TCO 2 Ole Graa Jakobsen Senior Director Head of Ship Engineering Maersk Maritime Technology CIMAC CIRCLE 2010 SMM Hamburg
Ship Maersk Engineering Maritime Technology Maersk Maritime Technology Regulatory Affairs Business Services Sales & Marketing Performance Ship Engineering Innovation Ship Engineering Copenhagen and Singapore Machinery Hull Electrical Paint & UWC Newbuildings Site offices Main Objectives Main Customers Newbuilding project management and operational optimisation across business units Maersk Line, Maersk Tankers, Maersk Supply Service
We want to be a profitable, responsible and sustainable business. It is in line with our values, and is expected by our shareholders, customers, employees and society in general. Nils S. Andersen CEO of the A.P. Moller - Maersk Group
Strategic Level of Environmental Compliance 1 2 3 4 Eco-Resistant Focus on business strategy only Actively seeking arbitrage opportunities within regulations (e.g. flag registration in countries with less stringent regulations) Significant investment in lobbying activities to slow or tone down regulatory changes Eco-Compliance The Group strives to comply with all evolving regulatory and key customers' requirements - these are very likely to be more stringent by 2020 than today (e.g. IMO requiring to switch to lower sulfur fuel standard) BUs strive to monitor peers' best practices and implement select proven initiatives relevant to their operations Eco-Efficiency Efficiency The Group aspires to go beyond compliance in order to get competitive advantage through a systematic approach to identify potentials for more efficient use of resources, lower emissions and optimize cost proactive mitigation of environmental risk BUs anticipate regulatory changes as well as customers' and competitors' moves Eco-Advantage The Group aspires to go beyond Eco-Efficiency in order to create value through cutting-edge environmental initiatives and leadership Build value proposition, customer loyalty and APMM corporate brand based on green attributes Actively looking for new eco-business opportunities Fostering the business culture to grow these opportunities The Group aspires to be recognized as a leader in the green space and to shape regulatory standards BUs strive to reduce the environmental footprint along their value chain downstream and upstream, helping customers and suppliers to meet environmental goals
CO 2 Achievements.. and targets MaerskLine 20% reduction per TEU-km from 2007 to 2017 MaerskTankers 15% reduction per tonnekm from 2007 to 2015 MaerskSupply Service 5% reduction by end 2011
Total Cost of Ownership Principle in APMM TCO Procedure implemented in January 2005 No investments are accepted without a fully documented TCO analysis No investments are accepted without a detailed verification plan Standardized calculation of financial indicators; NPV, IRR & Payback Database on approved/rejected TCO analysis is maintained
Case: Optimized Containership Based on detailed design and optimization of a new containership design Maersk Line and Maersk Maritime Technology together made significant improvements to a standard design Super long stroke engine: 3% Increased propeller diameter: 5% WHR and direct intake for TC: 9% Hull form optimization: 8% Total reduction: app. 22% Steam for general service Exhaust Gas Boiler Steam for turbine Gasturbine Gear Steam turbine Gear Generator Power to consumers Exhaust Gas Turbo Charger Turbo Charger Main Engine
profitable, responsible and sustainable? First cost less important TCO is determining No unjustified costs are accepted Strategic partnerships Transparency and documentation of energy efficiency claims We are in a climate of change flexibility! Smarter & faster Responsible procurement The objective is to set consistent standards in alignment with the 10 universal principles of the UN Global Compact on human rights, labour rights, environment and anti-corruption for business partners and suppliers across the Group
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