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2019

Annual report

Priority 1: Valuing our people’s wellbeing and diversity

Ensuring health, safety, human rights, individual development and wellbeing.

A globally successful company requires diversity: to succeed, we need people with many different talents who can collaborate across cultures, developing new skills and knowledge along the way. That’s why we prioritise our people’s health and safety, support their development, and celebrate our diversity.  Our focus on inclusion, a vital part of our diversity strategy, helps ensure and strengthen a safe, inclusive and diverse organizational culture.

Wallenius Wilhelmsen has 9 400 employees across the world and we pride ourselves on providing a safe and fulfilling work environment. We also have a responsibility to the men and women working for our suppliers to provide a safe working environment and ensure that there are no violations of human rights in the supply chain.

The crew of Wallenius Wilhelmsen’s owned vessels are employed by external ship management companies, and our Marine Operations Team is responsible for ensuring these management companies comply with our policies, including working conditions and quality. Wallenius Wilhelmsen Solutions employs both direct employees and outsourced labour for landbased activities and operations.

We see safety as a key element of our success as an employer and a supplier, and therefore the ultimate responsibility for safety rests with the CEO. Safety at sea is the direct responsibility of the Marine Operations Management Team, while site managers for WW Solutions are responsible for safety and wellbeing.

To foster an environment where people can thrive and succeed, we measure, manage and report on our performance in six material areas: Diversity, Safe operations, Safety on sea and land, Human and labour rights in ship recycling, Training and development, and Working conditions and welfare.

Review of progress in 2019

In late 2019, a Diversity & Inclusion initiative was launched to gather data and perspectives from the organization. With this input, in 2020 the project will define challenges and opportunities for diversity and inclusion; identify objectives and KPI’s; and define focus areas and action plans.  Gender, absenteeism and occupational disease were also implemented into the company’s reporting for safety incidents.

While ocean crew retention slightly dipped, crew satisfaction scores modestly improved in 2019. A common template for crew satisfaction surveys for ship managers was developed and is now in use.

To further extend our commitment to human rights in our supply chain, we have published details on our website of how company-owned vessels have been recycled since 2000.

As part of a company-wide implementation of a new Sustainability Management System in 2020, management will be reviewing all prioritised material topics; setting and validating current KPIs, informed by science-based targets as relevant; reviewing progress against current goals and setting new goals and targets for the short and long term.

Relevant governance policies and documents

Wallenius Wilhelmsen Ocean Employees Handbook, Wallenius Wilhelmsen Solutions Employee Handbook, Wallenius Wilhelmsen Code of Conduct, Safety Policy, Environmental Policy, and Responsible Vessel Recycling Policy.

 

2019 Annual Performance

KPI

Description

Unit of Measurement 2019 Data
Gender balance, office workers Ratio, Male: Female workers 60:40
Lost Time Incident Frequency, ocean services Number of lost workday incidents per 1,000,000 hours worked 0.728
Lost Time Incident Frequency, landbased services Number of lost workday incidents per 1,000,000 hours worked 15.79
Fatalities Number of work-related incidents resulting in death 1
Office workers workers invited to take a Performance Dialogue Percent 100%
Annual retention rate of ocean crew Percent 95.30%
Ocean Crew Satisfaction Survey Numeric score (1-5) 4.5
Absenteeism, land-based services (days away due to illness per hours worked) Percent 2.58%


Highlights

Lost Time Incident Frequency for ocean services improved in 2019, beating our target of 1.0 for the second consecutive year.