The world is our horizon - Our commitment to future generations - CMA CGM
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The world is our horizon Our commitment to future generations
03
“The CMA CGM Group has always
considered its economic performance
Our CSR policy
to be indissociable from its social and is much more than three
environmental performance.” letters: it entails daily
RODOLPHE SAADÉ
Chairman and CEO of the CMA CGM Group actions and choices
that we pledge to honour.
We are a family Group. Our development is based on powerful human and entrepreneurial
values: boldness, initiative, integrity and imagination.
Today, these values are enriched and reinforced by a constructive CSR approach that
guides our choices and affirms our priorities. It leads us to work tirelessly to develop
environmentally efficient and sustainable logistical solutions to meet global challenges.
It is illustrated each day in our co-workers’ actions, which demonstrate our environmental, social
and societal commitment and constitute a genuine lever of performance for our Group.
CMA CGM – a committed Group and recognised initiatives.
CMA CGM has been ranked among the top 1% of transport
companies in terms of CSR for the fourth year running, according
to the sustainability ratings agency Ecovadis.
The Group received 40 distinctions and awards in 2018.
This document is based That approach is structured The main initiatives for each
on the 2018 Corporate Social around six themes: of them are grouped here
Responsibility Report • value chain; under three key
and sets out the CMA CGM • ethics and compliance; commitments:
Group’s CSR approach. • corporate responsibility; • environmental;
• safety and security; • corporate and social;
• environment; • CSR at the heart of
• social responsibility. performance.
05
CMA CGM Group key figures: We want to make
our industry a model
of sustainable
and global prosperity.
110,000
employees
20.7
worldwide
million
755
offices
TEUs transported in 2018
30
160
countries
billion
in turnover US$
For the last 40 years, CMA CGM has opened
new routes, forged links and enabled
trade across oceans and borders. Every day,
millions of tonnes of goods are transported
all around the world.
We are reinventing transport and logistics
thanks to our expertise and our numerous
interactions with our partners. We aim to
offer a range of integrated, reliable
and innovative maritime, port and inland
services to constantly improve our response
2.7
Operating in more than 160 countries to customer needs.
with 755 offices, 750 warehouses,
511
110,000 employees and a fleet of 511 As a major player in shipping and logistics,
vessels, the CMA CGM Group serves we want to make this industry a model
420 of the world’s 521 commercial ports of sustainable, global prosperity.
million and manages more than 200 maritime lines. That is why we pay special attention to the
environmental performance of the solutions
vessels
TEU capacity of our fleet In recent decades, the CMA CGM Group we offer.
has expanded the scope of its activity,
which is now divided into three main areas: Our most valuable asset is the women and
men who make up our Group. Wherever
9million
• Maritime activities; we operate, they strive on a daily basis to
ensure that CMA CGM is an exemplary
200
• Shore-based activities: ports and terminals, leader in the conduct of its activities.
logistics and intermodal activities; We will present our main commitments
in their words.
• Office-based activities: the support
functions at the head office, regional
maritime lines sqm of warehouses
in 750 locations
offices, network of agencies of the Group
and its subsidiaries.
Environment
07
“Today, we design state-of-the-art
ships with the aim
Benefits of bio-fuel:
of preserving
the environment.”
We are adopting
MATTHIEU COURTOIS
CMA Ships, at the shipyard alternative solutions
of the 22,000 TEU vessels in China to conventional fuels
to help achieve
the energy transition
80%
The conversion of our fleet to LNG
(Liquefied Natural Gas) represents a real
technological breakthrough in favour of
the environment.
reduction in CO2 emissions
• For the first time in the history of
container transport, CMA CGM has
taken the ambitious step of choosing LNG
propulsion for its high-capacity ships. no
sulphur emissions
• 9 gigantic ships running on LNG, with
a capacity of 22,000 TEU, are under
construction. They are scheduled to enter
service in 2020.
• These new ships are the result of over CMA CGM and IKEA,
seven years of work by our new
constructions engineers and seagoing partners in the
personnel and the culmination of close
collaboration with many technical, first global test of
port and energy partners. bio-fuel use aboard
• A training programme has already been a container ship
implemented to improve the skills of all
our seagoing staff assigned to these This new marine bio-fuel is obtained from
gigantic ships. cooking oils and forestry waste.
• In 2019, four LNG-propelled ships This is yet another step towards carbon
of 1,400 TEU will be put into service by reduction in maritime transport.
Containerships, a Group subsidiary
CO2 emissions In 2018 the Group with expertise in intra-European
per container transported was awarded transport.
Benefits of LNG
-50% Up to
-30% These awards illustrate
the Group’s pioneering role
in the ecological transition
25%
reduction in CO2
99%
reduction in sulphur and
85%
reduction in nitrogen
2005 2015 Goal 2025 of maritime transport. emissions fine particle emissions oxide emissions
*TEU: (Twenty-foot Equivalent Unit). Unit of measurement for expressing the standard volume occupied wby a 20-foot container
(approximately 6m long and 2m wide).
Environment
“Our activities are at sea and
on land, but we are also concerned
with air quality.”
FRANCK GIGUET
09
Commander
We are working
We are redoubling to improve air quality
the number of positive • The International Maritime Organisation
(IMO) has set a very ambitious goal with
impact innovations the “Global Sulphur Cap 2020”, imposing
a 0.5% limit on the sulphur contained in
• We are changing how we design our ship fuel as of 1st January 2020. This will
ships in order to improve their reduce the quantity of sulphur oxide
penetration in the water. We are thus coming from ships by 85% and
implementing fuel savings initiatives and is expected to result in a significant
reducing CO2 emissions in the order improvement in air quality, particularly for
of 5% to 10%. populations living in the vicinity of ports
and coasts.
• We are installing recuperative boilers on
our engines. Instead of burning • Our Group, which was already below
hydrocarbons to produce the steam the 3.5% sulphur limit set by regulations,
necessary for running the boiler, the boiler is on track to reduce average sulphur
recovers the heat from the engines. content from 2.42% in 2018 to 0.5% in
2020.
• We favour the use of the latest
generation of engines, enabling fuel • CMA CGM is entirely committed to this
savings of 3% and oil savings of 25%. step and has set up a dedicated working
group bringing together representatives
from numerous departments. Its mission
FOCUS is to anticipate problems arising from this
new regulatory obligation in order to
We take responsible ensure that the Group is compliant
(in terms of fuel purchases, tank cleaning,
action to manage prospects for supply procurement, etc.).
our end-of-life ships • We want to provide solutions complementary
to the best of our to the use of low-sulphur fuel, such as:
85% 2.4% (2 018)
ability
We only choose certified sites to
dismantle our ships. These sites have
- The installation of fuel gas cleaning
systems so as to filter exhaust fumes and
capture sulphur oxide (SOx) and nitrogen
oxide (NOx) particles. A number of pilot
projects are underway to deploy
0.5%
undergone an advanced audit
reduction in SOx Average sulphur content of and comply with international health, this technology on high-capacity ships.
emissions, with the fuel purchased by the safety and environmental standards
Global Sulphur Cap 2020 Group for its ships (2020) in accordance with the Hong Kong - The conversion of our fleet so as to
Convention. replace conventional fuels with alternative
ones, such as LNG propulsion.
“We observe nature and
respect the environment
ZERO major hydrocarbon
pollution in 2018
in which we are sailing.”
JEAN-BAPTISTE BORIES
Commander, Fleet Centre We limit our speed
10
to 10 knots in areas
We are reducing where whales
the speed of our vessels reproduce
in order to consume • On the east coast of the United States and
less energy Canada, CMA CGM ships reduce their
speed to 10 knots* when they sail in areas
• Whether by renewing the fleet, tracking Our maritime routes where cetaceans and marine mammals
and monitoring consumption or reducing
speed, we are striving to limit our energy
are adapted to natural reproduce. This reduces the risk of collision.
consumption. Each litre saved is progress. conditions • On the west coast of North America,
CMA CGM has also implemented a speed
reduction programme called “Green Flag”,
We are improving the • Because the best energy is produced
by nature, we choose maritime routes established in the sanctuary of the Santa
management of waste according to natural phenomena
(ocean currents, winds, storms, etc.).
Barbara Islands. The Port of Long Beach
has rewarded our Group for lowering the
on board on an speed of its container ships with
a compliance rate close to 100%.
ongoing basis • The purpose of the Navigation Support
Centres is to anticipate extreme weather
11
• All of the Group’s vessels are signed up
conditions and advise Commanders on
their choice of maritime routes to
We are very vigilant
to the “Green Ship” programme to carry
out the selective sorting of waste on
minimise our ships’ fuel consumption. when it comes
board and recycle it once on land. • Three
Fleet Centres covering all time to the transportation
We have also replaced incinerators with
new generation compactors.
zones are operated 24 hours a day
by the Group’s onshore crew.
of endangered species
• To fight the transportation of endangered
We are doing We are all affected species, the Group has implemented
our utmost to reduce by issues relating
procedures that make it possible to raise
an alert on this type of cargo - of which
pollution risks to the preservation transportation is prohibited - as soon as the
order is placed.
• We have developed the Fast Oil of marine biodiversity
Recovery System, a reliable and sure
technology for managing pollution, • Challenges
in protecting biodiversity
“Taking environmental
making it possible to recover hydrocarbons mainly involve managing the discharge
in the event of running aground. of solids and liquids into the sea.
• We are installing ballast water treatment
systems on our ships. Ballasts, filled with
• Such preservation also involves limiting
the impact of ships on marine ecosystems aspects into account
sea water, ensure the stability and
structural integrity of the ship. They
contain living species. So as not to
by reducing their sound pollution,
moving towards “zero emission” ships
and limiting their potential to disturb
when navigating is natural
disturb the equilibrium of the local flora
and fauna when emptying them, the
existing species.
and normal for me.”
water is treated for controlled discharge
at sea. This allows us to avoid impacting LAURENCE PERROT
the ecosystems in question. Chief mechanic
*10 knots is less than 19 km/h
ECO-TECHNOLOGIES IN USE ON OUR VESSELS.
Social and societal
“We are doing everything
15
in our power to attract and develop Promoting diversity
and gender equality
talent, on land and at sea, • Over 149 nationalities are spread
both in France through-out more than 160 countries. This
accounts for our Group’s cultural wealth,
a source of emulation, mutual
and abroad.” We cultivate our talent enrichment, and inspiration. It is a reflection
of our presence throughout the world.
• In
2018, more than 200,000 hours of
TATIANA JOAO training were provided by the •T
he “We are Shipping” programme,
Human Resources Department, “CMA CGM Academy”, which offers a sponsored by Tanya Saadé Zeenny, the
Mozambique wide range of training through e-learning Group’s Deputy Managing Director,
and classroom work. A number of is devoted to the development of female
training programmes issuing leadership. It aims to support women
“certificates” are also being developed, in their professional development.
particularly in foreign languages (TOEIC) Through training workshops in “personal
and in office automation (TOSA). branding”, they can build a network
with women holding positions of
• 30,000 employees from 80 different responsibility. By the end of 2019,
countries were integrated via the C&ME 50 women will have been supported
tool in 2018 in order to make HR through this pilot programme being
procedures more flexible. developed in the United States,
the United Kingdom and Lebanon.
• The
management of “land and sea”
careers is a system devoted to officers of
the fleet who are assigned missions at
the head office in order to facilitate
re-orientation from one realm to the other
and open up career opportunities on land.
• More than 90 employees have taken part
in the Lead Programme since 2017.
Established in partnership with Sciences Po
Paris and Financial Times - IE Business
School CLA, this programme prepares
talented young people for management
positions in order to meet the challenges
of tomorrow faced by our industry.
• 30
young graduates were sent abroad
through the French International Volunteers
in Business programme in 2018.
Promotions within
FOCUS
the Group in 2018 2018: the labels
700
“Happy Trainees”
more than women
for the 4th consecutive year, and
“Happy Candidates”
200,000
hours
of training in 2018
45%
women
700 men
2nd place in the general ranking
of companies with more than
1,000 employees
were obtained
Training
Reduction and awareness raising
in workplace accidents are key factors
We work tirelessly to ensure in the last five years in prevention
that all our employees 19% reduction in accidents on ships These two factors are promoted through
enjoy the best possible 63% reduction in accidents at terminals mandatory job-specific training,
introductory sessions both on land and at
working conditions.
sea, remote training for seafaring
personnel, regular exercises,
Our “Safety First” and navigation simulators.
16
programme Constantly improving
Imagining a new Assessing safety risks is a central the management of
approach to day-to-day component of the Group’s approach to
prevention. This is a process of continuous dangerous goods
mobility needs improvement involving all stakeholders
each and every day: from management An improved version of our digital app
A Corporate Mobility Plan, designed to seafaring. allows us to respond in near real-time
to improve everyday mobility and facilitate to over 60% of all requests for the loading
the use of public transport, yielded key • All of our Group-owned vessels have of dangerous goods. The Group also
results in 2018: When we are happy received Quality (ISO 9001), Health and provides experts who are tasked with
• Establishment of the C-Park application: and healthy at work, Safety (OHSAS 18001), and Environment
(ISO 14001) certification;
advising shipping companies and
commercial agencies on how to safely
Every day, an average of 80 unused parking we work better handle their dangerous goods.
places are re-assigned. • 39% of our own terminals subject to the
• A remote working system was explored Group’s Health, Safety and Environment
• Partnership with Klaxit, leader in in 2018 in Marseille and Le Havre. policy have obtained at least a “Quality,
home-work carpooling: 82% of subscribers
have received offers for commuting.
Health and Safety” or “Environment” FOCUS 17
• To make employees’ day-to-day work certification;
easier and help them save time, APL receives the Safety
Seafaring personnel’s the CMA CGM Group created
the “CMA CGM Concierge Service”
• We have implemented a crisis
management plan that includes regular at Sea Award during the 2018
quality of life at work at its headquarters. This initiative offers exercises to prepare teams for
Crew Connect Global Awards
employees a wide range of services. exceptional events, such as acts of piracy,
•A
partnership was initiated with fires, accidental pollution, and more;
In November 2018, APL received
ESP Consulting, a company specialising • The Wellness programme has also been
• In 2018, the safety department managed the Crew Connect Global Safety at Sea Award
in sports and performance, to optimise developed to improve workplace quality
over 1,000 high-risk trips to 85 countries in the Philippines. APL was recognised
the health and physical performance of of life for the 2,500 head office
as part of our preventative safety policy. for its practices and initiatives, as these have
seafaring personnel and reduce accidents. employees. It particularly includes
helped reduce the risks to human life at sea.
A pilot group, comprised of seafaring offering quality nutritional options
personnel working on a ship, (organic food in the company restaurant) The endeavour to increase our personnel’s
was monitored for a quarter. This group and promoting physical activity safety has enabled the frequency rate of
showed a 40% improvement in their (a gym in the CMA CGM Tower). accidents to plummet over the past five years.
physical condition with respect to every
criteria evaluated.
The Concierge Service in 2018: “In terms of health, safety and
security, our one and only goal is
6,754 users
550
visits per month
excellence.”
CÉDRIC ROUSSEAU
Safety, Security and Environment Department at Head Office
19
We encourage our
employees
to become involved
through skills-based
“Thanks to the
CMA CGM Foundation,
1,000
volunteer work we support local communities students
38 projects in 20 learned about shipping
• This approach involves donating head
office employees’ work hours to charities,
such as École des XV, which helps keep
and humanitarian projects.” countries assisted local and logistics in 2018
kids in school through rugby. ISABELLE BILLET communities in 2018
CMA CGM Foundation
We are a preferred • In Thailand, Group employees took part We also help promote
in a mangrove reforestation project.
logistical partner for entrepreneurial and
Making even the most • In Egypt, employees collected supplies
humanitarian educational excellence
vulnerable children smile for an orphanage in Cairo.
organisations • In Costa Rica, employees helped clean • CMA CGM is a partner of “Carburateur”
•T
he CMA CGM Corporate Foundation the Tarcoles River. and the “Make the Choice” challenge,
• More than 700 containers and supports projects aimed at children. which promote promising entrepreneurial
5,000 tonnes of humanitarian aid Since its creation, it has assisted more than initiatives in Marseille’s underprivileged
18 equipment have been shipped through 200 charities. Our teams provide districts;
partner organisation programmes
(Doctors Without Borders, • In 2018, it supported sixteen charities assistance in the wake • More than 1,000 students visited
Action Against Hunger and the French
Red Cross) since the start of the
in Provence-Alpes-Côte-d’Azur
and Lebanon, which in turn helped over
of local humanitarian the CMA CGM Tower in 2018 as part of
a partnership with the Aix-Marseille
“Containers of Hope” programme run by 8,000 sick or disabled children living crises education authority. They were able
the CMA CGM Foundation. in underprivileged communities. to learn about the shipping and logistics
• In August 2018, our teams helped send industries while they were studying
• The Humanitarian Service Office, • We also support three schools in emergency supplies after severe globalisation in their geography classes.
which CMA CGM created at the end of 2017, Marseille’s third district, which is one of flooding struck the Kerala region in India.
sells “customised” solutions to the poorest neighbourhoods in Marseille
international organisations and NGOs and located near the CMA CGM Tower. • In October 2018, after a tsunami struck
working in the emergency aid sector.
In 2018, it oversaw the transportation of
The Group’s support has helped
over 200 children expand their horizons
through nature and winter activity classes.
Indonesia, our teams took up a collection
and provided assistance to charities “We are a company
over 10,000 containers.
with an international
involved in the emergency effort.
presence. Working with local
communities on a daily
basis is part of our DNA.
200
Humanitarian aid
equipment transported
via Containers of Hope Children helped For us, this simply goes
5,000 without saying.”
in 2018
> 8 000
Charities supported
since the foundation
tonnes was created AUDREY DOLHEN
Shanghai sales agency, ChinaBusiness
performance
21
“Our customers are increasingly
attentive to the impact of shipping
their goods and ask
us daily for We are addressing
the digital transformation
a greater degree challenge
of commitment.” • The digitalisation of shipping is a priority
to offer a quality service to our
ALICE SIMONIAN TATIN customers, who demand efficient and
Line Manager at head office streamlined solutions.
• We are developing the TRAXENS connected
container, equipped with advanced activities. We produced 85 CO2 reports
technologies to monitor its location and analysing our customers’ carbon footprint.
the condition of the goods, from end-to-end These analyses were custom-tailored to
and practically in real time. An essential their specific activities.
service to optimise the logistics chain.
• An eco-calculator is available on our
• We are rolling out solutions paving the website: it can estimate the carbon footprint
way for a 100% digital journey, from of a shipment travelling from one port
reservation to payment, in order to meet to another.
our customers’ expectations. Our
e-commerce solutions have been significantly We are designing
developed and this work will continue.
tomorrow’s freight
• These actions are part of our overall solutions
Customer Centricity commercial ambition
– one of the Group’s strategic priorities – • Nearly two-thirds of our Reefer containers
which aims to improve the customer (specifically designed to transport
experience. In 2017, a satisfaction survey perishable goods in a controlled-temperature
collected responses from more than environment) are equipped with
23,000 customers in 180 different low-energy engines that reduce electricity
countries. In 2018, 1,700 customer surveys and fuel use by up to three times;
were conducted.
• We are gradually equipping a portion of
We provide our fleet with bamboo floor containers.
This design is a high-quality alternative that
environmentally friendly helps preserve forests.
solutions to customers
We help to stimulate
interested in sustainable
innovation ecosystems
and innovative offers
• 20 start-ups are receiving support through
Customer pathway Low-consumption • We provided our customers with over ZEBOX, an international incubator
100%
Reefer containers 300 answers to questions regarding our specialised in transportation, logistics,
3 times less
CSR approach in 2018. mobility, and industry 4.0 that was
founded in 2018 by Rodolphe Saadé.
• We also rolled out My Carbon Footprint,
digital electricity consumed
a calculation and optimisation solution
that studies the carbon footprint of our
elite customers’ logistics and transportation
• We actively participated in the SmartPort
Challenge in Marseille to help optimise
the design and features of tomorrow’s ports.“Ethical requirements
+100 are not optional. They must
suppliers be prioritised everywhere,
evaluated in 2018 at all times.”
22
HEATHER SPRING
Implementation Legal Department in the United States
of a Supplier Risk A company culture
Committee based on integrity
and rules
The Partner Charter
To help better manage purchasing risks
within the Group and monitor implemented
We fully comply with
• The Group’s ethical charter is
strengthens
actions, a Supplier Risk Committee was a foundational document for our global international regulations
created. The committee creates action plans approach. It is rounded out by
our sustainability efforts regarding regulatory changes that could
affect suppliers.
our Anticorruption Code, Hospitality Brand
and Gifting Policy, Conflict of Interest
• As the French leader in maritime
transport, CMA CGM must be exemplary
Policy, Interest Disclosure Policy, and and adopt the highest standards of
In 2014, the CMA CGM Group created a
others. integrity.
Partner Charter that describes all of the
Group’s CSR commitments and obligations, In the future, we will
• Since March 2014, the Group has been • By relying on a team of legal experts
as well as what we expect from our
suppliers and subcontractors. It is always
evaluate every supplier a member of the Maritime Anticorruption specialised in competition law within
included in our contracts, and every and subcontractor Network, a network that strives to
eliminate corruption in the maritime
the Legal Department and offering a large
number of training opportunities,
supplier must sign it.
industry. our Group is determined to scrupulously
A global system to assess suppliers and
follow international competition regulations.
23
Procurement risk intermediaries has been formalised and will
be gradually rolled out to all Group entities • Compliance is a key part of the company
culture. This is ensured by training and • We have used organisational and
mapping: a cornerstone in 2019.The qualification criteria are:
awareness-raising for all employees. technical resources to guarantee that
of our ethical approach • Countries in which the supplier operates; Through the “Tone at the Top” system,
managers are tasked with setting an
Europe’s strict personal data protection
standard is followed throughout the world.
In 2018, procurement risk mapping was • The degree of sensitivity of the supplier’s example and ensuring that the projects they
rolled out to the entire Group. The purpose activity. supervise and handled ethically.
of this approach is to assess risks
of corruption, economic sanctions, human A network of buyers informed about our Ethics and
rights, health and safety, the environment, responsible purchasing policy and trained
etc. and define action plans to reduce in this evaluation system is currently being anticorruption measures
the level of risk. developed around the world.
at every level
In order to comply with French
anticorruption legislation (“Sapin II” law)
and with the law relating to due diligence,
the Group has adopted a due diligence plan
“We are developing a sustainable and continued to develop its internal rules:
procurement policy in close partnership • Implementation of an anticorruption
Ethics Code, which is now a part of
the by laws of all CMA CGM Group facilities
with our suppliers and subcontractors in France.
so as to create sustainable and reliable • Update of an in-person and digital
training programme for managers and
personnel with a higher degree of exposure
relationships.” to corruption risk.
• Expansion of a whistle-blower system
SANDRA TIVOLI (Ethics Hotline) that receives reports from
Purchasing manager at head office employees and third parties 24/7.You can also read
