corporate responsibility - dp worldar.dpworld.com/2013/...corporate_responsibility.pdf · corporate...

28 DP World Annual Report and Accounts 2013

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People and Safety

DP WorldCorporate

Responsibility

Corporate Responsibility

At DP World, we believe in being a responsible corporate citizen and making a sustainable difference in the communities in which we operate.

Our senior management painted a canvas with the team from “Mawaheb from Beautiful People”, an art studio in Dubai for adults with special needs

Corporate responsibility is good for our people, our customers, our communities and our environment. We recognise that fully integrated corporate responsibility does not happen overnight and it requires change across systems, processes, people and behaviours. Our business involves long-term investments and sustainable development takes time to develop, integrate and build. The aim of our corporate responsibility approach is to integrate responsible business practices into our daily activities to bring about long-term sustained improvements that meet the needs of the communities in which we operate, both today and in the future. We recognise that our global reach brings diversity. Rather than applying a uniform policy across the markets in which we operate, our corporate responsibility effort is based on the four quadrants of community, environment, people & safety and marketplace which are applied to suit the local needs of each community. Having a global plan with local action provides consistency, yet enables each business unit to consider what will provide the greatest benefit relevant to what they do and where they operate.

Build sustainable communities through strategic community investment

Reduce our impact on the environment through innovation, new technologies and behavioural change

Build an inclusive, supportive and safe work environment that develops the progression of our people and creates a culture of diversity, safety and well-being

Be recognised as a sector leader in corporate responsibility and governance, thought leadership and innovation


http://ar.dpworld.com/2013

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Making a sustainable difference

The Corporate Responsibility Advisory Committee supports the integration of corporate responsibility into our business. The Committee is chaired by the Group CEO, Mohammed Sharaf and met four times during 2013 with key outcomes including:

• policy development and implementation;

• introduction of the corporate responsibility scorecard to measure progress at the regional level;

• embedding corporate responsibility into objectives and personal development plans; and

• reviewing and setting corporate responsibility budgets.

Corporate responsibility is a strategic pillar of our global strategy, an enabler essential to facilitating the responsible development and sustainable growth of our business. To support the sharing of best practice and the regional integration of our corporate responsibility strategy, 13 corporate responsibility champions were appointed across the regions and they met five times during 2013 via teleconference.

The Board receives a safety and environment report at each Board meeting to monitor the Group’s performance against key performance metrics. Our management also plays a role in leading by example by actively promoting safety onsite to create a safer working environment.

Stakeholder engagement is essential to the successful implementation of our corporate responsibility strategy. Increasingly our business units undertake stakeholder engagement mapping to understand and identify key issues so that we can engage the wider community, especially at our new developments. In 2013, we developed stakeholder mapping tools for the corporate responsibility champions to use when developing new partnerships in the community.

Staff surveys were widely conducted across our terminals to gain a better understanding of our peoples’ knowledge of our corporate responsibility framework and strategy and to collect their ideas on corporate responsibility initiatives and interest in participating in programmes. The results of the surveys will form the basis for developing the 2014 corporate responsibility business unit and regional action plans. The corporate responsibility champions, in collaboration with regional management, have developed the regional corporate responsibility plans.

MEASURING PROGRESSWe regularly measure our progress against our corporate responsibility strategy. In 2013, we launched the corporate responsibility scorecard, a tool for our corporate responsibility champions to measure progress in regions and business units against our four quadrant framework. The scorecard was completed twice during 2013 and the results were reported to the Corporate Responsibility Advisory Committee.

We also believe that it is important to measure changes in behaviour and embed such change through individual performance objectives. Significantly, an outcome of the Corporate Responsibility Advisory Committee in 2013 was the decision to incorporate corporate responsibility focused objectives for senior management with ongoing monitoring to be implemented in 2014 to chart progress.

COMMUNICATIONThe key to involving and inspiring our people is communication. In 2013, we developed a clear corporate responsibility communications plan with key messages which was distributed to the corporate responsibility champions for inclusion in regional communications. We have refreshed our external website to ensure that external audiences are aware and understand our approach. We also launched an online e-learning module for our people to improve their understanding of what corporate responsibility is and what it means to our Company. In 2014, we will further focus on developing our internal communication tools.


FOR MORE INFORMATIONSEE PAGES 32-33



FOR MORE INFORMATIONSEE PAGE 41

CommunityBuild sustainable communities through strategic community investment.

EnvironmentReduce our impact on the environment through innovation, new technologies and behavioural change.

• Implemented a community investment framework.

• Implemented a grant agreement template to promote good governance when partnering with not-for-profit organisations.

• Implemented the corporate responsibility scorecard for

• Completed a global energy footprint assessment for our business.

• Received an external review of our carbon management, achieving distinguished scores for emission management, strategy and governance categories.

Corporate ResponsibilityOur Four Quadrant Approach to Corporate Responsibility

Our corporate responsibility strategy is based on the four quadrants of community, environment, people & safety and marketplace which are applied to suit the local needs of each community. Our progress in 2013 and our future focus areas for each of the quadrants are outlined in the table below.

2013 ACHIEVEMENTS

measuring our progress against strategy across our Group.

• Developed and implemented a volunteering programme for Head Office employees.

• Improved communication and increased regional understanding of our strategic community investment approach.

• Invested in establishing a specialist energy management team of engineers, environmental specialists and operations analysts, to drive reductions in energy consumption across our Group.

MarketplaceBe recognised as a sector leader in corporate responsibility and governance, thought leadership and innovation.

• Co-convened the third Counter-Piracy Conference themed ‘Countering Maritime Piracy: Continued Efforts for Regional Capacity Building’.

• Updated our website with a dedicated corporate responsibility section to improve external communication.

• Increased communication regarding our corporate responsibility initiatives with 17 related press releases being issued during the year.

People and SafetyBuild an inclusive, supportive and safe work environment that develops the progression of our people and creates a culture of diversity, safety and well-being.

• Won Best Implementation of Digital Learning Award MEA and launched a number of e-learning initiatives and workshops to support the continued learning and development of our people.

• 556 people from our team received operations specific training delivered by our DP World Institute.

• Introduced Human Capital global safety standards and introduced new global engagement programmes for implementation at our terminals to manage risks to our people, our assets and the environment.

• Conducted the 2013 My World global employee engagement survey and held subsequent seminars to discuss the results.



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DP World Karachi (Pakistan) DP World Yarimca (Turkey) Doraleh Container Terminal (Djibouti) DP World Sokhna (Egypt)

We aim to:• Further invest in the communities

in which we operate based on identified key areas of education, health, marine environment and community development.

• Identify and develop appropriate tools to measure social return on investment.

We aim to:• Complete detailed energy consumption

assessments across our Group. • Enhance our capability to manage

and reduce our freshwater consumption by developing a comprehensive usage footprint.

230+community projects and partnerships across our global network.

13 corporate responsibility champions appointed globally.

231 hours were volunteered for community projects by our Head Office team.

15% reduction of KgCO2e/ModTEU (per Modified TEU) since 2009.

17% reduction in Mega Joules of Energy used per Total Terminal Move since 2009.

KEY PERFORMANCE INDICATORS FUTURE FOCUS AREAS

• Build our volunteering programme across our global network.

• Build capability across our Group to further improve the management of strategic community investment.

• Introduce and pilot renewable and alternative energy options into our core business functions.

• Develop and expand our capability to recycle and manage waste with the wider stakeholder group for the whole supply chain.

>750 government and industry leaders attended the Counter-Piracy Conference in 2013.

We aim to:• Work in partnership with our

Internal Audit team to identify controls and measures to enhance transparency and governance of corporate responsibility initiatives.

• Continue to enhance our internal and external communication.

• Identify appropriate forums for DP World to be an active participant in corporate responsibility debate and policy development.

37% reduction in our lost time injury frequency rate since 2009.

52% of our people have been with the Company for over five years

We aim to:• Roll out health, safety and

environment programmes to improve understanding and strengthen the safety culture at our business units.

• Complete safety and environment assessments.

• Deliver accident investigation training to all terminals to enhance quality investigations and improve risk management.

• Launch our “Women are a Valuable Asset” initiative in support of our commitment to increasing diversity amongst our team.

• Introduce a new talent management system to streamline the management of our global talent pool.

• Introduce a new state of the art performance management, succession and career planning system.



The Community

OUR PERFORMANCE IN 2013While our focus was on strategic community investment during 2013, we aim to ensure it is targeted at relevant social issues that will have a long-term impact. This means developing alliances with our community partners rather than simple philanthropic donations. One mechanism by which we achieve this is through volunteering, where our people share their skills and expertise and get involved in hands-on activity such as reading to children or renovating a school.

As part of this approach, we have developed a community investment framework that describes our work, determines our responsibilities and those of our not-for-profit partners and helps us maintain our focus on achieving sustainable long-term change. This was launched in tandem with the introduction of our grant agreement template that sets out accountabilities and responsibilities when we work with not-for-profit organisations. In 2014, we aim to develop a community investment toolkit, including a contributions policy and a corporate responsibility expenditure policy.

Earlier in the year, we launched our volunteering programme for our Head Office team, providing them with the opportunity to volunteer for one day a year in the community. From the implementation of the volunteer framework in May 2013 the Head Office team contributed 231 hours to the community.

Across our portfolio and throughout 2013, our people demonstrated their commitment to the communities in which they work:

• Our Philippines operation is driving sustainable corporate responsibility through its work directly with the community. Employees have been involved in a wide variety of activities, from regular environmental clean-ups to supporting healthcare initiatives by sponsoring doctors to visit disadvantaged communities surrounding the port and providing free medical check-ups and consultations. Following the devastating Typhoon Haiyan, a relief hub was established at the port providing free use of berth and warehouse space and equipment.

• Our team in Hong Kong have been working with the NGO Sheung Kung Hui Welfare Council in Tung Chung for over four years, providing young people with the opportunity to pursue their interests and discover their abilities. Sponsored lessons, extra-curricular activities, field trips and a series of structured youth activities are part of the programme.

• Qasim International Container Terminal has adopted the Darsana Chana village with the aim of developing a sustainable community. Support has included the installation of wells and filtration units for clean drinking water, sponsoring the education of children and collaboration with a local non-government organisation to provide education and training for local women.

• DP World is also one of the main supporters of the Indian Maritime University, encouraging young men and women to become industry leaders of tomorrow.

As a global operator of container and marine terminals, our business is focused on long-term investments and we therefore become a significant part of the communities in which we operate. We endeavour to become an enabler in those communities by involving ourselves in projects and initiatives that will raise awareness, tackle social issues and make a difference.

“WE ENCOURAGE OUR EMPLOYEES TO ENGAGE WITH THE COMMUNITY AND ACTIVELY MAKE A DIFFERENCE. VOLUNTEER WORK IN SUCH PROGRAMMES ENRICHES THE QUALITY OF LIFE OF BOTH VOLUNTEERS AND THE PEOPLE THEY HELP.” MOHAMMED SHARAF GROUP CHIEF EXECUTIVE OFFICER



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• In Caucedo, DP World hosted for the eighth consecutive year, the Back to School Party for over 300 children. The theme this year was focused on the environment and an eco-rally was run; a fun, dynamic, educational and physically challenging activity for the children and their parents.

• In Australia, many of our people dedicate their time, energy and resources to the communities in which they live and work. Some of the partners we have worked with include Variety NSW – The Children’s Charity, Maroubra Surf Life Saving Club, Sids and Kids, Royal Melbourne Children’s Hospital and the Queensland Dare to Lead Aboriginal Youth Camps.

• In Europe, the team focused on communication through an online tool to share information on corporate responsibility initiatives. We aim to disseminate this across our global network and encourage other regions to develop similar tools.

• In Djibouti, we worked closely with USAID, FHI360 and the Government of Djibouti to construct and develop a community health centre which will act as a focal point for the local community, port workers and truck drivers to receive health checks and to build greater awareness and understanding of HIV/AIDS, malaria and tuberculosis.

• In the UAE, we participated in Clean-Up UAE in December 2013, an environmental initiative launched by Emirates Environmental Group in 2002. This year, more than 200 volunteers collected approximately four tonnes of waste. We also continued our support for people with the hereditary blood disorder thalassemia by encouraging volunteers to donate blood to help meet the shortage of blood for emergency transfusions. In 2013, more than 100 of our people donated blood for this cause.

Above: DP World Sydney (Australia), going clockwise DP World Jebel Ali (UAE), DP World Constanta (Romania), DP World Cargo Services (South Africa)


Kg CO2e/ModTEU

13 6.4%09 19.4%10 18.3%1112

18.0%17.5%

16.4%

MJ Energy/TTM

13 6.4%09 87.6%10 83.2%1112

79.0%75.7%

72.3%


OUR PERFORMANCE IN 2013We report on all safety and environmental impacts over which we have operational control or if one of our subsidiaries has the authority to introduce and implement our operating policies at the business unit.

ENERGY CONSUMPTIONSwitching to energy efficient technologies and upgrading our processes are the backbone of our reduction strategy, whilst in-house energy assessments and environmental engagement programmes raise awareness of the impact we have on our environment and natural resources to change behaviour.

Our focus on emissions has achieved a 15% intensity reduction of KgCO2e/ModTEU (per Modified TEU)19 from our 2009 baseline and for 2013, we recorded a 4% decrease in energy consumption against 2012 figures in Mega Joules of Energy used per Total Terminal Move (MJ Energy/TTM).

WATER CONSERVATIONThe availability of fresh water is a growing global challenge, and operating in water scarce areas brings with it additional operational and commercial challenges. We have implemented a fresh water monitoring and reporting system to capture data across our portfolio which will enable us to implement appropriate fresh water conservation techniques globally to preserve our environment. Our team at Jebel Ali (UAE) have already taken steps to reduce fresh water consumption through irrigation initiatives that have resulted in the annual water saving of almost 64 million litres and the installation of water recycling plants, saving approximately 75% of water consumption by the technical department workshop.

WASTE MANAGEMENTIn 2013, we launched numerous waste reduction competitions to reduce waste generated at our terminals. These included waste avoidance and minimisation, re-using, recycling, and the recovery and treatment of waste to generate energy. Some business units are now currently adopting waste reduction options such as reducing paper consumption through the use of electronic processes and communications which will have an impact across the supply chain. Others are reviewing their entire operations to identify and implement as many opportunities for reducing waste as possible.

The Environment

We aim to minimise the environmental impact of our global operations – our goal is zero harm. We operate in a range of different environments around the world and we strive to reduce the environmental impact of our operations through rigorous planning and management. Our focus is on reducing our resource consumption, preventing pollution, conserving biodiversity and managing emissions to preserve the world we live and operate in.

A reporting organisation’s direct emissions. Examples include: emissions from fuel burned onsite e.g. diesel, gas, petrol, LPG, oil, and refrigerants.

A reporting organisation’s indirect emissions. Examples include: emissions associated with the generation of electricity (grid), heating/cooling, or steam purchased for own consumption.

Wastewater Treatment Facility at Asian Terminals Inc (ATI) (Philippines)As part of our global initiative to implement fresh water conservation techniques and reduce waste at our terminals, ATI, the sole container terminal and multi-cargo port operator of the Manila South Harbor (Philippines) constructed and installed a wastewater treatment facility. The project was initiated by ATI’s Energy Conservation Committee. The wastewater treatment project is an onsite treatment of wastewater generated from the cleaning of equipment, which consists of an activated sludge process that serves as treatment of effluent from the existing oil and water separator. Treated water is then reused for cleaning of heavy equipment hence no water consumption and no discharge of wastewater. This project saved 40,000 litres during 2013, and should continue to achieve similar savings in the future.

CASE STUDY

KgCO2e/TEU = [(Scope 1 x emission factor) + (Scope 2 x emission factor)] Number of Modified TEU

19 KgCO2e/Mod TEU (kilograms of carbon dioxide equivalent per twenty-foot equivalent unit) is the sum total of both scope 1 and 2 emissions normalised against Modified TEU for business to business comparative measurement. An example of this calculation is displayed below.

SCOPE 1 EMISSION

SCOPE 2 EMISSION



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Energy Reduction ProjectDP World has engaged in an energy reduction project and campaign as a complimentary approach to our CO2e emission reductions, and to promote all round energy efficiency in our terminals. Energy efficiency not only minimises our environmental impact but also that of the global supply chain of which we are a key component.

The project is led by a dedicated energy management team and supported by highly skilled environmental and operational specialists. The initial phase saw business units across our portfolio identify and commit to shared best practice initiatives in order to kick start savings with proven opportunities. The delivery portion of this component will run until 2015 as identified projects are incrementally implemented. The picture above is an example from the electrification project being carried out at the Jebel Ali Container Terminal 1 (UAE). The project involves converting diesel powered rubber tyred gantry cranes to electrical supply, which dramatically reduces energy consumption and the environmental impact of our operations.

The second phase involves a three-year programme of energy assessments performed across all our business units. In 2013, assessments were successfully completed in approximately one third of our business units providing each with targeted and prioritised energy reduction opportunities.

We also held a global energy conference in March 2013. The conference was specifically aimed at empowering regional representatives and focusing on effective communication of alternative fuel and emerging energy saving initiatives. This conference included key note speakers and presentations from leading internal and external industry experts.

In addition to these activities we have increased our positive engagement with industry suppliers. We will continue to work with our suppliers to identify and develop the most energy efficient and environmentally friendly technologies and then bring this technology from concept to working reality.

CASE STUDY

Jebel Ali re-uses materialsThe Jebel Ali Terminal 3 (T3) development required a large area to be levelled, ready for construction of the new yard area and upgraded quay. This involved dismantling six warehouses, removing 1.1km of interlock tiles and clearing other material such as bollards and marine fenders. In collaboration with the various stakeholders, we were able to recycle and reuse a significant amount of the cleared material, drastically reducing any impact on the local environment. For example, approximately 75% of the interlock tiles and 50% of any fill material (such as crushed concrete, sand, soil etc) will be reused for the T3 development. Most impressive of all, was that of the six warehouses that were dismantled, 100% of the material was salvaged and used in the construction of a new passenger terminal at DP World’s Mina Rashid Cruise Terminal in Dubai.

CASE STUDY

DP World Jebel Ali (UAE)



Our People

DP World Institute training programme (UAE)

We consider our dynamic and professional team of over 30,000 people to be our biggest competitive advantage; we value them as individuals and as a global team. Our global Human Capital strategy is to:

• build a high performance workforce;

• encourage a learning and innovative organisation;

• add value to our market reputation;

• be an employer of choice; and

• contribute to diversity management.

Our recruitment policy and processes are designed to recruit candidates that share our values of teamwork, commitment, responsibility, collaboration and innovation and we prioritise internal promotion wherever possible. Standardising our selection and recruitment process gives us comfort that our long-term staffing needs will match our business demands.

By fostering a culture of excellence in performance through role and goal clarity we provide our people with the opportunity to learn and grow giving them the skills they need to succeed and creating a solid platform of resilient and efficient employees.

OUR PERFORMANCE IN 2013During 2013, a wide range of initiatives were rolled out in line with our Human Capital strategy:

• The newly-developed Planning Terminal Operations workshops were rolled out across the business, allowing our people with operational, planning and execution duties to practice and develop their skills in a realistic and safe environment. We deployed state-of-the-art simulation software and real versions of our terminal operating systems for our people to investigate a range of optimisation tools and techniques. Visual feedback tools and KPIs demonstrate the operational and financial impact of different operational strategies and plans, and allow our people to test and understand different techniques safely, then develop improvement plans for implementation in live operations.

• A new framework for leadership development was implemented using a range of globally-recognised academic experts, teams of regionally based leadership facilitators and internal resources. A new leadership learning curriculum was developed, built around four strategic leadership pillars aligned with DP World’s organisational strategies and priorities; translating strategy, innovation & collaboration, leading change and corporate responsibility.

• Further progress was made with using new technology to deliver more flexible and far-reaching learning solutions to our people. One example is the iLearn web-based learning management system, which offers eLearning courses, tutor-led webinar sessions and work-based assignments. This allows for more flexible learning that is linked more realistically to workplace examples and situations.

• As well as continuing to deliver the well-established Advanced Trainer and Assessor (ATAP) programme, support was extended to the regions and business units to enhance their local training activities. This has seen DP World Institute staff provide advisory support to terminals and port authorities on the setting-up of operational training. Support in developing local training capability was also delivered. This will result in best-practice processes and learning material being offered to the wider port community.

Business improvement projects were also undertaken by our people attending DP World Institute programmes. During 2013, projects were launched with the aim of:

• improving radio communication systems and technology;

• introducing new processes for handling out-of-gauge cargo at breakwater berths;

• improving fuel consumption by improving yard layout;

• revising guidelines for operational supervisors;

• reducing risk of injury by using a seal inspection platform and quay edge protection;

• using remote cameras to improve operational supervision; and

• introducing focused toolbox talks to improve equipment operator performance.

ENGAGING OUR PEOPLEWe recognise the need to have a solid understanding of the attitudes and opinions of our people, and to use this insight to foster the creation of a highly engaged workforce and retain our existing talent pool. Furthermore, we benefit from understanding the relationship between employee engagement and business performance. We measure these key indicators bi-annually through our My World employee engagement survey which we then use to benchmark ourselves globally.

The My World survey was conducted in 2013 in 26 languages and we received over 16,000 responses which represents a response rate of 77%20. Nineteen categories were surveyed ranging from leadership, development and growth, corporate responsibility and diversity.

Against the global high performance companies norm, the 2013 results indicate that we are performing strongly and we are pleased to see that our people see their development and growth and customer focus as two areas where we are particularly strong.

The survey results indicate that safety, working conditions and workload, customer focus and corporate responsibility are key to driving sustainable engagement across our business. As well as analysing the views of our people, we appreciate that their views impact on other business metrics, such as safety (lost time injury frequency rates), operations (truck turnaround time), financial (EBITDA) and human capital (absenteeism). Understanding these links allows us to focus on the areas of priority with the aim of improving our business performance.20 The 77% response rate is calculated based on the

participating business units within our Group that took part in the 2013 survey.



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■ 85% Male15% Female ■

Gender of Senior Management

■ 23% Under 3065% 30 to 5012% Above 50

■■

Age of Employee

■ 93% Male7% Female ■

Gender Diversity of Our Team

■ 3% Executive Management13% Middle Management84% Operational and Support Staff

■■

Job Level

■ 48% 0 to 5 years24% 5 to 10 years20% 10 to 20 years8% Above 20 years

■■■

Years of Service

■ 35% Asia Pacific and Indian Subcontinent18% Australia and Americas47% Middle East, Europe and Africa

■■

Region

EMPLOYEE METRICS

The diversity of our workforce is reflected in our business focus on growing markets.

The development of new business and business expansion continues to be reflected in the increase in DP World’s workforce. With 48% of our people being considered new joiners, we ensure that our outlook remains fresh, while retaining 52% of our staff for more than five years ensures we maintain a stable, well-diversified workforce providing operational and functional expertise to support new joiners.

Reflecting the operational nature of our business, a large majority of our workforce is employed in an operational capacity. This is managed by an appropriate proportion of middle management who provide support to executive management in achieving the strategic priorities of our Company.

This graph shows the gender diversity of our people as at 31 December 2013. Our commitment to diversity was evidenced in 2013 with the Board approving a board diversity policy. Further information on our board diversity policy is available in the Report of the Directors on page 51. While we are proud of the diversity of our people, this is one area that we will work to improve in 2014 and beyond.

We continue to have a well-diversified age profile across our Group. A strong emphasis on succession planning which is overseen by the Board, reflects the importance of ensuring we have a sustainable work force with the right people available who have the right skills to meet our needs today and in the future. A framework of performance management, individual development and succession planning supports our business.

The gender diversity amongst our senior managers is shown in the graph below. We define a senior manager as a person who contributes to the planning or direction of our business, or a strategically significant part of our business.


Safety

OUR COMMITMENT TO SAFETYOur people are the key to our success; their safety, security and wellbeing is our top priority. Our goal is zero harm, with safety as a business wide objective at the heart of our operations. Our policies meet or exceed national health and safety legislation in the markets in which we operate.

Regardless of where our people are located, or the type of work we undertake, we strive to create an injury free, safe working environment.

We have a fully dedicated Global Safety and Environment Department supported by regional safety teams. Global policies and guidelines are implemented to achieve the safest and most efficient methods of operation. We comply with all aspects of the internationally recognised certification system OHSAS 18001.

We have zero tolerance of conditions and behaviours contributing to workplace incidents. Compliance with our policies and guidelines is regularly audited to help us improve our processes and move towards achieving our goal of zero harm.

We have released a set of new global engagement programmes that our terminals must implement to ensure we manage our highest risk activities across our organisation. These stringent

programmes are aimed at protecting all personnel onsite, our assets and the environment. The released engagement programmes identify, assess and control seven key high-risk operational areas: working at heights, vessel safety, terminal equipment, isolation, yard and quay operations and terminal access gates.

As part of enhancing our capability to reduce risk in the yard, we facilitated a programme for external truck drivers. The programme is aimed at ensuring that we have clear guidance for engaging and managing our external truck drivers who enter our terminals. During 2013, Jebel Ali (UAE) inducted approximately 5000 external truck drivers into this programme.

OUR PERFORMANCE IN 2013We report on all safety and environmental impacts over which we have operational control or if one of our subsidiaries has the authority to introduce and implement our operating policies at the business unit.

Accident and incident data is collected, analysed, reported and monitored monthly and used to measure the safety performance across the Group. All accidents are thoroughly investigated and a working group has been established to highlight trends associated with recurring incidents, reduce risk factors and identify and implement control measures aimed at eliminating future incidents.

Despite handling increased global volumes during 2013, we achieved a significant reduction in lost time injuries (LTIs); equivalent to a 16% reduction in our recorded lost time injuries and a 12% reduction in our lost time injuries frequency rate (LTIFR) when compared with our 2012 figures.

Furthermore, the overall reportable injuries have consistently reduced over the past five years and in 2013, we achieved a 19% reduction in our reportable injury frequency rate (RIFR) compared with our 2012 figures. We have also reduced the number of injuries requiring visits to doctors or hospitals across the same period.

Despite our improved safety record and our ongoing commitment to achieving a zero harm working environment, one person tragically lost their life in one of our facilities in 2013. A loss of life is unacceptable and a thorough investigation of the incident identified root causes which have been communicated across our organisation to ensure that we learn from this and implement control measures to help us achieve and sustain our goal of zero harm.

DESTINATION ZERO HARM

DP World Caucedo (Dominican Republic)

DP World Nhava Sheva (India)


Bo

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BELIEF

Redu

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DestinationZero Harm

Manage prio

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Learning

Improve

from mistakes

understanding



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Lost Time Injury Frequency Rate

13 6.409101112

6.4%10.1%8.8%8.0%7.3%

Reportable Injury Frequency Rate

13 10.809 20.210 19.11112

17.213.4

10.8%

Lost time injuries

13 60909 87110 8461112

773724

609

Reportable injuries

13 1,02909 1,90810 1,8921112

1,6671,325

1,029

RIFR = x 1000000 Number of fatalities, LTIs + MTIsNumber of hours worked

LTIFR = x 1000000 Number of LTIsNumber of hours worked

A lost time injury is an injury directly related to a workplace incident resulting in injury or illness where, through medical direction or personnel circumstances, the person is unable to return and complete their next scheduled work shift.

A reportable injury includes fatalities, lost time injuries and medical treatment injuries.

Lost time injuries are defined above and a medical treatment injury is one directly related to a workplace incident resulting in injury or illness where the person can only receive prescribed medical attention either onsite and/or offsite by an authorised medical practitioner. Following treatment, this person can either return to normal or restricted duties without the loss of a full shift.

“SAFETY AT ALL OUR PORTS AND MARINE TERMINALS IS A TOP PRIORITY, NOT JUST FOR OUR OWN PEOPLE BUT ALSO FOR ALL THOSE WHO MUST COME ONTO OUR FACILITIES AS PART OF THEIR JOB.”SULTAN AHMED BIN SULAYEM CHAIRMAN

Safety cage demonstration at DP World Jebel Ali (UAE)

The reportable injury frequency rate is the sum total of fatalities, lost time and medical treatment injuries divided by the total hours worked and then multiplied by one million:

The lost time injury frequency rate is the total number of lost time injuries divided by the total hours worked and then multiplied by one million:



CASE STUDY

Doraleh Vessel Fire The Eugen Maersk, a 397 metre, Maersk E-Class vessel en route from Malaysia to the Netherlands, reported a fire on board and requested urgent assistance. The nearest port of call was DP World’s Doraleh Container Terminal in Djibouti.

An emergency response plan was immediately implemented which involved a global team with a wealth of experience and expertise. The terminal’s operations, engineering, safety, planning and security representatives liaised with Maersk Line, the Harbour Master, Fire Brigade Manager and Djibouti Ports & Free Zones Authority.

Maersk Line sent a number of its own experts and salvage specialists from Svitzer to assist with the co-ordination and execution of the plan.

The team worked to stabilise the stacks and fabricated steel bracing structures that were welded in place between rows to prevent container movement once the lifting began. Over the next 12 days, the team carefully responded by removing one container at a time, reassessing the situation after each move.

The key element throughout the whole operation was communication and the number one priority, as always, was safety. Precautions and overall risk management were paramount. In a note to all stakeholders as the Eugen Maersk set sail safely, Doraleh Container Terminal CEO Nawaf Nassir Abdullah said: “during these critical operational activities we achieved zero injury and zero container damage. Credit goes to the entire team that made this possible.”

The Eugen Maersk receiving assistance at DP World’s Doraleh Container Terminal (Djibouti)

Safety continued

SECURITY We are committed to the wellbeing, safety and security of our people along with our other assets and cargo, and our security strategy is based on investing in security management systems that comply with global standards. We underpin our strategic security objectives by embracing and investing in the independently audited supply chain security management ISO 28000 standard across our portfolio. We made further progress in rolling out the ISO 28000 standard in 2013 and, to date, we have 35 terminals certified.

We regularly undertake benchmarking exercises to test our security preparedness against global standards and industry best practice. Constantly investing in our business continuity capabilities is at the core of our security mandate and is a commitment to our people and also to the communities we serve.



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In 2013, we achieved further progress in the fourth quadrant of our corporate responsibility strategy. For the third consecutive year, we jointly convened the international public-private Counter-Piracy Conference with the UAE Ministry of Foreign Affairs, this year also bringing in Abu Dhabi Ports Company. The theme this year was “Countering Maritime Piracy: Continued Efforts for Regional Capacity Building”.

The Marketplace

Sultan Ahmed Bin Sulayem, Chairman, addressing the Counter Piracy Conference (UAE)

The regions and business units also worked to promote DP World as a thought leader and connect with key trade associations. Business units are members of local chambers of commerce and industry confederations. In India for example, we are part of the Confederation of Indian Industries. In Canada, we are a member of the British Columbia Chamber of Commerce, BC Wharf Operators Association and Association of Canadian Ports. Our business unit in Argentina also launched its first sustainability report under Global Reporting Index guidelines to be distributed to key stakeholders. This document will also be presented to the

United Nations Global Compact as part of their third communication on progress.

The marketplace quadrant links directly with our global strategy, in particular the customer and operational strategic priorities as we work with customers and suppliers to ensure responsible business operations. We are committed to conducting business with ethical and socially responsible suppliers and integrating principles and practices of sustainability and responsibility into the procurement of goods, services and construction activities. Suppliers with contract values over $100 million are requested to submit information on corporate responsibility credentials and policies.

In 2014, we aim to work with suppliers to understand common corporate responsibility standards and identify ways in which we can work together to ensure a sustainable and responsible supply chain. We will also look to our customers and their strong corporate responsibility programmes to identify opportunities for future co-operation.

“THE BATTLE AGAINST PIRACY MUST CONTINUE UNTIL THERE ARE NO SEAFARERS HELD OR HURT AND NO ATTACKS ON VESSELS MADE.”SULTAN AHMED BIN SULAYEMCHAIRMAN

corporate responsibility - dp worldar.dpworld.com/2013/...corporate_responsibility.pdf · corporate...

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