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Sustainable Shipping
Opportunities beyond Compliance
    Presentation for YoungShip Environmental Seminar 2013

                         By David Hansen,
   Practice Director of Corporate Responsibility & Sustainability


                                                                    07.02.2013
Sustainable Shipping. Opportunities beyond compliance
3




07.02.2013
Sustainable Shipping. Opportunities beyond compliance
5




  Mega trends
       Individualisation
       Democratisation
       Globalisation
       Immediacy of Media
       Transparency & Big data


        Power
        of the
        Public

07.02.2013
6




  Sustainability trends
       Reporting
         Standardisation and integration
         «Live reporting» and dialogue


       Integrated thinking:
         From projects to core business
         From «side shows» to integrated thinking
         From operational gains to strategic innovation


       Reciprocity:
         Transparency, accountability and shared value


07.02.2013
Corporate Responsibility 360




                                                     MARKET /
                                 ENVIRONMENT
                                                    INDUSTRY


                                          Company/
                                         organisation



                                 WORKPLACE              SOCIETY


Business in the Community (UK)
segmentation



  07.02.2013
Three kinds of accountability   8




    Horizontal

    Vertical

    Societal




07.02.2013
CSR Reporting: It’s all about materiality   9




07.02.2013
Three concepts to prioritise materiality                                10




A.    The potential for sustainability factors to cause substantial
      disruption, either positive or negative, to social and
      environmental systems. The greater the potential for
      disruption the more material the sustainability factor will be.

B.    The degree of uncertainty involved in the potential impacts
      on social and environmental systems of a sustainability
      factor. The greater the range of uncertainty the more
      material the sustainability factor is likely to be.

C.    The length of time over which a sustainability factor has
      potentially disruptive impacts. The longer the period of time
      the more material the sustainability factor is likely to be.



07.02.2013
Typical mistakes in sustainability reporting                       11




÷ Incidental. CSR-thinking does not appear to be systematic.

÷ Not strategic. Lacking materiality assessment of issues and
  stakeholders. Hard to see targets or direction.

÷ Lacking context and evidence from overall KPIs down to
  individual ships, service or product lines.

÷ Poor connectivity. Useful data is not seen with the objectives
  or other basis of comparison, the industry / sector.



07.02.2013
Integrated Reporting                                                           12



   Companies can use sustainability efforts to improve their financial performance
   through integrated reporting, a comprehensive method for reporting value,
   performance and impact.


 Financial Performance          Integrated Reporting
                                enables companies to view          Integrated
                                                                   Integrated
                                 financial performance in a        Reporting
                                                                   Reporting
                                 sustainability context and         Website
                                                                    Website
                               sustainability performance in
Nonfinancial Performance              financial context         leverages online
                                                                 tools to improve
   Environmental Impact                                            dialogue and
                                                                engagement with
        Social Impact                    Annual                      all public
                                         Report                     audiences
     Governance Impact



 07.02.2013
Sustainability reporting limitations                                      13



 By neglecting to explore the relationship between financial and
 nonfinancial performance, many corporate sustainability reports tell only
 part of the story.


   Typical Sustainability Report               Critical Omissions

         “Shortened more than 75             What is the overall
         percent of fleet routes             financial impact of these
         from five days to four”             improvements?

         “Saved more than 1.5                Did the money saved on
         million gallons of fuel”            reduced fuel consumption
                                             outweigh the total cost of
         “Trimmed emissions by               the changes to the fleet
         20 percent”                         routes?



07.02.2013
Five materiality tests                                                14




1.    Financial impacts and risks implicit in sustainability issues
      specific to various industries.

2.    Sustainability-related legal, regulatory, and policy drivers
      likely to have the greatest implications for the industries.

3.    Sustainability norms and standards developed by particular
      industries or broad-based industry watch-dog organizations.

4.    Stakeholder concerns of a substantial nature, and emerging
      substantial social and environmental trends in given
      industries.

5.    Opportunities for social and environmental innovation
      specific to each industry.

07.02.2013
What you measure matters                        15




 Think audiences and usability.

 Show relationship between business, risk factors
 and governance and solutions.

 Acknowledge expectations and embrace the
 opportunities that come with transparency.
Customised reporting   16




07.02.2013
Long-term and integrated thinking



                       Integrated report


                          Strategic
           Operating
Company                  Objectives
            Context,                  Governance
Overview                     and
           Including                     and                   Future
  and                   Strategies to            Performance
           Risks and                   Remune-                 Outlook
Business                  Achieve
            Oppor-                      ration
 Model                      these
            tunities
                         Objectives
New Norwegian reporting requirements



     § 3-3c: CR & Sustainability reporting



Instruments   Actions       Results      Expectations   Certifications




                    Board Director’s liability

              Styreansvar for alle opplysninger
Principles for responsible investment                     19




1.   We will incorporate Environmental, Social and
     Governance (ESG) issues into investment analysis
     and decision making processes.

2.   We will be active owners and incorporate ESG
     issues into our ownership policies and practices.

3.   We will seek appropriate disclosure on ESG issues
     by the entities in which we invest.

4.   We will promote acceptance and implementation of
     the principles within the investment industry.

5.   We will work together to enhance our effectiveness
     in implementing the principles.

6.   We will each report on our activities and progress
     towards implementing the principles.
07.02.2013
Relevance testing your CSR efforts                                 20




Advanced risk management             Purpose driven corporate culture




                                                       Wanted
      ESG-                 CSR-                        position:
     handling              efforts                    Values and
                                                        identity




07/02/2013
Symbolic vs. substantive CSR                       21




Symbolic                Substantive
  Donations               Operational gains:
  Board committees on     Making sure your
  ESG-issues              business reduces its risks
                          and negative impact.
                          Strategic innovation:
                          Making sure your
                          business becomes part of
                          the solution to
                          environmental or social
                          problems.

07.02.2013
Summary: Getting beyond compliance             22




    Embrace the opportunities of transparency
    Express ambitions, results and risks
    Enhance integrated thinking
    Engage in dialogues

        Example: Identify and communicate your
Economic, Environmental and Social Profit & Loss.


07.02.2013
THANK YOU
FOR YOUR KIND
ATTENTION
David Hansen
      Telefon:
  +47 90523113
       e-mail:
 david@gambit.no
      Twitter:
   dhansentwitt

Practice Director,
CR & Sustainability


07.02.2013

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Sustainable Shipping. Opportunities beyond compliance

  • 1. Sustainable Shipping Opportunities beyond Compliance Presentation for YoungShip Environmental Seminar 2013 By David Hansen, Practice Director of Corporate Responsibility & Sustainability 07.02.2013
  • 5. 5 Mega trends Individualisation Democratisation Globalisation Immediacy of Media Transparency & Big data Power of the Public 07.02.2013
  • 6. 6 Sustainability trends Reporting  Standardisation and integration  «Live reporting» and dialogue Integrated thinking:  From projects to core business  From «side shows» to integrated thinking  From operational gains to strategic innovation Reciprocity:  Transparency, accountability and shared value 07.02.2013
  • 7. Corporate Responsibility 360 MARKET / ENVIRONMENT INDUSTRY Company/ organisation WORKPLACE SOCIETY Business in the Community (UK) segmentation 07.02.2013
  • 8. Three kinds of accountability 8 Horizontal Vertical Societal 07.02.2013
  • 9. CSR Reporting: It’s all about materiality 9 07.02.2013
  • 10. Three concepts to prioritise materiality 10 A. The potential for sustainability factors to cause substantial disruption, either positive or negative, to social and environmental systems. The greater the potential for disruption the more material the sustainability factor will be. B. The degree of uncertainty involved in the potential impacts on social and environmental systems of a sustainability factor. The greater the range of uncertainty the more material the sustainability factor is likely to be. C. The length of time over which a sustainability factor has potentially disruptive impacts. The longer the period of time the more material the sustainability factor is likely to be. 07.02.2013
  • 11. Typical mistakes in sustainability reporting 11 ÷ Incidental. CSR-thinking does not appear to be systematic. ÷ Not strategic. Lacking materiality assessment of issues and stakeholders. Hard to see targets or direction. ÷ Lacking context and evidence from overall KPIs down to individual ships, service or product lines. ÷ Poor connectivity. Useful data is not seen with the objectives or other basis of comparison, the industry / sector. 07.02.2013
  • 12. Integrated Reporting 12 Companies can use sustainability efforts to improve their financial performance through integrated reporting, a comprehensive method for reporting value, performance and impact. Financial Performance Integrated Reporting enables companies to view Integrated Integrated financial performance in a Reporting Reporting sustainability context and Website Website sustainability performance in Nonfinancial Performance financial context leverages online tools to improve Environmental Impact dialogue and engagement with Social Impact Annual all public Report audiences Governance Impact 07.02.2013
  • 13. Sustainability reporting limitations 13 By neglecting to explore the relationship between financial and nonfinancial performance, many corporate sustainability reports tell only part of the story. Typical Sustainability Report Critical Omissions “Shortened more than 75 What is the overall percent of fleet routes financial impact of these from five days to four” improvements? “Saved more than 1.5 Did the money saved on million gallons of fuel” reduced fuel consumption outweigh the total cost of “Trimmed emissions by the changes to the fleet 20 percent” routes? 07.02.2013
  • 14. Five materiality tests 14 1. Financial impacts and risks implicit in sustainability issues specific to various industries. 2. Sustainability-related legal, regulatory, and policy drivers likely to have the greatest implications for the industries. 3. Sustainability norms and standards developed by particular industries or broad-based industry watch-dog organizations. 4. Stakeholder concerns of a substantial nature, and emerging substantial social and environmental trends in given industries. 5. Opportunities for social and environmental innovation specific to each industry. 07.02.2013
  • 15. What you measure matters 15 Think audiences and usability. Show relationship between business, risk factors and governance and solutions. Acknowledge expectations and embrace the opportunities that come with transparency.
  • 16. Customised reporting 16 07.02.2013
  • 17. Long-term and integrated thinking Integrated report Strategic Operating Company Objectives Context, Governance Overview and Including and Future and Strategies to Performance Risks and Remune- Outlook Business Achieve Oppor- ration Model these tunities Objectives
  • 18. New Norwegian reporting requirements § 3-3c: CR & Sustainability reporting Instruments Actions Results Expectations Certifications Board Director’s liability Styreansvar for alle opplysninger
  • 19. Principles for responsible investment 19 1. We will incorporate Environmental, Social and Governance (ESG) issues into investment analysis and decision making processes. 2. We will be active owners and incorporate ESG issues into our ownership policies and practices. 3. We will seek appropriate disclosure on ESG issues by the entities in which we invest. 4. We will promote acceptance and implementation of the principles within the investment industry. 5. We will work together to enhance our effectiveness in implementing the principles. 6. We will each report on our activities and progress towards implementing the principles. 07.02.2013
  • 20. Relevance testing your CSR efforts 20 Advanced risk management Purpose driven corporate culture Wanted ESG- CSR- position: handling efforts Values and identity 07/02/2013
  • 21. Symbolic vs. substantive CSR 21 Symbolic Substantive Donations Operational gains: Board committees on Making sure your ESG-issues business reduces its risks and negative impact. Strategic innovation: Making sure your business becomes part of the solution to environmental or social problems. 07.02.2013
  • 22. Summary: Getting beyond compliance 22 Embrace the opportunities of transparency Express ambitions, results and risks Enhance integrated thinking Engage in dialogues Example: Identify and communicate your Economic, Environmental and Social Profit & Loss. 07.02.2013
  • 23. THANK YOU FOR YOUR KIND ATTENTION
  • 24. David Hansen Telefon: +47 90523113 e-mail: david@gambit.no Twitter: dhansentwitt Practice Director, CR & Sustainability 07.02.2013