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OCEANS OF KNOW-HOW

J. LAURITZEN A/S

CORPORATE RESPONSIBILITY 2011

J. LAURITZEN A/S · CORPORATE RESPONSIBILITY REPORT 20112

Questions regarding this report or J. Lauritzen Corpororate Responsibility:

Jens Søndergaard

Senior Vice President, Head of Corporate Communication

Phone: +45 33 96 84 01

Email: [email protected]

Kathrine GeislerCorporate Responsbility assistent, Corporate Communication

Phone: +45 33 96 84 35

Email: [email protected]

J. LAURITZEN A/S · CORPORATE RESPONSIBILITY REPORT 2011 3

HIGHLIGHTS 2011 4

HUMAN AND LABOUR RIGHTS 5

HEALTH, SAFETY AND SECURITY 8

ENVIRONMENT AND CLIMATE 10

ANTI CORRUPTION 13

TABLE OF CONTENTS


“CORPORATE RESPONSIBILITY IS A MINDSET WHERE WE, AS A COMPANY, ARE ALLOWED TO WIDEN OUR SCOPE AND FOCUS ON

LONG-TERM VALUE CREATION – A MINDSET THAT IS ALSO CLOSELY ALIGNED WITH THE OBJECTIVES OF THE LAURITZEN FOUNDATION”

Torben Janholt, President and CEO

WHY CORPORATE RESPONSIBILITY?

Sustainability, corporate citizenship, environ-

mental responsibility, corporate social responsi-

bility or in brief CSR are some of the various

terms used when companies communicate

their sense of responsibility towards society. JL

has chosen to use the term Corporate Responsi-

bility in the Group’s reporting because it simply

captures the corporate commitment and em-

braces responsibility at large – favouring social,

environmental and ethical behaviour. JL regards

Corporate Responsibility as an adequate term

for the Group’s miscellaneous initiatives.

WHAT ISGLOBAL COMPACT?

The United Nations Global Compact is a strate-

gic policy initiative for businesses that are com-

mitted to aligning their operations and strate-

gies with ten universally accepted principles in

the areas of human rights, labour, environment

and anti-corruption.

www.unglobalcompact.org

HIGHLIGHTS 2011

JL continuously strives to be transparent and eth-

ical in providing world-class transportation ser-

vices. In 2011 the Group decided to strengthen

and formalize its Corporate Responsibility (CR)

processes. JL believes that a stronger focus on

CR carries many strategic advantages and

matches the Group’s ethical business foundation.

With our CR commitment, JL is able to increase

value for its owners, employees, clients and busi-

ness partners.

FOCUS ON ORGANISING

An interdisciplinary CR committee with represen-

tatives from both the corporate and business unit

levels was established in 2011 with the aim of de-

veloping a sustainable CR strategy as well as the

practical tools needed to ensure effi cient imple-

mentation. The committee reports to JL’s Execu-

tive Committee.

TOP LEVEL COMMITMENT

In August 2011 JL signed the United Nations

Global Compact, which provides a framework for

addressing issues on human and labour rights,

the environment and anti-corruption, all themes

that JL encounters as an international shipping

company. JL regards this commitment as a stra-

tegic platform for taking a structured approach to

sustainability issues.

GAP-ANALYSES HAVE CREATED INSIGHT

JL acknowledges that it is crucial for the Group’s

future CR initiatives to identify strengths and

weaknesses in relation to the Global Compact

framework. Gap analyses have therefore been

conducted on corporate as well as at business

unit levels and have provided the Group with sys-

tematic insights into CR performance and chal-

lenges. In 2012, JL will continue to work with

these fi ndings with the aim of aligning existing

and future CR initiatives.


HUMAN AND LABOUR RIGHTS

As shipowner and operator with world-wide op-

erations, JL is facing challenges ashore and at

sea when it comes to human and labour rights.

The present scope of the Group’s social responsi-

bility ashore focuses on corporate human re-

source issues such as competency development,

terms of employment, recruitment and diversity.

Aboard JL’s vessels, social responsibility is close-

ly linked to health, safety and security issues.

COMPETENCY DEVELOPMENT MAKES US AGILE

JL’s employees are our most valuable asset. They

are responsible for achieving development and

sustainable growth as well as ensuring that JL is

able to meet its goals. Again in 2011, high priority

was given to competency development with the

aim of improving employees’ ability to handle de-

manding, new tasks as well as the changes and

challenges that are part of international shipping.

During the year, Corporate HR worked with Dan-

ish and international providers of competency

development to customize several of JL’s pro-

grammes and courses. Several of the pro-

grammes were rolled out across the diff erent

business units and with their overall responsibility

for the ongoing development of the skills of their

personnel, managers were closely involved in the

design process. The programmes included em-

ployees from head offi ce as well as our overseas

offi ces. It is JL’s experience that in-house pro-

grammes and courses not only provide

participants with new skills and knowledge but

also help staff work together better, with better

communication and understanding between the

employees of the individual departments and

business units.

TERMS OF EMPLOYMENT GOES OVERSEAS

In order to ensure that the Group’s terms of em-

ployment are competitive and in line with indus-

try standards, JL annually reviews Group policies

and terms of employment for all JL employees.

With our stronger commitment to CR, JL has

sharpened the Group’s focus on equal rights and

opportunities for all employees regardless of na-

tionality and geographical location. JL’s largest

overseas offi ce in Singapore is an example of

how local employees’ families have been off ered

health insurance schemes - the same practice

also applies to JL’s other overseas offi ces.

”WE BELIEVE THAT WE CAN SUPPORT OUR EMPLOYEES AND BUSINESS UNITS IN THEIR DEVELOPMENT THROUGH CONTINUOUS ADJUSTMENT OF JL’S TRAINING ACTIVITIES AND THROUGH THE

DEVELOPMENT OF NEW INITIATIVES” Tove Elisabeth Nielsen, Senior Vice President, Corporate Human Resources.

J. LAURITZEN HEADOFFICE IN COPENHAGEN


RECRUITMENT

After the past years’ organisational growth at

head offi ce in Copenhagen and at the Group’s

overseas offi ces, the number of new employees

in 2011 was moderate and mainly due to replace-

ment. JL regards the many applications received

from well-qualifi ed candidates in 2011 as a posi-

tive sign of the Company’s reputation as an at-

tractive and responsible employer.

In addition to taking on trainees, JL has off ered

internships of various durations to Danish and in-

ternational students as well as young candidates

from the Group’s international business partners

as a supplement to their training or career orien-

tation.

EMPLOYEE DEVELOPMENT

At year-end 2011, JL’s total headcount was 1,384

compared to 1,200 in 2010, with a total of 181

working at head offi ce in Copenhagen, 53 in the

overseas offi ces, 7 in site teams, and 1,143 at

sea, cf. fi gures 26-27.

The total workforce, in particular seagoing per-

sonnel, increased due to the growing number of

owned vessels.

In 2011, staff turnover was 14.3% compared to

15.2% in 2010. Adjusted for secondments to/

from overseas offi ces, staff turnover amounted to

12.6% in 2011 compared to 8.45% the year be-

fore that, also including adjustments for out-

sourced staff .

The seemingly higher staff turnover in 2011 was

due however to the fact that a number of posi-

tions vacated during the year were either not re-

placed by a new employee but by an internal can-

didate or the position was not fi lled at all. The

latter solution has been made possible through

JL’s ongoing lean process with the aim of increas-

ing effi ciency throughout the Group.

Average years of service increased to 9.3 years in

2011 compared to 9.2 years in 2010, and average

age increased from 43.9 years in 2010 to 44.3

years in 2011.

NEW INITIATIVES IN THE PIPELINE

During 2012, JL expects to further strengthen the

Group’s competency development initiatives and

two larger programmes are in the pipeline.

A new graduate programme directed towards

candidates who holds a bachelor degree, will be

implemented during the second half of 2012. JL

has been working closely with several Danish

shipping companies to set up this programme,

which is aimed at matching trainees’ competen-

cies with global shipping demands. As bachelor

graduates, the candidate’s academic level will be

in line with international candidates. The gradu-

ate programme will replace JL’s existing trainee

programme.

JL will start to develop and implement a talent

programme in 2012. The programme is directed

towards employees in positions that require spe-


J.LAURITZENSCOLARSHIP

With the support from the Lauritzen Foundation, J.

Lauritzen Singapore has introduced a scholarship

for students enrolled under the Maritime Studies

programme at Nanyang Technological University

(NTU) in Singapore. These scholarships provide fi -

nancial support to young talented candidates who

do not have the funds to complete their studies.

Starting August/September 2012 and for the next

fi ve years. J. Lauritzen Singapore and the Laurit-

zen Foundation will jointly sponsor a student each

year.

“I HOPE THAT THE SCHOLARSHIP WILL BENEFIT A

GOOD STUDENT CANDIDATE AND INCREASE AWARENESS

OF J. LAURITZEN AS AN ATTRACTIVE EMPLOYER AND A

SOCIALLY RESPONSIBLE COMPANY”

Jesper Kragh Andresen President Lauritzen Off shore &

Managing Director Lauritzen Singapore Pte. Ltd.

Since its inauguration in 2005, J. Lauritzen Singa-

pore has had close contact to NTU, a provider of

high-quality shipping programme, and today JL

employs three NTU graduates.

Seagoing Head office Overseas offices Site teams

FIGURE 27: DISTRIBUTION OF WORKFORCE YEAR-END 2011

0

200

400

600

800

1,000

1,200

2009 2010 2011

Seagoing Head office Overseas offices Site teams

FIGURE 26: TOTAL WORKFORCE AT 2009-2011 YEAR-END

cifi c qualifi cations, for example in fi nance, ac-

counting and legal aff airs.

The new graduate programme and talent pro-

gramme are both expected to support and pro-

vide development and growth in the Group’s

commercial activities.


HEALTH, SAFETY AND SECURITY

The well-being of JL’s employees is essential for

the Group’s business and JL thus constantly

seeks to develop and improve the Group’s health

and safety policies and procedures in accordance

with the legislation, regulations and the realities

of JL’s operations. Governing regulations such as

the Safety Of Life At Sea (SOLAS), International

Safety Management (ISM) code as well the up-

coming Maritime Labour Convention (MLC) and

its implementation in our corporate culture are

essential for the safety and health of JL’s crews.

Strict adherence to the International Ship and

Port Facility Security (ISPS) code and Best Man-

agement Practice (BMP4) on piracy is vital for es-

tablishing security for our crews operating in high

risk areas.

HEALTH IS A HUMAN RIGHT

For all technical management teams, the focus is

on health and safety policies, which are part of

the corporate culture on JL vessels. These poli-

cies are in place in order to ensure a systematic

focus on procedures and safe practices at sea

and involve a strong commitment by manage-

ment, a clear defi nition of responsibilities aboard

our vessels, regular shipboard audits, as well as

feedback and evaluation processes.

An important part of maintaining a good mental

health is the freedom and opportunity to both so-

cialize and enjoy privacy at sea. Staying in touch

with family and friends at home is also important

for the seafarers. Aboard JL vessels, cabins, gym,

computer facilities or the like help create a stimu-

lating environment with room for socializing, pri-

vacy and contact with family and friends at home.

At head offi ce, JL’s Occupational Health and

Safety committee develops and harmonizes the

working environment in accordance with Danish

regulations and internal suggestions gathered

from employee surveys. Agendas and minutes

from committee meetings are available internally

at JL in order to inform and involve employees of

the issues and solutions discussed in the commit-

tee.

HEALTH CONCERNING PHYSICAL, MENTAL AND

SOCIAL ASPECTS OF WELL-BEING OF EMPLOYEES IN ALL OCCUPATIONS IS DEFINED AS

A FUNDAMENTAL HUMAN RIGHT

OHSAS CERTIFICATION

In 2011 Lauritzen Off shore Services A/S became

the second shipping company in Denmark to

achieve Occupational Health and Safety

Management System (OHSAS) accreditation

with the Classifi cation Society Lloyds Register.


FOR THE PAST THREE YEARS, LAURITZEN KOSAN HAS BEEN CONDUCTING REGULAR CREW

WELL-BEING SURVEYS TO ENSURE A CONSISTENT

APPROACH BY CREW AND THE OFFICE, BASED ON

GUIDELINES FROM THE UNITED KINGDOM MARITIME AND COASTGUARD AGENCY

(UK MCA)

SAFETY IS A CORNERSTONE

Working aboard any vessel in a challenging envi-

ronment with big, heavy equipment naturally

calls for comprehensive safety procedures. So it

is essential to match the safety cultures ashore

and at sea in order to harmonize and capture

knowledge on best practice and proactively en-

gage in various safety initiatives.

The Group works constantly to ensure the highest

level of safety at sea, for example by:

• Systematic support and feedback from the

offi ce on all safety issues to crew and clients

• Benchmarking of shipboard safety perfor-

mance

• Monitoring KPI results related to safety

aboard

• Safety awareness training for seafarers

LOST TIME INJURY FREQUENCY

The trend for work-related incidents, measured as

Lost Time Injury Frequency (LTIF), has declined

since 2006 and remained at almost the same lev-

el from 1.44 in 2010 to 1.46 in 2011. However,

2011 fi gures were still slightly above 2008, cf. Fig-

ure 28.

The Group’s bulk carrier, product tanker and fully

pressurised gas carrier operations rely on exter-

nal technical managers’ performance in terms of

hiring and training crews. So it is vital that the

business units maintain close, consistent dia-

logue with these providers in order to constantly

match expectations for safety.

SECURITY IS A CRUCIAL FACTOR

When it comes to security, JL’s concern is fi rst

and foremost towards our seafarers. JL thus

monitors, conducts risk assessments and uses

Best Management Practice (BMP4 – specifi cally

in the Gulf of Aden) when entering high-risk areas

to proactively protect seafarers, cargoes and JL’s

vessels. For more details on JL’s actions, high risk

areas and the piracy challenge see p. 50-51.

EMERGENCY RESPONSE

JL and all business units are equipped for dealing

with any potential emergency. The Group’s emer-

gency fl eet response system is specially designed

for each business unit to ensure eff ective manage-

ment support for vessels; drills are conducted by

emergency management teams together with

vessels to train in responding and testing emer-

gency procedures. Eff ective management of

emergency situations is crucial for JL and the

Group’s business partners as life, the environ-

ment, assets and customer relations are at stake.

A review of emergency responses for offi ce con-

tingency planning at head offi ce ashore is being

carried out in 2012. The project aims to ensure

that updated response plans are in place.

2.46

1.13

2.64

1.44 1.46

0

1

2

3

2007 2008 2009 2010 2011

FIGURE 28: LOST TIME INJURY FREQUENCY (LTIF)* 2007-2011

*LTIF IS AN EXPRESSION FOR THE FREQUENCY OF LOST TIME INJURIES PER ONE MILLION MAN HOURS


ENVIRONMENT & CLIMATE

The past few years have seen increasing aware-

ness of climate change due especially to emis-

sions. This, and with the aim of making cost sav-

ings, has generated momentum and new

business opportunities for greener sailing where

fuel savings equate to lower costs and an im-

proved bottomline. Emissions can also be further

cut, for example by optimising speed, trading

patterns and ballast voyages.

ENVIRONMENT INITIATIVES & ACTIONS

JL’s environmental activities are anchored in the

technical department of each business unit, fa-

cilitated by knowledge sharing from JL’s Techni-

cal Committee which serves as a coordinating

forum.

JL is pursuing a range of initiatives with the aim

of improving fuel effi ciency, reducing emissions

and mitigating the Group’s carbon footprint. The

various initiatives span retrofi tting projects for

JL’s existing vessels and for example, creating

benchmarking programmes for future vessels

when joining the JL fl eet. In 2011, the following

programmes were initiated:

• Development of a Ship Energy Effi ciency

Catalogue (SEEC) with business cases for ex-

ample on optimizing hull, turbocharger, main

engine performance, auxiliary equipment

and newbuildings.

• Internal launch of JL’s Energy Effi ciency Proj-

ect facilitated by Det Norske Veritas (DNV)

that includes focus on ship, voyage and

management performance in order to reduce

energy consumption and increase perfor-

mance.

• Development of procedures for screening

and benchmarking vessels to join the JL

fl eet.

• Ballast water treatment plants are being

screened, with several systems currently un-

der review with focus on identifying the most

eff ective, reliable and energy-effi cient plant.

REDUCING OUREMISSIONSIn 2011 JL initiated a joint Group project with the

objective of enhancing fuel-effi ciency and reduc-

ing the Groups’ emissions. The Energy Effi ciency

Project involves our bulk, gas carrier and product

tanker operations with the aim of identifying ex-

tensive solutions for more energy-effi cient opera-

tions. Our goal is to reduce fuel consumption and

cut emissions with up to 10% over the next two

years whilst also achieving signifi cant cost-sav-

ings. The project is facilitated by Det Norske Veri-

tas (DNV) and includes main- and auxiliary en-

gines, fuel and bunker management, energy

consumption and voyage planning.


ENERGY EFFICIENCYINITIATIVES

Lauritzen Bulkers is combining diff erent initia-

tives to ensure optimal, energy-effi cient opera-

tions and Lauritzen Bulkers’ technical, operation-

al and commercial departments are working

closely with external partners to proactively iden-

tify the most energy-effi cient solutions for the

fl eet.

In 2011, Lauritzen Bulkers’ technical and ton-

nage department developed and implemented

an assessment tool to benchmark vessels with

the potential to join the fl eet. The tool assists the

tonnage department in identifying vessels with

the most energy-effi cient and cost-eff ective per-

formance. The technical department has also

started to develop a fl eet performance catalogue

to provide technology optimisation for newbuild-

ings as well as the existing fl eet. The catalogue -

Vessel Energy Renovation Plans (VERP) - covers

optimisation of auxiliary consumption (e.g.

pumps, fans and air conditioning), propeller opti-

misation, power factor correction, and hull-fi tted

fuel saving devices (e.g. Mewis Duct and Surf-

Bulb).

Fleet operations employ several systems such as

weather routing, autopilot optimisation, speed

management, trim optimisation, arrival manage-

ment, economical and slow-speed operation as

well as bunker management. All factors that on a

day-to-day basis provide the operations depart-

ment and masters aboard vessels with optimal

sailing recommendations, resulting in signifi cant

fuel savings. Further, a monitoring system on

each vessel monitors the performance of main

engine, hull condition, propellers and auxiliary

engines. This helps cut emissions and provides

more precise descriptions of vessels for the ben-

efi t of shippers and the environment.

In 2011 Lauritzen Bulkers increased its focus on

research and development of greener solutions

from participating in energy-effi ciency confer-

ences to a project partnership in Green Ship of

the Future (GSF), a collaboration between com-

panies throughout the Danish maritime industry

that focuses on developing projects to reduce for

example CO2, SOx and NOx emissions from ex-

isting ships and newbuildings.

SHIPPING & SUSTAINABILITY - HIGHLIGHTS

Climate change is a global challenge that calls for

global solutions. In July 2011, the IMO Marine

Environment Protection Committee adopted a

signifi cant package of technical and operational

measures to reduce shipping’s CO2 emissions

through amendments to MARPOL Annex VI. In

this way, IMO has demonstrated that it is possible

to deliver global solutions for shipping which JL

strongly supports.

MARPOL Annex VI was amongst other solutions

supplemented with the Energy Effi ciency Design

Index (EEDI) that sets technical standards for im-

proving the energy effi ciency of new ships and

the Ship Energy Effi ciency Management Plan

(SEEMP), which is an operational tool that focus-

es on monitoring and improvement of energy

performance. Both tools will apply globally for all

commercial fl eets and will become mandatory in

2013 – both tools should enable international

shipping to reduce its CO2 emissions.

Ahead of the 2011 UN Climate Change Confer-

ence (COP 17) in Durban, NGOs Oxfam and

WWF, and the International Chamber of Shipping

stated their support for global solutions to be

mandated by IMO. This approach shows that the

industry is taking its responsibilities for reducing

greenhouse gas emissions seriously, and was for

the fi rst time included in the fi nal conference doc-

ument, which makes climate regulation for ship-

ping a global matter.

“IN JL WE WELCOME THE ENERGY EFFICIENCY DESIGN INDEX (EEDI) STANDARD AND

SHIP ENERGY EFFICIENCY MANAGEMENT PLAN (SEEMP) TOOLS AND ARE ALREADY IN THE PROCESS OF ADOPTING AND DEVELOPING SUITABLE SOLUTIONS FOR OUR FLEET”

Jan Kastrup-Nielsen, Executive Vice President & COO


FLEET ENERGY CONSUMPTION

In 2011, vessels technically managed by JL and

JL’s external ship managers, consumed bunker

oil equivalent to 4.8m MWh of energy. Average

energy effi ciency was 0.029 KWh/ton-kilometre

compared to 0.046 in 2010, cf. Figure 29, primar-

ily due to a signifi cant increase of newbuildings

delivered to the fl eet, which allowed for more ef-

fi cient transport work and thus signifi cant in-

crease in ton-kilometres (transport of one tonne

over a distance of one kilometre). Furthermore,

an increased tendency to slowsteam part of the

fl eet contributed to the decrease.

AIR EMISSIONS

The CO2 emissions were 5.60 gram per ton-kilo-

metre in 2011 down from 12.76 g/ton-kilometre

in 2010, cf. Figure 30.

NOx emissions dropped to 0.18 g/ton-kilometre -

and SOx to 0.09 g/ton-kilometre - the lowest

since 2006, cf. Figure 31.

0.00

5.00

10.00

15.00

20.00

2007 2008 2009 2010 2011

FIGURE 30: CO2 ENERGY EMISSIONS G/TON-KILOMETRE 2007-

2011

0.00

0.20

0.40

0.60

2007 2008 2009 2010 2011

SOx g/tonkilometer NOx g/tonkilometer

FIGURE 31: SOx & NOx EMISSIONS PER TON-KILOMETRE 2007-

2011

SYSTEMATIC APPROACH &ACCREDITATION

Lauritzen Kosan, Lauritzen Off shore and Lauritzen

Tankers have gained accreditation to ISO 14001,

an environmental management system standard.

Certifi cation provides JL’s business units with a

holistic, structured approach to identify, control

and improve environmental impacts through good

management practice.

INITIATIVESASHORE

JL’s Facility Management is dedicated to improv-

ing waste and energy consumption at head offi ce

in Copenhagen where a waste and recycling plan

has been implemented and in 2012 several activi-

ties will be initiated with the aim of reducing over-

all energy consumption.

0.000

0.020

0.040

0.060

2007 2008 2009 2010 2011

FIGURE 29: ENERGY CONSUMPTION KWh/TON-KILOMETRE 2007-2011

Emissions fi gures are based on actual consumption, oil quality and engine emission

factors and are calculated in accordance with IMO MEPC.1/Circ.684.


ANTI-CORRUPTION

During the last decade corruption has become a

key topic on the global agenda. Corruption in

terms of bribes and facilitation payments is how-

ever not a new phenomenon and is known to be

an embedded part of doing business in certain

areas around the world. There is now a sharper

focus on enforcing existing or new laws and reg-

ulations, some even with extraterritorial eff ect.

AN INDUSTRY CHALLENGE

In the shipping industry facilitation payments

(payments made for a service one is already en-

titled to) are regrettably customary in some plac-

es of the world. As shipowner and operator JL

acknowledges that some of the Group’s seafarers

face situations that require facilitation payments.

JL also acknowledges that elimination of such

payments is crucial and can only be achieved

over time through joint action by the global ship-

ping community and by mindset changes in parts

of the world where facilitation payments are com-

mon, including governments eff ectively prevent-

ing their offi cials from demanding such pay-

ments.

ANTI-CORRUPTION POLICY

In 2011 JL updated the Group’s Anti-corruption

policy, which states zero tolerance towards brib-

ery and commits JL to work proactively against

facilitation payments and thus encourage busi-

ness partners, agents and public offi cials to com-

ply with international standards and legislation cf.

p. 47.

AWARENESS & PROGRAMME DEVELOPMENT

During 2011, the development of a business eth-

ics and compliance programme was initiated. An

internal awareness process on the challenges

and the fi ght against corruption has been on the

agenda at executive meetings during the year. A

dialogue with internal stakeholders was for-

malised, and this has contributed to systemati-

cally mapping JL’s exposure to bribery and facili-

tation payments, followed by a risk assessment in

order to create a compliance programme that is

proportionate to the challenges facing the Group.

JL also considers the fact that the Group depends

on business partners and suppliers that perform

services on behalf of JL. Therefore, the onward

perspective focuses on how JL’s due diligence

processes can more systematically embrace anti-

corruption before fi nalizing and implementing the

Group’s business ethics programme in 2012.

“THE FIGHT AGAINST CORRUPTION IS A FIGHT FOR A MORE TRANSPARENT GLOBAL

ECONOMY”

Birgit Aagaard-Svendsen,

Executive Vice President & CFO

JOINTACTION

JL participates in the Maritime Anti-Corruption

Network (MACN - established in January 2011) to-

gether with representatives from diff erent areas of

the shipping sector located in Denmark, Norway,

Germany, UK, US and Sweden. The purpose of the

network is to share best practice and align policies

and approaches in the fi eld of anti-corruption. One

of the ambitions of the network is to seek support

from governmental bodies and international orga-

nizations to target corrupt practices in challenging

environments and seek solutions to root causes

for corrupt practices.

OUTLOOK 2012IN 2012 JL WILL PREPARE AN OVERALL CORPORATE RESPONSIBILITY VISION

AND STRATEGY FOR THE GROUP, WHICH WILL INVOLVE A FIVE-YEAR ACTION

PLAN FOR THE FUTURE RESPONSIBILITY WORK

BRAZIL

Dan Swift do Brasil Serviços LtdaEd. ArgentinaPraia de Botafogo, 228 sala 60622.250-040 Rio De JaneiroBrazilPhone: +55 21 3266 1550

CHINA

J. Lauritzen Shanghai Co. Ltd.Unit 2306, Chong Hing Finance CenterNo. 288 Nanjing Road WestHuangpu District, ShanghaiChina 200003Phone: +86 21 6358 0066Fax: +86 21 6358 0077

JAPAN

J. Lauritzen (Japan) K.K.Kioicho Building 3 A, 3-12KioichoChiyoda-kuTokyo 102-0094JapanPhone: +81 3 3237 7431Fax: +81 3 3237 7858

PHILIPPINES

Lauritzen Kosan Manila Offi cec/o Crossworld Marine Services Inc.7th Floor, Sage HouseV.A. Rufi no StreetLegaspi Village, Makati City 1233Phone: +63 2750 5268Fax: +63 2892 7242

SINGAPORE

J. Lauritzen Singapore Pte. Ltd.1 Harbour Front Avenue#13-01/02 Keppel Bay TowerSingapore 098632Phone: +65 6275 8000Fax: +65 6275 7208

SPAIN

Gasnaval S.A.PAE IbarrabarriEdifi cio A-1C/Iturriondo 18E-48940 Leioa, VizcayaSpainPhone: +34 94 479 5600Fax: +34 94 416 7316

USA

J. Lauritzen (USA) Inc.4 Landmark Square, Suite 150Stamford, CT 06901USAPhone: +1 203 961 8661Fax: +1 203 964 0350

HEAD OFFICE

J. Lauritzen A/S28, Sankt Annae PladsPO Box 2147DK-1291 Copenhagen KPhone: +45 3396 8000Fax: +45 3396 8001Website: www.j-lauritzen.comCVR: 55 70 01 17

OWNER

Lauritzen Fonden28, Sankt Annae PladsDK- 1291 Copenhagen KPhone: +45 3396 8425Fax: +45 3396 8434Email: [email protected]: www.lauritzenfonden.com

FINANCIAL YEAR: 1 January – 31 December

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