Norske Veritas ASDet Norske Veritas AS

Copenhagen, 23 April 2009

Assurance statement


In the A.P. Moller - Maersk Group, we aim for a corporate culturethat makes health, safety, security and environment (HSSE) aninherent part of the employee mindset, supported by a companyvision to have a workplace free from incidents.

This chapter describes how we manage HSSE in the A.P. Moller -Maersk Group. Some elements of this governance structure havetravelled with the Group for decades while others have been sys-tematised and added to the formal structures only in the last fewyears. Together they comprise a single structured frameworkwhich aids us in setting targets, pursuing them as well as evaluat-ing our progress.

As part of our journey towards sustainability performance and re-porting, we are currently working to establish the necessary partsto complete the governance framework. We aim to manage ourHSSE impacts by defining indicators for performance, setting tar-gets, measuring and reporting on these. At this stage, we have in-dicators and targets for fatalities, and lost time injury frequencyand targets for environmental impact are under preparation. Inthe future we will increase the number of indicators for reportingin all areas and further establish targets.

Governance structureHSSE in the A.P. Moller - Maersk Group is managed at two levels;group level (corporate) and business unit level. The Group has astrategic policy making role while the responsibility for day-to-daymanagement of HSSE is at business unit level.

The guide for all activities in the A.P. Moller - Maersk Group is ourGroup vision, our values and our fundamental business principles. Stemming from these is the Group HSSE policy, which defines HSSE strategies and obligations for the Group as a wholeand for its individual business units. This policy has been ap-proved by the Executive Board of the A.P. Moller - Maersk Group,which is also the supervising body for HSSE work in general.

At group level, the policy making and guidance is carried out byGroup HSSE. Its role is to establish group-wide HSSE policies andstrategies, to facilitate knowledge sharing and to provide bestpractice advice.

To ensure alignment in the performance of the policy, a group-wide HSSE manual and HSSE guidance have been published.Working according to the manual allows business units to live upto not only the requirements of Group management, but also tovarious standards, e.g. ISO 14001 (environmental managementstandard) and OHSAS18001 (Occupational Health and Safetymanagement standard). The manual and guidance also serve toestablish a coherent risk management system for HSSE risks.

The manual was introduced in 2007 and will be fully implement-ed by the end of 2009. Training, seminars and re-organisation ofHSSE work in a number of business units have been carried outin 2008.

By the end of 2009, when the HSSE management system is fullyimplemented, our business units will manage HSSE as criticalbusiness activities, set standards and targets for improvement

and measure, monitor, evaluate and report on performance. Thebusiness units are expected to perform annual self-evaluations oftheir HSSE activities and performance, resulting in an annualHSSE action plan, which must be integrated with the targets setin the annual Group HSSE Action Plan, under the management ofGroup HSSE.

Governance of health, safety, securityand environment


Some elements of this governancestructure have travelled with the Groupfor decades while others have been systematised and added to the formalstructures only in the last few years.

The HSSE division between group level and business unit level

Business unit level HSSE management:Daily management responsibility

Group level HSSE management:Overall strategies, action plans and Group policies

A.P. Moller - Maersk valuesand fundamental business principles

www.maersk.com 11

As a further governance mechanism, Group HSSE performsstrategic HSSE reviews based on the HSSE manual of each busi-ness unit every third year.

The data challengeA crucial factor in improving our performance is measuring per-formance. This is true for HSSE as well as other business sub-jects, and measuring implies data. In 2007, a process was initiat-ed to gather basic HSSE data at Group level in order to monitorand manage performance more effectively across the entire or-ganisation. This process has continued through 2008 resulting in,for example, improvements in the data on electricity consump-

tion – both in terms of quantity and quality. In the A.P. Moller -Maersk Group, business units report monthly to Group HSSE onsafety indicators and annually on environmental performance.

An IT-based data management system, for both HSSE and othercritical business data, designed to improve data collection andquality, is in the process of being implemented by our many busi-ness units across the world. This work is expected to be finalisedwithin the next three years.

We aim for a corporate culture that makes health, safety, security and environment an inherent part of our employees’ mindset.

HEALTH & SAFETY

As many of our employees work under challenging conditions, itis our responsibility to control risks to their health and safety fromwork activities.


Many of our employees work under challenging conditions, forexample using equipment or performing their job in harsh envir -onments. We must make sure that we do our utmost to controlrisks to our employees’ health and safety from work activities.

In 2007, our Group CEO approved the Group Health, Safety,Security and Environment Manual (Group HSSE Manual), andthe implementation process across our business units began in2008. With this, we are confident that we have taken a significantstep forward in achieving our vision of zero fatalities and injuriesin our workplaces.

Structure will aid our progressWe believe the requirement to set – and achieve – measurabletargets for health and safety in all business units will help us se-cure the health and safety of our employees on board our ships,rigs and platforms, as well as on shore in our terminals, offices,supermarkets, at manufacturing sites, depots, etc.

The implementation of the HSSE manual has led to increased ac-tivity in the area of health and safety in 2008. A number of busi-ness units have worked to improve the organisation of the HSSEwork and carried out activities to improve the safety culture.

Examples include Maersk Logistics/Damco creating an HSSEstructure, Danbor creating an HSSE plan covering the entire com-pany, Container Inland Services having all parts of their organisa-tion signing personal commitments to HSSE, Maersk Tankers set-ting HSSE targets and objectives for the individual ships, MaerskSupply Service creating a dedicated HSSE department, MaerskDrilling and Maersk FPSOs publishing a safety culture handbook,

and Maersk Oil running a pilot of a global process safety trainingprogramme.

To improve data collection and monitoring of performance, an IT-based data management system is being rolled out in the A.P.Moller - Maersk Group. The aim is to have a shared platform tobuild up the necessary data capabilities at business unit andgroup level. Implementation of the system is being approachedincrementally. To gain experience, a pilot project was initiated in2008, in the tug boat company Svitzer, with completion in thefirst quarter of 2009. On evaluation of this process, the systemwill be rolled out to other business units.

Training programmes for management in the A.P. Moller - MaerskGroup began in 2008. Their purpose is to give managers a deep-er understanding of the different aspects of HSSE as well as oftools to measure and improve performance. As yet, the effect ofthis training is unknown. It is part of the road we are travelling onto increase the focus on sustainable behaviour – safety for em-ployees being one aspect of this.

Safety performanceGlobal transport systems comprise a highly complex set of activi-ties of which many can be hazardous, with heavy equipment andloads having to be moved on land and from land to sea and viceversa. In addition, we deal with different safety mindsets in themany countries in which we operate. In the oil and gas industry,risks are even more obvious, and personnel and process failurescan potentially cause major incidents. While we have proceduresin place, such working environments require high standards ofsafety management.

Improving safety and protecting our employees

GROUP HSSE MANUAL

Structuring our HSSE efforts

The manual requires business unit management to:• develop an HSSE policy,• establish and communicate an HSSE action plan including

clear objectives and targets,• provide the necessary resources to organise the management

of HSSE appropriately,• establish and maintain a systematic training programme, • ensure systematic HSSE risk management including the estab-

lishment of relevant procedures,

• develop and communicate procedures or work instructions, • establish and maintain an audit programme carrying out peri-

odic audits of the HSSE management system,• record and report all accidents, incidents and near misses to

ensure learning and follow-up actions, • conduct annual HSSE management reviews based on a sys-

tem of regular monitoring of the HSSE performance on agreedindicators,

• establish a documentation system to ensure full control of theHSSE management system.

HEALTH & SAFETY

www.maersk.com 15

In the energy segment, we experienced another year without fa-talities compared to a total of 32 fatalities in the drilling industryas a whole3, and 87 for the oil and gas industry4.

In the A.P. Moller - Maersk Group’s industry segment no fatalitieswere recorded in 2008 either.

However, in the transport segment we suffered 20 work relatedfatalities in 2008, compared to 25 in 2007. We deeply regretthese losses. Despite our company’s size and reach, these 20 fatalities under our management are unacceptable. We feelstrongly obligated to improve our performance in this area.

Building a shared safety cultureThrough learning from the past and more robust investigationtechniques, we aim to improve our performance in the future. Toaid us in reaching this goal, we have begun implementation of anincident investigation software. Also, we anticipate the GroupHSSE Manual and the implementation of its procedures will help

us along the journey we have recently begun.

The fatalities have mainly occurred during vehicle movements(trucks, forklifts, stackers) and the handling of containers. Nine ofthe fatalities happened in APM Terminals. Five fatalities occurredin Maersk Line, five in Container Inland Services, and one inMaersk Logistics. The fatalities involved direct employees of theA.P. Moller - Maersk Group and contractors.

Each of these fatalities has been investigated and follow-up action has been agreed. The causes vary, as does the detail of theroot cause analysis provided. Investigations reveal both a lack ofestablishment of or adherence to local procedures and lack ofhuman foresight. None of the fatalities are excusable however,and we will continue to stress the importance of work proceduresand respect for local procedures and regulations.

We are forced to acknowledge that there is still some distance tocover, before we have an equally mature and effective safety cul-ture and mindset across the A.P. Moller - Maersk Group. This willrequire substantial work and training, a process which has beenstarted in 2008 through the Group HSSE Manual and the manyactivities carried out by the business units.

TABLE 5

Fatalities 2008

Business unit Location Employed by

APM Terminals Apapa, Nigeria ContractorAbidjan, Ivory Coast ContractorApapa, Nigeria A.P. Moller - MaerskPipavav, India ContractorPort Said, Egypt A.P. Moller - MaerskTanjung Pelepas, Malaysia A.P. Moller - MaerskHouston, Texas ContractorKingston, Jamaica ContractorPipavav, India Contractor

Container Inland Services Lilypond Depot, Nigeria A.P. Moller - MaerskStart Track Terminal, Dandri India ContractorSitrans Depot, Placilla, Valparaiso, Chile A.P. Moller - MaerskCarretera Panamericana, San Martin, El Salvador A.P. Moller - MaerskMoscow-Novodachnaya A.P. Moller - Maersk

Maersk Line Charter ship MAERSK VIGO, South Africa ContractorCharter ship MARINE RICKMERS, Monrovia ContractorMAERSK KITHIRA, China Sea A.P. Moller - MaerskCharter ship HENRIETTE SCHULTE, Columbia ContractorCharter ship SANTA ALINA, Togo Contractor

Maersk Logistics Shenzhen, China Contractor

Global transport sys-tems comprise a highlycomplex set of activitiesof which many can behazardous, with heavyequipment and loadshaving to be moved onland and from land tosea and vice versa.

3 International Association of Drilling Contractors (IADC), ASP program, 2008 SummaryReport

4 International Association of Oil & Gas Producers, Safety performance indicators – 2007data, Report no. 409, May 2008)

HEALTH & SAFETY

Work-related injuriesIncidents causing injury to our employees have occurred in 2008.We are working diligently to reduce the frequency of these occur-rences. Often, these injuries occur in spite of existing procedures,which emphasizes the need for ongoing training and awarenessof how a safe working environment is built and maintained.

The overall result for Lost Time Injury Frequency (LTIF) for the A.P.Moller - Maersk Group in 2008 was 5.08. Aligning the monitoringand reporting on this number happened only in 2008, whichmeans no comparison number exists for 2007. However, lookingat the numbers from the individual business units, a clear trendtowards an improved LTIF performance through 2008 appears.

The implementation and follow-up procedures, which will be inplace when the Group HSSE Manual becomes fully implementedacross the Group, make us optimistic about significantly reducingthese events further in the years to come.

Table 6 contains the injury statistics for our business units in 2008.

TRANSPORTIn total, the transport segment had an LTIF of 4.66. This numbercovers a great variety, however, from Maersk Line’s LTIF of 1.07 toContainer Inland Services’ of 19.88. The reason why ContainerInland Services’ LTIF is so high is because of the nature of activity,such as moving heavy equipment.

APM Terminals had a target of reducing LTIF in 2008 by 10%, cor-responding to an LTIF of 10.35. The result for the year 2008 was

in fact an LTIF of 7.15 equal to a reduction of 37%. We are pleasedwith this performance, which was made possible by a range ofinitiatives, among which was a project to provide personal safetyplans for all employees and the celebration of a Global SafetyDay across the company.

Maersk Line and Safmarine report together and achieved an LTIFfor 2008 of 1.07. This is due to increased safety awarenessthrough for example the implementation of safety managementworkshops for shore side managers and the running of a SafetyAmbassador Course for captains. In 2008, 73 captains attendedthe course. In addition, more focus has been put into investiga-tions of injuries.

Svitzer had an LTIF target of 2.00 for 2008. The final result was1.64, which was above target and a large improvement on the2007 performance of 2.60. This was due to the continued inte-gration process of the Adsteam fleet purchased in March 2007.

Norfolkline had an LTIF for 2008 of 5.63 compared to 13.59 in2007 and a target of 12.23 for 2008. The result shows thatNorfolkline’s many initiatives and hard work at all levels, in both2007 and 2008, paid off by the end of 2008. The initiatives include a range of tailored safety courses, analytical review of current operating practices, accident causal analysis and regularmonitoring feedback.

Maersk Logistics, Container Inland Services and Maersk ContainerIndustry no longer report as part of the former Container Businessbut as separate business units and thus have no disaggregateddata for 2007.

TABLE 6

Lost Time Injury Frequencies in the A.P. Moller - Maersk Group 2008

Business unit Performance ‘07 Target ‘08 Performance ‘08 Target ‘09 Industry benchmark

APM Terminals 9.60 10.35 7.15 6.38 n/a Container Inland Services* 14.40 19.88 13.60 n/a Danbor 4.80 2.52 0 2.38 n/a Dansk Supermarked 11.78 10.60 9.20 8.75 24.70Maersk Container Industry* 3.27 3.34 3.09 32.30Maersk Drilling and FPSOs 1.67 1.50 1.09 1.10 2.355

Maersk Line (incl. Safmarine)* 2.00 1.07 1.00 n/a Maersk Logistics* 3.29 3.83 3.26 n/a Maersk Oil 1.53 1.71 1.96 1.62 0.666

Maersk Supply Service 2.34 2.12 1.43 1.10 1.207

Maersk Tankers 0.59 0.60 1.38 0.60 n/a Norfolkline*** 13.59 12.23 5.63 11.50 n/a Odense Steel Shipyard** 57.00 45.60 42.11 33.70 32.308

Rosti*** 10.78 8.91 3.58 8.42 32.30Star Air (data from 2009) 0Svitzer 2.60 2.00 1.64 1.50 n/a

A.P. Moller - Maersk Group 5.08 4.35 n/a

What is Lost Time Injury?A Lost Time Injury (LTI) is defined as any work related injury or occu-pational illness which results in a person being unfit for his/her regu-lar work for more than 24 hours after the injury.

What is Lost Time Injury Frequency?Lost Time Injury Frequency (LTIF) is one way to measure a company’ssafety performance by measuringthe number of lost time injuries excluding fatalities per million exposure hours.

*** In 2007, all the business units marked * were part of the Container Business and reported under Maersk Line (vessels) (2.12)and Container Business (2.35)

*** Figures do not include the shipyards in Estonia and Lithuania due to insufficient data*** Some business units have developed reduction targets over a five year period, and targets have not been adjusted in light of

annual performance

5 International Association of Drilling Contractors ISP Summary Report 20086 International Association of Oil & Gas Producers, Safety performance indicators – 2007 data, Report No. 409, May 20087 Marine Safety Forum 2007: www.marinesafetyforum.org/upload-files//notices/amm_11.07_ukcs-safety-performance.pdf8 Dansk Arbejdsgiverforening, Arbejdsulykker 2007, 20 August 2008

www.maersk.com 17

APM Terminals has 50 port terminals in 34 countries across fivecontinents. Containers, loading cranes, trucks and fork lifts,20,000 men and women in hard hats and fluorescent vestsshouting into walkie-talkies all combine to create a highly buzzedatmosphere. Unfortunately, it is also a place where work-relatedinjuries and even fatalities occur.

In 2008, APM Terminals launched a number of initiatives to im-prove safety performance which resulted in a significant reductionin LTIF of 26% compared with 2007. Still, the challenge remains.APM Terminals has an LTIF above the A.P. Moller - Maersk Groupaverage of 5.08 and suffered nine fatalities in 2008.

New initiatives rolled outOne of APM Terminals’ initiatives is the ‘Safety for Life’-programme. One element of this is the Personal Safety Plan,where close to 15,000 of APM Terminals’ 20,000 employeeshave set 4–6 personal safety goals, describing what they will doto improve safety.

During the second “Global Safety Day” on 22 October, a largeamount of local safety actions were also performed to remindeveryone of the importance of safety and a comprehensiveworld-wide safety culture programme for all terminal personnelwas introduced. The goal of the new programme is to instil a “cul-ture of safety” and the adoption of best-practice procedures intothe daily operations.

More than 2,800 persons completed training under the title‘Health and safety for all’, and 1,650 people completed a securitymodule in the company’s training programme.

Thinking in the long termAPM Terminals sees the safety culture programme as an impor-tant step towards eliminating fatalities throughout its global ter-minal network. The programme focuses on accident preventionawareness, an overview and reinforcement of operational safetyprocedures and the active encouragement of company and ter-minal personnel to adopt and embrace a new philosophy ofworkplace behaviour in which safety is integrated into the corebusiness processes.

Head of CSR/HSSE in APM Terminals, Henrik Kristensen, recog-nises that the end target of zero fatalities and injuries will requiremore work. However, he is pleased with this year’s progress forLTIF.

“We still have a long way to go. We expect to deliver substantialreductions in the coming years and we need employees to helpus make APM Terminals the safety leader in the port industry,”Henrik Kristensen says.

APM Terminals makes safety everyone’s business

Henrik Kristensen, Head ofCSR/HSSE in APM Terminals, and his colleagues have workedintensively to instil a safety cultureat the port terminals.

APM Terminals had a number of safety initiatives in 2008. Among them was the Global Safety Day reminding everyone of the importance of safety.


ENERGYWe are active in many sectors of the oil and gas industry, fromsupply ships and drilling rigs to production facilities. The A.P.Moller - Maersk Group has been confronting the risks in this in-dustry for decades, resulting in comprehensive safety strategiesin our energy segment.

Maersk Tankers’ fleet in 2008 had an LTIF performance of 1.38compared to 2007’s 0.59. Their target was set at 0.60. Revising aprocedure in January 2008 led to a change in the definitionsused for registering injuries to align with industry standards, andsubsequent adjustment in number of LTIs.

In Maersk Oil, the LTIF was 1.90 while the average LTIF for theExploration and Production Industry for 2007 was 0.66 covering30 companies9. As part of their management system that is fo-cused on the prevention of, preparedness for, and mitigation ofcatastrophic releases of chemicals or energy from a process asso-ciated with an operating facility, Maersk Oil is developing a GlobalProcess Safety Training Programme based on a pilot course heldin November 2008. This programme will be rolled out in 2009.

In 2008, the shared LTIF for Maersk Drilling and Maersk FPSOsfell from 1.67 in 2007 to 1.09, well below the target of 1.50 andeven further below the industry average of 2.35 in 200810. Theimprovements were due to a range of safety activities. In 2008, asafety culture handbook was launched in Maersk Drilling andMaersk FPSOs, as a follow-up to a 2007–2008 safety culturecampaign which embraced almost 4,500 employees, customersand subcontractors (4,300 people are employed by MaerskDrilling and Maersk FPSOs). The handbook is meant to remind allparticipants about the outcome of the workshops. In December2008, Maersk Drilling launched the ‘Hands & Fingers’ injury cam-paign. Injuries to hands and fingers are very frequent both on-and offshore. 39% of all injuries are related to hands and fingersin Maersk Drilling and Maersk FPSOs. The aim of the campaign isto support a common safety culture and understanding, strivingfor the overall goal of zero injuries.

Maersk Supply Service provides anchor handling, cable laying,tug and support in the environment of open seas, which is thebasis for the higher injury frequency when compared with theother business units in the energy segment. With a target of 2.12for 2008, the LTIF went from 2.34 in 2007 to 1.43 in 2008 dueto a greater focus on safety. This includes thorough investigationof injuries, distribution of ‘Lessons from Incidents’ reports, quar-terly management reviews of safety, and a push to increase thenumber of near miss reports, which are up by 70% compared to2007. The latest LTIF for the industry as reported in 2007 by theMarine Safety Forum representing North Sea supply vessel com-panies was 1.2. Also in 2008, captains on Maersk SupplyService’s ships were offered a Safety Ambassador Course at theMaersk Training Centre, providing participants with a SafetyToolbox encompassing all major elements in running a safetycampaign at sea such as presentations, posters, leaflets, etc.

Danbor has carried out general safety awareness training and cre-ated an HSSE plan covering the entire Danbor organisation,which has led to an LTIF of 0 in 2008, a significant improvementfrom 2007 (4.80).

INDUSTRYIn our industry segment we have activities as diverse as ship-building, plastic production and retail operations, and the risk pro-files vary accordingly. Furthermore, onshore industries have forsome years had higher injury rates than our offshore segments.This is a consequence of the strong focus on safety in the off-shore areas due to major injuries in the past that call for extrasafety attention.

The LTIF from Odense Steel Shipyard is consistently higher thanthose of our other business units. For that same reason, the ship-yard’s management at the end of 2007 requested an internal audit of the facilities by Group HSSE in order to identify actionsfor improvement: focus on signs related to safety at work, publi-cation of LTIF results, meetings with management participationdiscussing ideas for safety promotion. These actions were imple-mented in 2008 and resulted in a drop in the LTIF from 57 to42.11, beyond the target of 45.6.

HEALTH & SAFETY

09 International Association of Oil & Gas Producers, Safety performance indicators – 2007data, Report No. 409, May 2008 (2008 data not available at the time of publication).

10 International Association of Drilling Contractors, IADC ASP Program 2008 Summary Report. Note: When using the IADC calculation methods, the LTIF is 1.74.

www.maersk.com 19

At Rosti, the LTIF fell substantially from 10.78 to 3.58 in 2008,while the target number was 8.91. This fall can be attributed to increased attention on safety issues, such as implementation ofimproved accident recording and corrective action loop. MaerskContainer Industry had a target of 3.27 and the result was an LTIFof 3.34.

Dansk Supermarked’s LTIF ratio of 9.20 was well below the targetof 10.60, corresponding to a reduction of over 20% from 2007.

Employee health While safety hazards have the potential to cause sudden injury,health hazards have the potential to cause occupational illnesswhich may be acute, delayed or chronic with varying degree ofdisability or even death.

Traditionally, our health practices have been based on local stand -ards related to local legislation. But the increasing globalisationrequires a more global approach. We now aim for employees being protected by the same health practice no matter where inthe world they work.

To this end, we completed the A.P. Moller - Maersk Group HealthManual in 2008. It serves to compliment the Group HSSE Manual,providing more specific steps required to carry out health riskmanagement. Guidance and good practice examples to assist inimplementing these mandatory elements are also provided.

The manual requires management programmes to be in place toassess, control and document the identified health risks arisingfrom chemical, physical, biological, ergonomic and psychologicalhazards associated with the work environment, e.g., climate, airquality, noise, exposure to potentially hazardous substances,work load, discrimination etc. Monitoring compliance with nation-al statutory requirements is mandatory for all aspects of healthmanagement.

Starting in 2011, the Group Health Manual will be included in theannual self-assessments performed by the business units basedon the overall Health, Safety, Security and EnvironmentalManagement system which was launched and begun implemen-tation in 2008 across the Group. All business units must be incompliance by the end of 2010.

GLOBAL HEALTH WEEK

Healthy body, healthy mind, healthy workplace, healthy life!

In November 2008, a full week was designated health week inthe A.P. Moller - Maersk Group globally. A campaign targeting allemployees aimed at creating awareness and promoting behav-ioural changes with regards to a healthy lifestyle.

Daily health tips were posted on the intranet covering topics suchas food, smoking, alcohol, exercise and stress, while businessunits and offices were encouraged to follow up on this campaignand make health an important part of the daily work life.

In many of our offices around the world, employees got busywith health advice. One example, in Shenzhen, China, employ-ees were asked to swap one piece of health advice for one cup ofwarm soup as they arrived to work on a particularly cold day.More than 150 pieces of health advice were gathered and postedin the office kitchen. The advice also showed how East meetsWest in this particular office, as Western and traditional Chinesehealth advice mixed on the posters: ‘Less Cola’ vs. ‘one day’s truelaughter can make you 10 years younger’.

Health weekposters

SECURITY

Keeping employees and assets secure – both our own and ourcustomers’ assets while in our care – have always been of highpriority to the A.P. Moller - Maersk Group. In recent years, how-ever, geo-political instability has increased the need for overviewand coordination of security efforts for a company such as the A.P. Moller - Maersk Group.


In 2008, our security measures, such as country risk assessmentand security intelligence have been included into the GroupHSSE policies and manuals, and subsequently in business unitlevel management structures.

Piracy the main concernThe main maritime security issue in 2008 has been the deteri -orating security situation in the Gulf of Aden and off the Somali coast – a strategic corridor between the Indian Ocean andthe Red Sea. This situation has been put under the media spot-light in many parts of the world. An estimated 1,500 transits aremade through these waters under the A.P. Moller - Maersk flagannually.

An unprecedented number of attacks took place in 2008 in theGulf of Aden. According to the annual ‘ICC International MaritimeBureau Piracy and Armed Robbery against Ships Report 2008’,111 incidents were reported for the east coast of Somalia and theGulf of Aden. This is an increase of nearly 200% compared to2007. A total of 42 ships were hijacked by pirates and 815 crewmembers were taken hostage. Added to this situation are thechallenges to establish the legal framework in terms of prosecu-tion of the pirates.

In 2008, three ships owned by the A.P. Moller - Maersk Groupwere either hijacked or attacked by pirates in the Gulf of Aden oroff the East African coast:

• On 1 February, the tug boat SVITZER KORSAKOV was hijackedby pirates in the Gulf of Aden. The crew of six men were heldcaptive off the coast of Somalia until their safe release on 18March 2008.

• BRITTA MÆRSK, a Danish flagged product tanker, was attackedby pirates on 2 November, while at transit in the Gulf of Aden.The crew initiated anti-piracy measures in accordance withcompany procedure and the attack was averted.

• The container ship MAERSK REGENSBURG was attacked bypirates east off Tanzania on 6 December. By initiating anti-piracy measures the crew managed to avert the attack.

Nigeria has the second highest number of serious attacks andcontinues to be viewed as another risk area. For our ships operat-ing in Nigerian waters and/or calling Nigerian ports, stringent pro-cedures have been established in order to mitigate the securityrisks.

Our responseIn order to mitigate the risk of piracy attacks on our ships, compre-hensive instructions on the Gulf of Aden are being continuouslyupdated and supplied to the ships. The instruction includes de-tailed reporting procedures as well as precautions to be taken onboard the ship in connection with a transit in the Gulf of Aden.

Precautions consist of strict lookouts and fire hoses rigged andfixed to cover the ships’ quarters and stern. In case of a suspi-cious approach the spraying of water, sounding of the generalalarm and performing of evasive manoeuvres to avoid the piratesare some of the actions to be taken.

In late 2008, the A.P. Moller - Maersk Group became one of theworld’s first shipping companies to decide to reroute certainships away from the Gulf of Aden. Ships which have a low free-board and/or low speed will have to sail around the Cape ofGood Hope – unless the ship can be part of one of the naval con-voys sailing through the Gulf of Aden. We do not use armed pri-vate security teams nor do we carry any weapons on board ourships.

Piracy is not a problem that the A.P. Moller - Maersk Group or theindustry as such can solve alone. It represents a threat to interna-tional trade and must be solved by the international community.However, we are via organisations such as the DanishShipowners Association working together with international asso-ciations like the International Chamber of Shipping to maintainpressure on the international community.

Security on landAnother security concern during for 2008, was the August warbetween Georgia and Russia, both countries where the A.P.Moller - Maersk Group has staff. Fortunately, no evacuation of ouremployees was deemed necessary. Otherwise, the A.P. Moller -Maersk Group has not been affected by any major security inci-dents on land.

Responding to security risks

SECURITY

An unprecedented number of attacks took place in 2008 in the Gulf ofAden. A total of 111 incidents were reported for the East coast of Somaliaand the Gulf of Aden.

www.maersk.com 23

In order to establish the specific security risks pertaining to theA.P. Moller - Maersk Group, available internal security informationcombined with information from security risk management com-panies as well threat assessments towards Danish interests is-sued by the Danish authorities are being evaluated together withcertain financial information such as turnover, revenue, fixed assets, etc.

The process results in the identification of a number of high secu-rity risk countries. This knowledge enables the business units,who have or consider having activities in any of these countries,to evaluate whether appropriate resources, e.g. security proce-dures or security guards, are in place, or whether a more in-depthanalysis should be performed in order to identify ways to mitigatethe security risk.

In order to mitigate the risk of piracy onour ships, comprehensive instructionson the Gulf of Aden are being continuously updated and supplied to the ships.

MAERSK REGENSBURG after a confrontation with pirates

ENVIRONMENT

Although engaged in very energy intensive industries, we arecommitted to reducing our environmental and climate impact.Accordingly, our environmental strategy entails that we pursueenergy efficiency in our business activities.


The A.P. Moller - Maersk Group owns the largest container ship-ping company in the world and is one of the leading, independ-ent oil and gas operators. Our ships sail in all parts of the world.Activities of this scale obviously impact the environment – on aglobal, regional and local level.

The main environmental impacts from extracting and producingenergy as well as transporting goods across waters are throughemissions of greenhouse gases, and the impact on people andecosystems related to emissions of other air pollutants.

A range of other impacts are related to our activities, includingconsumption and discharges of water, generating and handlingof solid and hazardous waste, as well as the risk of incidents asso-ciated with spills to land and water. In the coming years we willexpand our group report to include more information on thesetopics. Currently, more details about these impacts – as they re-late to individual business units – can be found at the businessunits’ web sites.

Today, climate change and the ability to develop reliable andclean energy supplies are at the forefront of public and scientificdebate. This comes at a time when the world finds itself in aneconomic crisis and simultaneously en route to negotiating anew global agreement on climate change. The growing import -ance of these agendas is clear to us, and in recent years the envir -onmental impact of our businesses has become increasingly important to us.

The challenge of minimising our environmental footprint is nottaken lightly, and we work diligently to ensure our business oper-ations are as eco-efficient as possible. While the economic down-turn has affected our business, our commitment to improving ourenvironmental performance remains as strong as ever.

In 2008, our Executive Board approved a group-wide environ-mental strategy, and the environment remains one of theGroup’s priorities for 2009. The environmental strategy con- tinues our efforts to become more efficient through innovationand technological advances, and we participate in relevant inter-national forums to attain global solutions to global problems.

Environmental strategy: Eco-EfficiencyOur environmental strategic ambition is to pursue eco-efficiencyin our daily operations, across all business units, and in the busi-ness opportunities we seek. This implies the best possible use ofnatural resources with the least impact on the environment.

Through an extensive strategy process (involving both group andbusiness unit levels) in 2008, we developed a comprehensiveenvironmental strategy for the A.P. Moller - Maersk Group, whichwill guide our work to minimise our environmental footprint inthe future. We have named the strategy “Eco-Efficiency”.

The Group environmental strategy is the over-riding “umbrella”defining the scope and borders within which all environmentalstrategic articulations, actions and organisational behaviour willhave to be framed. The strategy aspires to go beyond compliancein order to build competitive advantage.

Certain business units may decide to transition into “Eco-Advantage”, with an aspiration to be recognised as an environ-mental leader and to create significant economic value throughcutting edge environmental initiatives and activities.

The Eco-Efficiency strategy is expected to reduce our environ-mental impact as well as create economic value and enhancecompetitiveness through:• improving resource productivity (energy, water and material),• cutting down environmental costs and regulatory burden,• better managing environmentally driven business risk.

Pursuing environmental efficiency

ENVIRONMENT

AVAILABLE ONLINE

maerskgreen.com

During 2008, a new website from the A.P. Moller - Maersk Groupwas launched. Under the name maerskgreen.com all availablenews, policies, positions and publications related to the environ-mental strategy and climate change from the A.P. Moller - MaerskGroup can be found on this website.

www.maersk.com 27

Also it will enhance the Group’s reputation by being:• better at responding to key customers’ requirements,• better at retaining and attracting talents,• better at accessing and collaborating with governments/

regulators.

Starting in 2008, the environmental strategy is currently beingimplemented in our business units, which are in the process ofsetting relevant and measurable targets and preparing actionplans. This work will continue in 2009. All business units mustmeet the Group’s ambition level of eco-efficiency.

Climate Change on our agendaThe decision on Eco-Efficiency as our environmental strategy isan outcome of the A.P. Moller - Maersk Strategic Climate ChangeInitiative. The initiative focuses on developing strategic responsesto the emerging environmental agenda.

The UN’s Intergovernmental Panel on Climate Change (IPCC)believes that global warming is largely attributable to an increasein the levels of CO2 and other greenhouse gases in the atmos-phere. The A.P. Moller - Maersk Group shares this opinion. Whilewe all contribute to the emission of CO2, the transport and ener-gy sectors emit a large amount of CO2.

Our approach to limiting our environmental impact is that notonly do we have a duty to society in general, but environmentalconsciousness also creates business opportunities for our companies.

We strongly support a global solution on climate, since a globalchallenge needs a global approach. This is why we are involved ina number of organisations that are working towards such an ap-proach. It is crucial that global, not only local, solutions are devel-oped if the rate of climate changes is to be reduced. This will en-sure a level playing field, which is necessary to make realprogress on the climate agenda.

Innovation and partnerships are core elements in our responseto the climate challenge. We develop innovative solutions to thebenefit of our own Group but also to our respective industrieswhere we aim to take leadership. We engage in partnerships tolearn and to share knowledge, thereby creating new sustainablesolutions.

To manage and reduce our contribution to climate change, wewill work towards specific indicators and measurable targets.Having measurable targets will increase transparency – as willour commitment to the Carbon Disclosure Project (CDP). In thepast, we did not respond to the questionnaire due to the lack ofconsolidated group-wide data. The lack of our response raisedquestions from our stakeholders, including the media. As we arenow in a better position to provide the answers required by CDP,and also in order to provide further transparency and account -ability to our stakeholders, we will be participating in the CarbonDisclosure Project starting 2009.

Our environmental strategic ambition is to pursue eco-efficiency in our daily operations, across all business units, and in the business opportunities we seek.This implies the best possible use of natural resources with the least impact on the environment.

ENVIRONMENT


The environmental performance of the A.P. Moller - MaerskGroup in 2008 can be seen in the table below11. Our focus is onenergy consumption, greenhouse gas emissions and other emis-sions to air from stationary and mobile sources.

The general trend for our overall performance is that we have im-proved the scale of our overall environmental impact from 2007to 2008. The main contributing factors to the improvement in ourperformance are a range of focused efforts to limit for instancefuel consumption and flaring.

Our energy use consists of fuel and electricity consumption. Asfor our fuel consumption in 2008, it was approximately 13 mil-lion tonnes across the Group, a slight decrease from 2007.Compared to the level of business activity in the transport seg-ment12 (responsible for more than 90% of the Group’s fuel con-sumption) it represents a reduction of 6%. Measured per USD

turnover it represents a drop of more than 10%. Higher electricityconsumption figures reflect increase in volume of recorded datarather than increased consumption per se.

The total CO2 emissions of the A.P. Moller - Maersk Group in2008 were around 48 million tonnes CO2 equivalent, a decreaseof over 5 million tonnes CO2 equivalent. In absolute terms, this isa fall of approximately 9%. In terms of greenhouse gas intensity,measured by kg CO2 per USD turnover, it is a decrease of 20%.The greenhouse gas intensity based on activity (exposure work-ing hours) was 128 grams per hour.

Environmental performance 2008

TABLE 7

Environmental performance in the A.P. Moller - Maersk Group 2008

Energy consumption Fuel oil Diesel* Natural gas Electricity Energy intensity1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 MWh MJ/USD turnover

2008 2007 2008 2007 2008 2007 2008 2007 2008 2007

Transport 11,985 13,067 256 110 0 1 838 66 17.6 18.6Energy 1,022 781 113 163 874 897 17 5 5.4 6.8Industry 10 0 53 304 12 10 726 666 0.2 1.5

A.P. Moller - Maersk Group 13,017 13,848 422 577 886 908 1.581 737 10.9 12.2

GHG emissions GHG emissions CO2 CH4 HFC N2O CO2 GHG intensity1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 tonnes kg CO2/

CO2 eq CO2 eq CO2 eq CO2 eq USD turnover

2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007

Transport 38,931 42,600 37,865.4 41,076 138.1 23 0.0 n/a 448.5 911 450.7 590 1.2 1.5Energy 8,757 9,961 8,461.4 8,972 16.4 827 2.5 n/a 36.1 152 12.9 10 0.5 0.9Industry 510 791 228.0 248 21.2 2 0.1 n/a 1.0 13 259.7 528 0.01 0.1

A.P. Moller - Maersk Group 48,198 53,352 46,554.8 50,296 175.7 852 2.6 n/a 485.6 1,076 723.3 1,128 0.8 1.0

Other air emissions SOx NOx VOCs PM1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 tonnes

2008 2007 2008 2007 2008 2007 2008 2007

Transport 607.6 616 892.4 1,026 17.14 n/a 28.9 45Energy 144.3 38 87.4 63 14.57 16 n/a n/aIndustry 121.6 2 2.2 5 0.14 n/a n/a n/a

A.P. Moller - Maersk Group 873.5 656 982.0 1,094 31.85 16 28.9 45

Direct GHG emissions

* including jet fuel

Indirect GHG emissions

11 Since the system for collecting data is still being developed, a number of uncertaintiescontinues to be involved. Through improved data collection and management systems,we expect to gradually reduce uncertainty over the next three years.

12 Measured per FFE (Forty-Foot Equivalent container units) container shipping increased2% from 2007 to 7.0 million FFE.

www.maersk.com 29

Other emissionsCO2 emissions are not the only environmental impacts which theA.P. Moller - Maersk Group is concerned about. Other emissionsto air are also of our concern.

Other emissions to air include SOx, NOx and particulate matter(PM). SOx comes from sulphur which occurs naturally in crudeoil and remains a residue of the refining process in fuel oils.Sulphur oxides can contribute to acidification and respiratory ef-fects. NOx is the generic term for a group of gases, which containnitrogen and oxygen in varying amounts. They form when fuel isburned at high temperatures and as such are very dependent onthe combustion process in the main and auxiliary engines on ourships. NOx contributes to acidification, ozone/smog formationand eutrophication. PM is residuals formed by incomplete com-bustion of fuel and can also have carcinogenic effects.

The trend in emissions of SOx, NOx, and PM from ships under theA.P. Moller - Maersk Group’s control is stable, even though thenumbers reported have grown due to improvements in theamount and quality of data.

Our Innovation Department for ships has in 2008 carried out aresearch project to map the future possibilities for reducing SOxand NOx through uses of different technological solutions. Enginesuppliers were asked to present their latest work on reducing SOxand NOx emissions, and how they see those ideas incorporated inships. On the basis of the workshops, a matrix of solutions, po-tential and cost was compiled which can be used by the businessunits when making decisions on reducing these emissions to air.

TRANSPORT SEGMENTA major share of our fuel consumption (about 95%) is con-sumed by ocean-going ships, and as the world’s largest containershipping company, our total emission of CO2 is significant.

Shipping is the most common form of transport in the world today– in fact, 90% of the world’s goods are shipped by sea.Compared with aircraft, trucks and trains, ships emit substantiallyless CO2 per km when transporting 1,000 kg and are the mostenvironmentally friendly form of transport (see comparisongraphic below). The most recent study of fuel consumption andCO2 emissions from the shipping industry carried out by the UN’sInternational Maritime Organization (IMO), December 2007, sug-gests that around 4% of the global energy related CO2 emissionsstem from shipping.

Through years of careful attention, our own container ships havereduced emissions of greenhouse gases resulting in Maersk Lineand Safmarine being ahead of the industry average13. We are,however, not satisfied with the levels of emissions and will con-tinue to further reduce fuel consumption and atmospheric emis-sions in the years to come.

During 2008, the transport segment consumed about 12 milliontonnes of bunker fuel (heavy fuel oil and marine diesel oil), lead-ing to some 39 million tonnes of CO2 equivalent, 608,000tonnes of SOx, 892,400 tonnes of NOx, and 29,000 tonnes ofparticulate matter. While emissions of CO2 relative to turnoverhave dropped by 20%, a number of other emissions have grownin absolute terms.

Aircraft(Boeing 747-400)

Truck(Global average)

Train, diesel(Global average)

Train, electric(Global average)

Ship(Average Maersk Line ship)

560

47

21

18

8

Ocean shipping is by far the most environmentally friendlyway of transportinggoods.

Grams of CO2 emitted by transporting 1 tonne of goods 1 km

13 Based on results from Business for Social Responsibility (BSR) benchmarking as part ofthe Clean Cargo Working Group. We are not allowed to publicise these results.

Chart based on data from the Network for Transport and Environment, Sweden


Reducing fuel consumption is directly connected to limiting CO2

emissions. Some of the options contributing to reducing emis-sions in 2008 were: • A Waste Heat Recovery System, which saves 8–10% fuel at

optimum conditions, has been implemented on 32 ships intotal, of which 6 were fitted with the system in 2008, makingthe A.P. Moller - Maersk Group the world’s leading shippingcompany in this area.

• Slow Steaming has been introduced on a large number ofMaersk Line and Safmarine’s routes. Reducing speed 5–10%does increase the number of days at sea, but reduces bothfuel consumption and CO2 emission by more than 15%.

• The Quest project – installing software in containers to reduceenergy consumption for cooling in containers – has shown re-markable results for saving CO2. At the end of 2008, 69% ofMaersk Line and Safmarine’s reefer fleet was equipped withQuest software, generating CO2 savings equivalent to 260,000tonnes per year.

• Optimised voyage planning is an essential tool to reduce emis-sions. The Voyage Efficiency System (VES), an A.P. Moller -Maersk developed voyage planning programme, is used on alllarge ships (and chartered ships) to identify the most fuel-efficient route and a “just in time” steady running strategy isapplied to keep the engine load at a minimum.

ENVIRONMENT

TABLE 8

Environmental performance: transport segment 2008

Energy consumption 2008 2007Fuel oil 1,000 tonnes 11,985 13,067Diesel 1,000 tonnes 256 110Natural gas 1,000 tonnes 0 1Electricity 1,000 MWh 838 66Energy intensity MJ/USD turnover 17.6 18.6

GHG emissionsGHG emissions 1,000 tonnes CO2 eq 38,931 42,600

Direct GHG emissionsCO2 1,000 tonnes 37,865.4 41,076CH4 1,000 tonnes CO2 eq 138.1 23HFC 1,000 tonnes CO2 eq 0.0 n/aN2O 1,000 tonnes CO2 eq 448.5 911

Indirect GHG emissionsCO2 1,000 tonnes 450.7 590GHG intensity kg CO2/USD turnover 1.2 1.5

Other air emissionsSOx 1,000 tonnes 607.6 616NOx 1,000 tonnes 892.4 1,026VOCs 1,000 tonnes 17.14 n/aPM 1,000 tonnes 28.9 45

Through years of carefulattention, our own con-tainer ships have reducedemissions of greenhousegases resulting in Maersk Line being aheadof industry average.

In all business unit across the Group, we work to reduce ourenergy consumption in our daily operations.

Our partnership approach

Entering into partnerships with external stakeholders is an impor-tant element in the way the A.P. Moller - Maersk Group approachesthe environmental agenda. We are committed to exploring anddeveloping sustainable solutions, to the benefit of the environ-ment and our business. By engaging with governments, industrypartners and other stakeholders, we seek to establish effectiveand predictable GHG (greenhouse gasses) abatement initiatives,policies and technological frameworks. We will also work to es-tablish relationships with NGOs in order to develop a deeper un-derstanding of our sustainability issues, and to make progress to-wards a more comprehensive approach to stakeholder dialogue.

The ultimate goals of our environmental activities are to improveour environmental performance, reduce costs and explore newbusiness opportunities. To meet this challenge we are workingclosely with a wide variety of institutions to find the best possibleresponses to the environmental challenges faced by our busi-nesses – and society as a whole. As innovation is a driver for ourambition level, we will use innovative partnerships to increaseour eco-efficiency and reduce our environmental footprint.

The following are just a few examples of such partnerships. Readmore on maerskgreen.com.

A.P. Moller - Maersk Group and “Green Ship of the Future”Danish companies, shipping lines and universities have joinedforces to reduce CO2 emissions and other air pollution arisingfrom the activities of the shipping industry. The partners aim tocombine a number of scientific and innovation projects to creategreener solutions for ocean freight, and at the same time makethe industry’s effort to minimise the impact on environment andclimate visible. Beside the A.P. Moller - Maersk Group, partici-pants include MAN Diesel, FORCE Technology, Danish Centre forMaritime Technology and Danish Maritime Authority.

Maersk Line and Clean Cargo Working Group The Clean Cargo Working Group’s overall mission is to be the

business-to-business collaboration platform dedicated to inte-grating environmentally and socially responsible business prin-ciples into transportation management. The group is hosted bythe organisation Business for Social Responsibility (BSR).Members share data and make benchmarks, and the partnershipgives access to the latest thinking within sustainability issues. Thegroup has more than 25 members and the container carrier com-panies in the group represent more than 70% of the global capacity. Besides shipping companies, major retailers and manu-facturers such as Coca-Cola, H&M, Nike, Wal-Mart, Timberlandand Starbucks are members of the group.

Maersk Logistics and Massachusetts Institute of Technology (MIT)By joining the MIT Supply Chain Exchange, Maersk Logistics hasbecome part of a large and active community of supply chainmanagement leaders with access to MIT Center forTransportation & Logistics’ cutting-edge research and educationalprogrammes and events. Maersk Logistics will collaborate withthe MIT researchers on enhancing carbon footprint methodolo-gies. The partnership will also contribute to the effective meas-urement of carbon emissions in global supply chains and the ad-vancement of carbon emission reduction to achieve certifiedglobal supply chain methodology standards.

APM Terminals and Port of Rotterdam The partnership is a five year, global agreement to work towardsimproved productivity and efficiency, land utilisation, environ-mental sensitivity and public awareness of the container terminalindustry. Through five joint projects per year, research will con-tribute to achieving the main objectives, which are:• support environmentally proactive terminal planning and op-

erating procedures with sustainable development,• improve productivity and efficiency of terminal operations,• optimise land use,• help to increase public awareness of the major role container

facilities play in creating jobs and prosperity in the global aswell as in national, regional and local economies.

www.maersk.com 31

In order to develop a deeper understanding of our sustainability issues, we are entering into partnerships with various stakeholders.


ENERGY SEGMENTActivities in the oil and gas industry have three main environmen-tal impacts: Emissions to air, discharges to water and waste man-agement. Due to the availability of data, we focus on emissions toair only. Next year, however, we will also include information onwaste management and water consumption.

CO2 emissions occur because the extraction of oil and gas re-quires significant amounts of energy. The level of CO2 emissionsvaries, depending on a range of parameters such as depth andtype of reservoir being produced. For example, working on mature oil and gas fields raises the energy required per unit pro-duced, as reservoirs in time become more difficult to access.Other sources of emissions, including fugitive emissions (equip-ment leaks), flaring and venting, can also be significant when producing energy. Data in table 9 includes emissions to air fromenergy production and flaring.

In 2008, Maersk Oil consumed 145,345 tonnes of fuel and10,145 megawatt hours of electricity across its 36 producingfields in the Danish and UK parts of the North Sea, Kazakhstanand Qatar. This compared to 110,000 tonnes of fuel and 5,000megawatt hours of electricity in 2007. The increase in electricityconsumption is because of improved data reporting. The energyintensity for energy consumption per USD turnover in 2008 was20% lower when compared to 2007. This was due to a combina-tion of a reduction in diesel and natural gas consumption andalso an increase in revenue.

Greenhouse gas emissions fell by 12% in absolute numbers but44% compared to the increased turnover in the segment. All other emissions to air grew mainly due to improved collectionand quality of data.

A number of initiatives are currently under way in Maersk Oil, all looking to lessen the environmental impact of oil and gas production.

ENVIRONMENT

TABLE 9

Environmental performance: energy segment 2008

Energy consumption 2008 2007Fuel oil 1,000 tonnes 1,022 781Diesel* 1,000 tonnes 113 163Natural gas 1,000 tonnes 874 897Electricity 1,000 MWh 17 5Energy intensity MJ/USD turnover 5.4 6.8




Other air emissionsSOx 1,000 tonnes 144.3 38NOx 1,000 tonnes 87.4 63VOCs 1,000 tonnes 14.57 16PM 1,000 tonnes n/a n/a


A number of initiatives are currently under way in Maersk Oil, all looking tolessen the environmentalimpact of oil and gas production.

Carbon Capture and Storage (CCS) remains one of the most promising methods of reducing CO2 emissions.

In 2008, Maersk Oil established a Carbon & Climate Departmentto address the issues of climate change and how it affects thebusiness. The Carbon & Climate Department is focusing on ener-gy efficiency, CO2 emission mitigation technologies, and is inves-tigating the business risks and opportunities associated with CO2

emissions and climate change.

Maersk Oil is not active in the area of renewable energy – this issomething however, that our Innovation Department for ships islooking into. Maersk Oil's main expertise lies within the oil andgas business and the world will still for many years be dependenton fossil fuels. Accordingly, Maersk Oil is concentrating its effortson exploration and production of oil and gas in an efficient man-ner also taking environmental matters into account. Among thosebeing explored are:

• A study to map and benchmark energy efficiency, gas flaringand CO2 emissions associated with oil and gas production off-shore Denmark.

• Reducing flaring, which has been done continuously since2001, resulting in a reduction of about 50%. Flaring occurs

when associated gas resulting from oil production is flaredfrom production platforms for safety reasons. Nearly all gasproduced in the North Sea is exported, re-injected or used asoffshore fuel, measures that are also in use in Qatar. MaerskOil is currently developing a new flare gas recovery systemwhich is due to be tested in one of our North Sea fields.

• Projects to re-inject water and thereby easing the current situa-tion where oil fields get three times as much water as oil out ofthe underground. In line with this effort, we are exploring theuse of heat and steaming to get the oil out.

• Carbon Capture and Storage (CCS) remains one of the mostpromising methods of reducing CO2 emissions. CCS removesthe CO2 when fossil fuels are burned and stores it under-ground, for instance in depleted oil and gas fields. Maersk Oilis currently investigating future CCS project together withMaersk Tankers and Maersk FPSOs. One of these is the entryof Maersk Tankers into the CO2 transportation market, andMaersk Tankers has in 2008 examined the business case forentering into this market. The outcome will be further exploredin next year’s report.

Maersk Oil: addressing climate change

www.maersk.com 33

Maersk Oil has reduced flaring continuously since 2001 resulting in a reduction of about 50%. To continue this effort, Maersk Oil is developing a new flaregas recovery system.


INDUSTRY SEGMENTThe A.P. Moller - Maersk Group’s industry segment covers com-panies with very diverse profiles. The main contributors to energyconsumption are Dansk Supermarked due to electricity con-sumption in stores and warehouses, and Rosti and Odense SteelShipyard due to the amounts of energy needed for plastics pro-duction and ship building, respectively.

In 2008, energy consumption in Dansk Supermarked was 367 tonnes of fuel mainly from company cars and trucks, 4,388 tonnes of natural gas and 455,394 megawatt hours elec-tricity related mainly to stores and warehouses. This correspondsto 184,047 tonnes of CO2 equivalent. The corrected emissions in2007 were 174,890 tonnes of CO2 equivalent, which results in amuch more acceptable growth in emissions compared to theoriginally reported number for 2007 of 322,000 tonnes.

In general, we have discovered problems with the reported datafor 2007 for the industry segment, which makes the comparisonsbetween 2008 and 2007 difficult. This flaw in data has been in-vestigated, and we are working to secure work procedures thatminimise the risk of this reoccurring.

The performance numbers reveal reductions in emissions in al-most any category. Main contributors to this development are thefaults in the data for 2007, which makes it impossible to providevalid trend explanations.

Star Air is responsible for nearly one third of the CO2 emissions inthe industry segment. They exert efforts to reduce their jet fuelconsumption through various procedures, such as reduced take-off thrust and a procedure called “continuous descent approach”(CDA). During a CDA, when the aircraft gets ready to descend,the pilot cuts power and the aircraft maintains a constant rate ofdescent all the way to touchdown. The benefits of a CDA includereduction in noise, fuel burn and emissions. It is a procedure thatis being tested and and introduced by a number of European air-ports. In Star Air’s route network it has been introduced in theEast Midlands and Cologne, and Star Air has been commendedfor a success rate above best practice by the airport authorities inthe East Midlands and Cologne.

To reduce emissions and energy consumption in warehouses,Dansk Supermarked’s large supermarkets in Denmark, Bilka andFøtex, have carried out an energy saving competition, starting in

ENVIRONMENT

TABLE 10

Environmental performance: industry segment 2008

Energy consumption 2008 2007Fuel oil 1,000 tonnes 10 0Diesel* 1,000 tonnes 53 304Natural gas 1,000 tonnes 12 10Electricity 1,000 MWh 726 666Energy intensity MJ/USD turnover 0.2 1.5

GHG emissionsGHG emissions 1,000 tonnes CO2 eq 510 791

Direct GHG emissionsCO2 1,000 tonnes 228 248CH4 1,000 tonnes CO2 eq 21.2 2HFC 1,000 tonnes CO2 eq 0.1 n/aN2O 1,000 tonnes CO2 eq 1 13


Other air emissionsSOx 1,000 tonnes 121.6 2NOx 1,000 tonnes 2.2 5VOCs 1,000 tonnes 0.14 n/aPM 1,000 tonnes n/a n/a


The main contributors toenergy consumption areDansk Supermarked dueto electricity consumptionin warehouses, and Rostiand Odense Steel Shipyarddue to the amounts of energy needed for plasticproductions and shipbuilding respectively.

www.maersk.com 35

March 2008. Individual warehouses were rated in terms of ener-gy use and have competed on the ability to save energy. The ori -ginal target was savings of 3%, whereas the final result – 2.5% –was below this number. In total, 2,627,000 KWh were saved,equal to 1,374 tonnes of CO2, which again equals savings ofaround DKK 1.8 million. The supermarkets’ management arepleased to have started this process and the competition will be repeated in 2009.

Odense Steel Shipyard has worked to reduce energy consump-tion as well, through energy awareness and behaviour changes.An overview of energy saving potential from lighting, welding ma-chinery, pressurised air, exhaust devices has been communicat-ed, and departments are asked to contribute reports on energybehaviour every week to sustain the focus. Since its inception inthe spring of 2008, energy savings of more than 10% have beenachieved.

To reduce emissions and energy consumption in warehouses, Dansk Supermarked’slarge supermarkets in Denmark, Bilka and Føtex, have carried out an energy savingscontest, starting in March 2008.

GLOBAL GREEN WEEK

Green ideas from employees

Midway through 2008, the A.P. Moller - Maersk Group celebratedits first Green Week. The key focus of the week was how each andevery employee can make a difference changing their daily behaviour.

Each day of the week introduced the ‘Green Tip of the Day’, en-couraging employees to put computers on stand-by when not atthe desk, turn off the lights when leaving the office – or home,use less paper for printing, not use disposable cups and reducestand-by energy consumption.

As part of the Green Week, employees were encouraged to sendin ideas which resulted in a large idea bank. Three winners werepicked, and their projects are now part of an EnvironmentalResource Management Manual released in 2009 which aims to

spread all the ideas from Green Week to the whole organisation.

Three winners were picked based primarily on low cost and easeof implementation. All of these are small steps that still make adifference considering the scale of the A.P. Moller - MaerskGroup's activities: keep bulbs and tubes dust-free for 20% morebrightness, increase air condition temperature 1 degree, buy onlyenergy efficient appliances, offload unnecessary things from yourcar to save fuel, use a small bottle filled with water in the toilet cis-tern to save water when flushing, unplug idle battery chargers,etc.

These ideas are now part of an Environmental ResourceManagement Manual released in 2009 which aims to spread allthe ideas from Green Week to the whole organisation.


ENVIRONMENT

”We can only make big leaps in environmental performancethrough innovation,” says Jean Otto de Kat, who heads theInnovation Department for ships in the A.P. Moller - MaerskGroup, true to the Group’s environmental strategy which has in-novation as a key driver. The overall question is what can be doneto reduce the A.P. Moller - Maersk Group’s environmental footprint?

Established in 2007, the Innovation Department supplies innova-tion expertise and facilitates innovation processes across the dif-ferent business units, most prominently Maersk Line, MaerskTankers and Maersk Supply Service. They also support businessunits in the ongoing process of setting targets in line with the environmental strategy.

Working inside and outside the shipsLooking at business unit needs and development opportunities,Jean de Kat’s organisation works primarily on energy efficiency aswell as a number of projects to further reduce emissions of CO2,SOx, NOx and PM, as well as looking at discharges into sea.

The current status on the Innovation Department’s projects isthat two are ready for implementation by the relevant businessunits, while thirteen related to emissions (out of a total of 19 ongoing projects) are in either the design or test phase. Businesscases are being prepared for another eight projects aimed at reducing environmental impact.

”We look at both the inside and the outside of the ship, askingquestions such as what can we do to optimise the hull shape?What can we do to improve propeller design? Can we reduce fric-tion? Inside the ship, there is a lot of potential for gain in terms ofthe machinery that runs a ship,” he states.

Ideas welcome from everywhereThe Innovation Department solicits ideas from the entire organi-sation and turns the most promising ones into a business case,which is then presented to a steering committee and ultimatelyto the Innovation Board, which also decides on funding. TheInnovation Department then takes the project through the designand test phase. After finalising the report, the project moves intothe business units who decide on implementation across thefleet, supported by the Innovation Department.

Patenting on the increaseAs part of a trend towards more jointly funded projects with in-dustry partners, the Innovation Department also makes greateruse of the patenting system. Over the last two years, more thanten patent applications have been submitted to patent authori-ties. The patents submitted are related to propulsion, safety,NOx/SOx removal and subsequent emissions, and shore-basedenergy supply.

A promising futureThe cumulative effect of the projects being prepared by theInnovation Department depends on their subsequent imple-mentation across the A.P. Moller - Maersk Group.

”We experience a great interest across the business units in re-ducing their footprint. Despite the effect of the financial crisis, I believe our work will enable the A.P. Moller - Maersk Group tomake a lot of progress when more of our projects are ready forimplementation,” Jean Otto de Kat concludes.

Innovation driving performance

”We can only make big leaps in environmental performance through innovation.”Jean Otto de Kat, Head of the Innovation Department for shipsin the A.P. Moller - Maersk Group

Jean Otto de Kat, Head of the Innovation Department for ships in the A.P. Moller - Maersk Group.

Innovative propeller shape: the Contracted and Loaded Tip Propeller

Many of the A.P. Moller - Maersk Group’s customers are con-cerned about their environmental footprint, and work to reduceit. As one of the world’s main providers of logistic services, MaerskLogistics have developed a service to help their customers dojust that.

The SupplyChain CarbonCheck™ was launched globally inNovember 2007, and today Maersk Logistics is involved in severalcarbon reduction projects for some of the world’s largest compa-nies.

Greener means cheaperOne of the most prominent CarbonCheck portfolio projects hasbeen carried out in cooperation with Boots, a leading internation-al chain of pharmacy and health and beauty stores. Since 2004,Maersk Logistics have enabled Boots to reduce CO2 emissions by29% and logistics costs by 21% in their inbound supply chainfrom Asia to their distribution centre in England.

”It goes to show that if you review and optimise your supply chainend-to-end from a green perspective, great savings can be made”,says Erling Johns Nielsen who is global head of Maersk Logistics’Supply Chain Development Team.

Challenges in scaling upWorking with SupplyChain CarbonCheck has its share of chal-lenges. One is the varying standards for measuring and calculat-ing CO2 emissions. Maersk Logistics is involved in partnershipprojects with Massachussetts Institute of Technology and theWorld Resource Insititute to further this subject.

Another challenge concerns the image of green supply chains.

”In the short run, we will still have to do some promoting of greensupply chains as ’cheap and lean’ rather than costly and ’flower-power’. But the results from the work done so far is helping usbuild the evidence,” Erling Johns Nielsen says.

Optimising customers’ supply chain

SupplyChain CarbonCheck

A five-step approach

The SupplyChain CarbonCheck consists of five steps: • Estimate current supply chain carbon footprint & costs,• Simulate carbon footprint & costs of alternative scenarios, • Evaluate CO2 emission & cost reduction potential,• Implement solutions,• Offset the remaining CO2 emissions by acquiring certified

carbon credits.

12–18 months after implementation Maersk Logistics re-calculates supply chain carbon emissions and logistic costs andcompares against the targets set for the project.

www.maersk.com 37

Maersk Logistics is involved in severalcarbon reduction projects for some ofthe worlds largest companies.

Erling Johns Nielsen, Global Headof Maersk Logistics’ Supply ChainDevelopment Team.


Recycling of ships is a much debated issue both in- and outsidethe shipping industry. Photos of huge ships being dismantled onbeaches in for example Bangladesh with hazardous materialstreated as ordinary scrap and handled by unprotected workersare common in international media. It is called “beaching”.

”Ships owned by the A.P. Moller - Maersk Group are not recycledin this way. Our corporate policy on beaching is clear: We do notallow beaching and all recycling must be performed in an envir -onmentally friendly way – green recycling,” says Tom PeterBlankestijn, who is in charge of ship recycling in the A.P. Moller -Maersk Group.

One place to go toIn 2008, just one ship was recycled in full by the A.P. Moller -Maersk Group. Following the policy and procedure for ship re-cycling, a recycling yard in China was used.

”They are, at this moment, the only yard where we can secure recycling in coherence with the A.P. Moller - Maersk Group’s de-mands. Supervisors employed by the A.P. Moller - Maersk Groupare present at the yard during the recycling process to guaranteethat all environmental and human safety standards are met. Thesupervisors also travel to the final disposal facilities for hazardousmaterials leaving the yard, to control that these materials aretreated according to our specifications,” explains Tom PeterBlankestijn.

Commercial know-howThe Group’s expertise in green recycling of ships has, in fact, be-come a valued commodity in the shipping industry. In 2008, re-cycling services for two ships owned by two other shipping com-panies were provided, a number which is certain to grow in 2009.”As we do with our own ships, we provide a service for the cre-

ation of a recycling inventory, a ship recycling plan, assist in theselling and delivery of the ship to the yard as well as guidance tothe crew on the last journey, and finally provide supervision dur-ing the dismantling of the ship,” says Tom Peter Blankestijn.

Awaiting international standardsThe A.P. Moller - Maersk Group decided in 2007 to equip all shipswith what is called a ”Green Passport”. In 2008, preparations havebeen carried out, among other things negotiating with Classifica -tion Bureaus to agree on a standard for obtaining and creating agreen passport. Additional action is awaited in the spring of 2009after the adoption of the International Convention of ShipRecycling and after further developments of the InternationalMaritime Organization’s guidelines supporting the convention.

Green ship recycling: our policy

ENVIRONMENT

The Group’s expertise in green recyclingof ships has, in fact, become a valuedcommodity in the shipping industry.

GREEN PASSPORT

Tracking the life of a ship

The Green Passport is a document, containing an inventory of all ma-terials potentially hazardous to human health or the environment usedin the construction of the ship. The Green Passport accompanies theship throughout its working life and ensures that dismantling the shipsat the end of its lifetime can be conducted in an environmentally responsible and safe manner. So far, more than 40 of our ships havereceived Green Passports, and upcoming new built ships will all haveGreen Passports.

Tom Peter Blankestijn, Head of ship recycling in the A.P. Moller - Maersk Group.

www.maersk.com 39


The Global Reporting Initiative (GRI) is the world’s most widely used sustainability reporting framework. This framework sets out theprinciples and indicators that organisations can use to measure and report their economic, environmental and social performance. For more information about the GRI, please visit: www.globalreporting.org.

Below is an overview of where in the report the GRI standard disclosures can be found.

Global Reporting Initiative

TABLE 11

GRI Standard Disclosures

Section in report

1. Strategy and analysis1.1 Foreword by CEO Foreword (page 1)1.2 Description of key impacts, risks and opportunities Foreword (page 1)

2. Organisational profile2.1 Name of organisation Company profile (inside front cover)2.2 Primary brands, products and/or services Company profile (inside front cover)2.3 Operational structure of the organisation Company profile (inside front cover)2.4 Location of organisation’s headquarters Company profile (inside front cover)2.5 Number of countries where the organisation operates Company profile (inside front cover)2.7 Markets served Company profile (inside front cover)2.8 Scale of reporting organisation Company profile (inside front cover)

3. Report parameters3.1 Reporting period About the report (page 4–9)3.3 Reporting cycle Foreword (page 1), About the report (page 4–9)3.4 Contact point for questions regarding the report Colophon (back cover flap)3.5 Process for defining report content About the report (page 4–9)3.6 Boundary of the report About the report (page 4–9)3.7 Specific limitations on the scope or boundary of the report About the report (page 4–9)3.8 Basis for reporting on joint ventures, subsidiaries, About the report (page 4–9)

leased facilities, outsourced operations etc.3.9 Data measurement techniques and the bases for calculations About the report (page 4–9)3.12 Table identifying standard disclosures in the report This table (page 40)

4. Governance, commitments and engagement4.1 Governance structure of the organisation Governance of health, safety, security and environment (page 10–11)4.8 Internally developed statements of mission or values, environment codes Governance of health, safety, security and environment (page 10–11)

of conduct, and principles relevant to performance4.11 Explanation of whether and how the precautionary approach About the report (page 4–9),

or principle is addressed by the organisation Governance of health, safety, security and environment (page 10–11)4.13 Memberships in associations and advocacy organisation Health and safety (page 14–19), Environment (page 31)

5. Management approach and performance indicatorsEC1 Economic performance Company profile (inside front cover)EN3 Environmental performance Highlights (page 2–3), Environment (page 26–39)EN16 Environmental performance Highlights (page 2–3), Environment (page 26–39)EN20 Environmental performance Highlights (page 2–3), Environment (page 26–39)LA7 Labour practices and decent Work Highlights (page 2–3), Health and safety (page 14–19)


Share your opinion

If you have any enquiries, suggestions or comments tothis report or our performance, or how we present thisinformation, we welcome your comments. You can sendus your feedback by email at [email protected].

You are also welcome to contact Joseph Nazareth, Headof Group HSSE, at +45 3363 4825 or write to us at:

A.P. Moller - MaerskEsplanaden 501098 Copenhagen KDenmark

Att: Group Relations, HSSE

AcknowledgementsEditors: Group Relations, CSRContributing writer: Eva Harpøth SkjoldborgDesign and production: Branded Design ApSCover photo: Tom Ingvardsen Printing: Bording Graphic A/S

May 2009

TABLE 8

Environmental performance: transport segment 2008

Energy consumption 2008 2007Fuel oil 1,000 tonnes 11,985 13,067Diesel 1,000 tonnes 256 110Natural gas 1,000 tonnes 0 1Electricity 1,000 MWh 838 66Energy intensity MJ/USD turnover 17.6 18.6




Other air emissionsSOx 1,000 tonnes 607.6 616NOx 1,000 tonnes 892.4 1,026VOCs 1,000 tonnes 17.14 n/aPM 1,000 tonnes 28.9 45

TABLE 9

Environmental performance: energ

Energy consumptionFuel oil 1,000 tonnes

Diesel* 1,000 tonnes

Natural gas 1,000 tonnes

Electricity 1,000 MWh

Energy intensity MJ/USD turnover

GHG emissionsGHG emissions 1,000 tonnes CO2 eq

Direct GHG emissionsCO2 1,000 tonnes

CH4 1,000 tonnes CO2 eq

HFC 1,000 tonnes CO2 eq

N2O 1,000 tonnes CO2 eq

Indirect GHG emissionsCO2 1,000 tonnes

GHG intensity kg CO2/USD turnover

Other air emissionsSOx 1,000 tonnes

NOx 1,000 tonnes

VOCs 1,000 tonnes

PM 1,000 tonnes


TABLE 6

Lost Time Injury Frequencies in the A.P. Moller - Maersk Group 2008

Business unit Performance ‘07 Target ‘08 Performance ‘08 Target ‘09 Industry benchmark

APM Terminals 9.60 10.35 7.15 6.38 n/a Container Inland Services* 14.40 19.88 13.60 n/a Danbor 4.80 2.52 0 2.38 n/a Dansk Supermarked 11.78 10.60 9.20 8.75 24.70Maersk Container Industry* 3.27 3.34 3.09 32.30Maersk Drilling and FPSOs 1.67 1.50 1.09 1.10 2.355

Maersk Line (incl. Safmarine)* 2.00 1.07 1.00 n/a Maersk Logistics* 3.29 3.83 3.26 n/a Maersk Oil 1.53 1.71 1.96 1.62 0.666

Maersk Supply Service 2.34 2.12 1.43 1.10 1.207

Maersk Tankers 0.59 0.60 1.38 0.60 n/a Norfolkline*** 13.59 12.23 5.63 11.50 n/a Odense Steel Shipyard** 57.00 45.60 42.11 33.70 32.308

Rosti*** 10.78 8.91 3.58 8.42 32.30Star Air (data from 2009) 0Svitzer 2.60 2.00 1.64 1.50 n/a

A.P. Moller - Maersk Group 5.08 4.35 n/a

*** In 2007, all the business units marked * were part of the Container Business and reported under Maersk Line (vessels)(2.12)

and Container Business (2.35)*** Figures do not include the shipyards in Estonia and Lithuania due to insufficient data*** Some business units have developed reduction targets over a five year period, and targets have not been adjusted in light of

annual performance

5 International Association of Drilling Contractors ISP Summary Report 20086 International Association of Oil & Gas Producers, Safety performance indicators – 2007 data, Report No. 409, May 20087 Marine Safety Forum 2007: www.marinesafetyforum.org/upload-files//notices/amm_11.07_ukcs-safety-performance.pdf8 Dansk Arbejdsgiverforening, Arbejdsulykker 2007, 20 August 2008

TABLE 7

Environmental p

Energy consumption

Transport Energy Industry

A.P. Moller - Maersk Group

GHG emissions

TransportEnergyIndustry


Other air emissions

Transport Energy Industry



gy segment 2008

2008 20071,022 781

113 163874 89717 55.4 6.8

8,757 9,961

8,461.4 8,97216.4 8272.5 n/a

36.1 152

12.9 100.5 0.9

144.3 3887.4 63

14.57 16n/a n/a

TABLE 10

Environmental performance: industry segment 2008

Energy consumption 2008 2007Fuel oil 1,000 tonnes 10 0Diesel* 1,000 tonnes 53 304Natural gas 1,000 tonnes 12 10Electricity 1,000 MWh 726 666Energy intensity MJ/USD turnover 0.2 1.5

GHG emissionsGHG emissions 1,000 tonnes CO2 eq 510 791

Direct GHG emissionsCO2 1,000 tonnes 228 248CH4 1,000 tonnes CO2 eq 21.2 2HFC 1,000 tonnes CO2 eq 0.1 n/aN2O 1,000 tonnes CO2 eq 1 13


Other air emissionsSOx 1,000 tonnes 121.6 2NOx 1,000 tonnes 2.2 5VOCs 1,000 tonnes 0.14 n/aPM 1,000 tonnes n/a n/a


performance in the A.P. Moller - Maersk Group 2008

Fuel oil Diesel* Natural gas Electricity Energy intensity1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 MWh MJ/USD turnover

2008 2007 2008 2007 2008 2007 2008 2007 2008 2007

11,985 13,067 256 110 0 1 838 66 17.6 18.61,022 781 113 163 874 897 17 5 5.4 6.8

10 0 53 304 12 10 726 666 0.2 1.5

13,017 13,848 422 577 886 908 1.581 737 10.9 12.2

GHG emissions CO2 CH4 HFC N2O CO2 GHG intensity1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 tonnes kg CO2/

CO2 eq CO2 eq CO2 eq CO2 eq USD turnover

2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007

38,931 42,600 37,865.4 41,076 138.1 23 0.0 n/a 448.5 911 450.7 590 1.2 1.58,757 9,961 8,461.4 8,972 16.4 827 2.5 n/a 36.1 152 12.9 10 0.5 0.9

510 791 228.0 248 21.2 2 0.1 n/a 1.0 13 259.7 528 0.01 0.1

48,198 53,352 46,554.8 50,296 175.7 852 2.6 n/a 485.6 1,076 723.3 1,128 0.8 1.0

SOx NOx VOCs PM1,000 tonnes 1,000 tonnes 1,000 tonnes 1,000 tonnes

2008 2007 2008 2007 2008 2007 2008 2007

607.6 616 892.4 1,026 17.14 n/a 28.9 45144.3 38 87.4 63 14.57 16 n/a n/a121.6 2 2.2 5 0.14 n/a n/a n/a

873.5 656 982.0 1,094 31.85 16 28.9 45

Direct GHG emissions Indirect GHG emissions

health safety security and environment

Documents

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