rscm – the ship owner’s perspective – impa london 2013 | 1 the ship owner’s perspective ulla...
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RSCM – the ship owner’s perspective – IMPA London 2013 | 1
The ship owner’s perspective
Ulla E. Nielsen, Director, CSR, Dampskibsselskabet NORDEN A/SKathrine Geisler Madsen, Manager CSR & Corporate Communication, J. Lauritzen A/S
RESPONSIBLE SUPPLY CHAIN MANAGEMENT
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AGENDA
Presentation of NORDEN and J. Lauritzen
Background – why RSCM by Ulla E. Nielsen, NORDEN
Process – real life scenario by Kathrine Geisler Madsen,
J. Lauritzen
Questions
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THE SHIPOWNERS BEHIND THE INITIATIVE
Dampskibsselskabet NORDEN A/SJ. Lauritzen A/S
A leading global tramp operator
One of the most modern fleets in our industry
Global network of offices and port captains
Asset light business model - active fleet can quickly be adjusted to demand and market conditions
Business driven approach to CSR
Owned by the Lauritzen Foundation
Operate and own a modern fleet
Strategically located overseas offices covering all time zones
Operations ranging from bulk carriers to offshore support vessels
Value and principles based approach to CSR
Evt et Lauritzen foto her
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BACKGROUND – WHY RSCM
Regulations UNGP
OECD
National requirements Report on human rights
Background Sphere of influence
First tier supplier
Challenging task
Collaboration J/L & NORDEN Efficient
Common sense
Proper behaviour
Third Party on-board to lift the concept IMPA
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BUSINESS AND HUMAN RIGHTS?
What is Human rights? Translated
The human rights explained in a language developed for and by business
Common sense Human –rights
Right to non-discrimination
Labour Rights Right to safe and healthy working
conditions
Environment Manage emissions to air
Anti-Corruption Not permitting the payment of bribes
to business partners, government officials or workers
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STRATEGY
Next step Approach our suppliers
IMPA ACT Enter a dialog
Self assessment scheme
Code of Conduct
Register in the database
Process UNGP 2011 Safe process
Natural next step Focus area RSCM vs. Environment
“Order in our own house” Mapping all in-house processes
Transparency
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PROCESS – REAL LIFE SCENARIO
Our interaction process at a glance
Working closer with our suppliers
SELECTSpend dependency
and frequency
INFORMING & ENGAGING
PARTNERING & IMPLEMENTATION
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ORGANISATIONAL DEVELOPMENT
Commitment from top management gives enthusiasm
Internal awareness and understanding motivates
Training of key people/ purchasers ensures competence development
Knowledge sharing creates cohesion
Internal capacity development
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ENGAGING IN DIALOGUE
SUPPLIERAll of the rights in your Self Assessment Survey are not relevant for us
SUPPLIERWe are just a small supplier, we cannot have all kinds of systems in place
SHIPOWNERThey might not be – but your company could have a potential impact on rights never considered
SHIPOWNERPerfect – our approach to RSCM will assist your commitment (prin. 1-6)
SUPPLIERWe have signed and support the UN’s Global Compact
SHIPOWNERYou are already doing a lot! More customers will demand this your competitive advantage
UNGP outline and operationalise how to respect human rights Policy commitment, due diligence, remediation
All businesses shall respect all human rights – this is an opportunity for thorough risk assessment
A systematic approach is more cost effective – and the system shall be relative to size, context etc.
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DEALING WITH DILEMMAS
Decision making matrix Is it a crucial or non-crucial
supplier?
Do we have leverage?
Suggested actions Use our leverage to mitigate
abuse and ensure access to remedy
Capacity development
Collaborate with other ship owners
Work with local or central government
End relationship
”Evt teksten fra Lauritzen – slide 9
her ?
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Questions?
Ulla E. Nielsen, [email protected] Geisler Madsen, [email protected]